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Author: Site Staff

Posted on January 7, 2001July 10, 2018

Dear Workforce Salaries vs. Compensation

QDearWorkforce: 


Whatis the difference between “salary” and “compensation?” 


–Signed, dictionary isn’t helping 


A Dear Dictionary: 


Compensationis the process of directly and indirectly rewarding employees, on a current ordeferred basis, for their performance of assigned tasks. 


Salaryis the direct compensation paid on a regular time interval without aconsideration of any specific units of output; sometimes used to distinguishemployees (salaried) who are not covered by a collective bargaining agreement orin some cases, are exempt from the Fair Labor Standards Act. 


SOURCE:2000 U.S. Master Human Resources Guide, by Donald W. Myers, copyright CCH.


 


E-mailyour Dear Workforce questions toOnline Editor Todd Raphael at raphaelt@workforceonline.com,along with your name, title, organization and location. Unless you stateotherwise, your identifying information  maybe used on Workforce.com and in Workforcemagazine. We can’t guarantee we’ll be able to answer every question.

Posted on January 7, 2001July 10, 2018

The Basics of Stock Options

Human resource and compensation and benefits professionals are faced withnumerous questions from employees and executives on stock options. We asked theeditors at myStockOptions.com for a sampleof their Q&A’s on a range of stock compensation questions that you mightreceive – or ask yourself.

  1. What is a “stockoption”?
  2. Why docompanies grant stock options?
  3. Why should I care about stockoptions?
  4. How can Ifind out if my employer offers stock options?
  5. Are there employers who cannotoffer stock options to their employees?
  6. What are the important documentsI need to understand a stock option plan?
  7. Are there different types ofstock options offered by employers?
  8. What is a “nonqualified stockoption”?
  9. What is an”incentive stock option”?
  10. How will I know which type ofoption I have been granted?
  11. Can I be granted bothincentive stock options and nonqualified stock options?
  12. Is it better to be grantednonqualified stock options (NQSOs) or incentive stock options (ISOs)?
  13. What other types of equitycompensation plans are offered by employers?
  14. What is “restricted stock”?
  15. What is an “SAR”?
  16. What is an”employee stock purchase plan”?
  17. What is a “phantom stockplan”?
  18. What is an”employee stock ownership plan”?
  19. What is a “vesting schedule”?
  20. Are there anylimitations on when I can exercise my options?
  21. I am cash poor. Will I stillbe able to take advantage of my company’s stock options?
  22. Do stock options ever expire?
  23. What are”underwater” stock options? What might my company do about it?
  24. What is a “stock split”?
  25. How does a stocksplit affect my option grants?


1. What is a “stock option”?

Generally speaking, a stock option is a right granted by a corporation to anindividual to purchase a specific number of shares of stock of the corporationat a pre-determined price during a specified period of time.

For example, you could receive a grant of 1,000 options, with an exerciseequal to the market price on the date of grant, with ten years in which toexercise your options to obtain ownership of the 1,000 shares of stock.


2. Why do companies grant stock options?

Companies grant stock options for a variety of reasons. The most commonreasons are:

(i) to attract and retain valuable employees
(ii) to motivate employeesto work harder to increase the value of the company and its stock price
(iii) to align the interests of employees with those of shareholders andcreate an ownership culture
(iv) to avoid the payment of cash compensation.

Furthermore, it should be noted that in most cases, stock option programs(unlike cash compensation) do not result in any compensation expense forfinancial accounting purposes, which can reduce a company’s earnings.


3. Why should I care about stock options?

Stock options allow employees and other service providers to share in thefuture growth of the value of a company without risking their money until theyexercise the options to buy the shares. In many instances, the gain on a stockoption may be substantially greater than one’s annual compensation. In addition,cash bonuses and most other forms of compensation are taxable when you receivethem. Stock options, on the other hand, are not taxed at grant; rather, you paytaxes only when you exercise the options and/or sell the underlying stock. Insome cases, stock options can provide favorable long-term capital gains taxtreatment.


4. How can I find out if my employer offers stockoptions?

If your employer is a publicly traded company (e.g., its shares are traded ona stock exchange such as NYSE or NASDAQ), your employer is required to filevarious reports with the Securities and Exchange Commission. Among the documentsthat are filed with the SEC are the company’s stock option plans. Note that yourcompany may have more than one plan in effect at any time. You can find adiscussion of its stock plans in the company’s proxy statement and Form 10-K,both of which are filed electronically with the SEC using a system called EDGAR(electronic data gathering and retrieval). See http://www.sec.gov/ and other commercial Websites for access to the filings. The proxy statement is Form DEF-14A or DEF 14-Con EDGAR.

The simplest way to obtain a copy of your company’s stock option plans –particularly if you are potentially eligible for a plan — is to ask your humanresources or benefits department for a copy of the plan documents. They mightalready be available on your company’s intranet or benefits Web site.


5. Are there employers who cannot offer stock options to theiremployees?

Typically, only for-profit corporations are eligible to offer stock options,although limited liability companies have developed innovative ways to grant theequivalent of stock options. Government entities, churches, non-profits (such ashospitals or schools), mutual insurance companies, professional corporations(e.g., doctors, lawyers), and sole proprietorships do not offer stock optionseither because the entity is prohibited from doing so by law, or because theentity is not owned by shareholders.


6. What are the important documents I need to understand astock option plan?

You should look at the stock option plan, the grant agreement, and any othercommunication materials your company gives you or posts on its Web site, such asa summary booklet or FAQs. Other important documents are the stock optionexercise notice and, for plans of public companies, the “prospectus.” See theGlossary andFAQ sections of myStockOptions.com for more information on these stockplan documents.


7. Are there different types of stock options offered byemployers?

Yes. Most employers offer “nonqualified stock options” (NQSOs) to theiremployees. Some employers, particularly technology companies and start-ups,offer “incentive stock options” (ISOs). These two types of stock options derivetheir names from their tax status under the U.S. Internal Revenue Code.


8. What is a “nonqualified stock option”?

A nonqualified stock option, or “NQSO,” is a type of stock option that doesnot qualify for special tax treatment under the U.S. Internal Revenue Code. Itis the most common form of stock option and may be granted to employees,officers, directors, consultants, and other providers of goods and services.Companies have great flexibility in setting the exercise price and most otherterms of an NQSO. Subject to shareholder tolerance for dilution of theirownership percentages, there are no limits on the number of NQSOs that may beauthorized under a stock option plan.

Nonqualified stock options result in ordinary income to the option holder atthe time the option is exercised, to the extent the market value of the stockexceeds the exercise price. The company receives a corresponding tax deductionas long as it reports the optionee’s income to the IRS. More details appear inmyStockOptions.com’s FAQson “NQSOs: Basics & Taxes.”


9. What is an “incentive stock option”?

An “incentive stock option” or “ISO” is a type of stock option that qualifiesfor special tax treatment under the Internal Revenue Code because it meetscertain conditions set forth in the Code.

ISOs are not granted by all companies and can only be granted to employees.There is a $100,000 limit on the aggregate grant value of ISOs that may firstbecome exercisable (i.e., vest) in any one calendar year. Also, ISOs mustgenerally be exercised within 3 months of termination of employment.

If the stock acquired upon exercise is held for at least two years from thedate of grant and one year from the date of exercise, then the employee receivesfavorable long-term capital gains tax treatment for all appreciation over theexercise price. Don’t overlook the significant impact that ISO exercises andsales may have upon alternative minimum tax (AMT) calculations. More detailsappear in myStockOptions.com’s FAQson “ISOs: Basics & Taxes.”


10. How will I know which type of option I have beengranted?

Look at your grant agreement. It will clearly state whether the grant is anonqualified stock option or an incentive stock option. (If the grant agreementis not clear on this point, check with the person at your company responsiblefor administering the stock option plan.)


11. Can I be granted both incentive stock options andnonqualified stock options?

Absolutely, as long as your company’s stock option plan permits both to begranted. In many instances, large grants to employees are divided into twocomponents. First, the company grants ISOs to the employee up to the maximumallowed by law for ISOs (no more than $100,000 of grant value can be firstexercisable in any calendar year). The balance of options are then granted asNQSOs.


12. Is it better to be granted nonqualified stock options(NQSOs) or incentive stock options (ISOs)?

First, you may only be eligible to receive NQSOs, so check the earlier FAQ onthe specific requirements. As for which is better, it depends on what you dowith the shares you acquire at exercise. If you immediately sell them, then thetaxation is essentially the same, although there is no tax withholding withISOs. If you plan to hold them, then some tax benefits exist with ISOs. Theyprovide you with the potential for favorable long-term capital gains taxtreatment on all of the post-grant stock price appreciation, should you hold theshares for one year after exercise and two years after grant.

But, if the stock price of a company’s shares underlying an ISO appreciatessignificantly before (rather than after) exercise, an ISO exercise can generatea significant alternative minimum tax liability. To pay that liability, anemployee may be forced to sell some of his or her shares in a so-called”disqualifying disposition” of the ISO shares. This gives rise to ordinaryincome in much the same way that the exercise of a nonqualified stock optionwould, although ordinary income taxes are not withheld by the company.

If a disqualifying disposition of an ISO does occur, the sale of the ISOshares would not give rise to wages for social security tax purposes as wouldthe exercise of a NQSO. This result is a quirk in the law which ends up savingyou and your employer at least the Medicare portion of the Social Security taxon the spread at exercise of an ISO of 1.45% each.

Also note that ISOs require you to plan for possible significant alternativeminimum tax (AMT) consequences.


13. What other types of equity compensation plans are offeredby employers?

For a variety of reasons, including tax treatment and compensation policy,some employers provide other forms of equity-based incentives in addition to orinstead of stock options. These arrangements include restricted stock, phantomstock, stock appreciation rights, employee stock purchase plans (ESPPs) andemployee stock ownership plans (ESOPs).


14. What is “restricted stock”?

Restricted stock refers to outright grants of company stock to employees orother service providers. Restricted stock is usually granted only to keyemployees and executives of a company. The stock is “restricted” in the sensethat it is subject to a vesting schedule, which can be time- orperformance-based, and other limitations on transferability or sale that thecompany might impose.


15. What is an “SAR”?

An SAR, or “stock appreciation right,” is a contractual right granted by anemployer that entitles an employee to receive the appreciation in value onshares of employer stock. Instead of exercising a stock option, the employeeexercises the SAR and receives in either cash or stock the “spread” between theexercise price and the fair market value on the date of exercise. Typically,SARs are used by companies which, for policy or securities law reasons, do notwish to grant options to employees to purchase actual shares in the company.While SARs produce tax deductions for employers, they are less desirable thanstock options from the employer’s perspective because they also produce acompensation expense for financial accounting purposes.


16. What is an “employee stock purchase plan”?

An employee stock purchase plan, or “ESPP,” is a broad-based arrangementsponsored by a public company under which substantially all of the company’semployees are permitted to purchase stock at regular intervals, often at adiscounted purchase price. More details about ESPPs are explained in themyStockOptions.com FAQsection devoted to them.


17. What is a “phantom stock plan”?

A phantom stock plan is similar to an SAR, as described above, in that therecipient receives a sum based on the appreciated value of the company’s shares.But, instead of shares of stock, phantom stock awards are in the form of stock”units,” the value of which is equivalent to the company’s common stock. Theseawards are always settled in cash and are taxable to the recipient as ordinaryincome when paid. As with SARs, phantom stock plans are used by employers who donot wish to or who are prohibited by law from issuing shares to employees. Theyare more common in private companies that do not expect to go public. Phantomstock plans produce unfavorable financial accounting charges to companies whencompared to stock options.


18. What is an “employee stock ownership plan”?

An employee stock ownership plan, or “ESOP,” is a tax-qualified retirementplan designed to invest primarily in voting stock of the employer. As aretirement plan, the contribution of cash (which is used to buy company stock)or company stock to the plan is immediately deductible (subject to certainlimits) by the employer. The employees do not pay taxes on amounts receiveduntil plan benefits are actually paid, usually at termination of employment orlater. In some instances, the participants who receive distributions in the formof stock may defer taxation of the appreciation on the stock. To satisfy the taxrules of retirement plans, ESOPs must cover a broad range of employees, adhereto vesting schedules no less favorable than provided by law, and allocatebenefits on a substantially uniform basis (e.g., as a percentage of W-2compensation for the year). ESOPs are used principally by entities with regularcash flow that need tax deductions.


19. What is a “vesting schedule”?

A vesting schedule determines when you may exercise your stock options orwhen the restrictions lapse. A vesting schedule is time-based if you must workfor a certain period of time before you get the benefit. The schedule could alsoor instead be performance-based or link to company-specific or stock markettargets. Vesting in some situations can be accelerated by the board of directorsor upon certain events, such as a merger.


20. Are there any limitations on when I can exercise myoptions?

You cannot exercise your options unless they are vested. The one exceptionwould be an option plan (typically, of a private company) which allowsoptionholders to exercise immediately into stock, subject to a companyrepurchase right similar to the restrictions in a vesting schedule. Also, youcannot exercise options that have expired by their terms with the passage oftime. In addition, your right to exercise vested options after your terminationof employment will be limited as provided in your company’s option plan or yourgrant agreement. This period may expire as soon as your last day of work.Finally, you may be restricted by company policy from exercising duringso-called “black-out periods.”


21. I am cash poor. Will I still be able to take advantage ofmy company’s stock options?

Yes. Many companies have procedures that allow for cashless exercises, whichare a way for you to take out the profit between the market and exercise pricewithout having to come up with the cash to buy the shares. The FAQsection on “Exercise” at myStockOptions.com explains this in more detail.


22. Do stock options ever expire?

Yes. Most options are granted with a ten-year term. Some have a shorter life,such as five years. If you have been employed by the same company for many yearsand were granted options many years ago, you should check the term of the optionas set forth in your grant agreement. You can use the MyRecordsfeature at myStockOptions.com to keep track of your options and their expirationdates. If the expiration date is not clear, ask the company for clarification inwriting and for any additional rules that apply when you leave the company.

Keep in mind that if you leave the company, you likely will not have thebalance of the term to exercise your options. Instead, you have the shorter ofthe balance of the option term or the length of the post-termination exerciseperiod. The post-termination exercise period is a very short window — typicallyfrom your last day of work to, say, 90 days — to decide whether or not toexercise your stock options.


23. What are “underwater” stock options? What might my companydo about it?

Your options are underwater when the exercise price is greater than themarket price of the stock. For example, you may have options with an exerciseprice of $10 per shares, while the stock is trading at $8 per share. While verycommon just a few years ago, few companies today reprice their outstandingunderwater options because of the negative feelings about this by institutionalinvestors and the adverse accounting treatment. Repricing essentially givesoutstanding options a new exercise price at the lower current market price.


24. What is a “stock split”?

A stock split occurs when a company wishes to lower its share price to permitmore investors to be able to purchase its shares. When the company declares astock split, each shareholder receives more shares in the company, but with alower per share price, so that each shareholder’s investment value remains thesame.

For example, if you own 5,000 shares that are trading at $100 per share andthe company announces a 2-for-1 stock split, you would ultimately own 10,000shares, which would initially trade at $50 per share. Your investment value of$500,000 wouldn’t change.


25. How does a stock split affect my option grants?

Under your company’s stock option plan, your options will be automaticallyadjusted for the stock split. Your number of options will be adjusted upwards,and your exercise price downwards.

For example, assume that you had 3,000 options to purchase company shares at$30 each. If your company’s stock split 3-for-1, your options wouldautomatically be increased to 9,000 and your exercise price decreased to $10 pershare. The total amount you must pay to exercise your entire option grant wouldremain unchanged (here, $9,000).

These FAQs provided by myStockOptions.com.

Copyright © myStockPlan.com, Inc. | Brookline, MA | 617-734-1979

Posted on January 7, 2001July 10, 2018

Telecommuting Q&A

Q

I would like to know different organizations’ feelings and policiesconcerning telecommuting expenses and what a “work-at-home”employee gets reimbursed for. I have heard of employers purchasingcomputers, phone lines, and fax machines, even desk equipment. Please share.Thanks. 
A
What a company will reimburse for typically rests on a couple of factors.Most often the employer will assess the extent to which the employee needthem to complete his or her work, the number of days they will betelecommuting, equipment, what support is available and budget. If you areproposing to telecommute and want your employer to reimburse for part ofyour home office set up, you should check with their telecommuting policy(if any) and define for your company what off-setting benefits will accrueto the organization as a result of your telecommuting arrangement. Forexample, if you are relinquishing or sharing office space that would be anoffsetting saving to the company. If you can measure your increasedproductivity, that would help, too.  Jacqueline.Church@wfd.com 

A
A satellite sales office in his home? Be sure you have covered all thebases and expectations about what that means. You probably want to have asigned agreement detailing the terms. For example, will he be entertainingclients in his home? What equipment does he need to do his job? Will yourcompany reserve the right to conduct an inspection of his home office? Doyou give ergonomic guidance? 
Sales positions are perfect candidates for telecommuting or virtual officearrangements as the bulk of their time should be with clients as opposed tobeing in the office. You must be sure to be clear on expectations at theoutset.  Jacqueline.Church@wfd.com 

A
Try to do a simple cost benefit analysis. What are the advantages to yourmanager and the company that would flow from your work at home? Whatchallenges would arise and how would you overcome them? Being off-site meansyou cannot rely on chance encounters. Perhaps you will develop betterplanning and time management skills by telecommuting. How will you and yoursupervisor measure your effectiveness or productivity? 

A
Check out AT&T. They have been pioneers in telecommuting and are alsoorganized.
Posted on January 3, 2001July 10, 2018

Dear Workforce What’s the Best Reward for Employee of the Month

QDearWorkforce:


Ourcompany is beginning an employee of the month program for our hourly employees. We are a manufacturing company with about 150 employees. We want thisprogram to build goodwill with our employees. What type of rewards are the mostbeneficial as recognition for an employee of the month program?


–Jeremy 


ADear Jeremy: 


Ifyou want my reaction, it would be DON’T start an employee-of-the-month program,but instead raise the awareness of your managers about the importance of themappreciating their employees on a daily basis when they do good work –one-on-one or via voicemail, in writing or email, in meetings, etc. 


Therewards that are most beneficial to any employee are the ones they want! Findout what those might be by asking them in one or more ways. It very well may notbe “stuff” at all, but perhaps autonomy, flexibility, trust, support,visibility, opportunity, and so forth… Good luck! 


 


SOURCE:Bob Nelson, author of the best-selling books: 1001Ways to Reward Employees, 1001Ways to Energize Employees, and the new 1001Ways to Take Initiative at Work, all published by Workman Publishing. 


E-mailyour Dear Workforce questions toOnline Editor Todd Raphael at raphaelt@workforceonline.com,along with your name, title, organization and location. Unless you stateotherwise, your identifying information  maybe used on Workforce.com and in Workforcemagazine. We can’t guarantee we’ll be able to answer every question.

Posted on January 3, 2001July 10, 2018

Display Rates

Rate card No. 38 effective January 2001.

B & W 1x 4x 6x 9x 12x 18x 24x
Fullpage $4,275 $4,065 $3,885 $3,780 $3,630 $3,460 $3,335
2/3page $3,410 $3,240 $3,105 $3,020 $2,900 $2,765 $2,660
1/2page (isl.) $3,230 $3,065 $2,935 $2,855 $2,740 $2,620 $2,520
1/2page $2,835 $2,695 $2,585 $2,510 $2,405 $2,295 $2,210
1/3page $2,180 $2,070 $1,985 $1,930 $1,855 $1,765 $1,695
1/4page $1,695 $1,605 $1,545 $1,500 $1,440 $1,370 $1,325
1/6page $1,355 $1,285 $1,235 $1,200 $1,155 $1,100 $1,050
2 Color 1x 4x 6x 9x 12x 18x 24x
Fullpage $5,415 $5,205 $5,030 $4,925 $4,765 $4,605 $4,475
2/3page $4,550 $4,385 $4,245 $4,160 $4,045 $3,905 $3,800
1/2page (isl.) $4,050 $3,885 $3,755 $3,675 $3,560 $3,435 $3,335
1/2page $3,650 $3,505 $3,395 $3,325 $3,225 $3,110 $3,030
1/3page $2,615 $2,505 $2,415 $2,365 $2,290 $2,195 $2,130
1/4page $2,015 $1,930 $1,865 $1,820 $1,765 $1,690 $1,645
1/6page $1,575 $1,505 $1,450 $1,420 $1,365 $1,315 $1,275
4Color 1x 4x 6x 9x 12x 18x 24x
Fullpage $6,595 $6,385 $6,210 $6,105 $5,955 $5,785 $5,655
2/3page $5,740 $5,490 $5,430 $5,340 $5,225 $5,085 $4,980
1/2page (isl.) $5,175 $5,015 $4,885 $4,805 $4,690 $4,570 $4,470
1/2page $4,785 $4,640 $4,525 $4,455 $4,350 $4,240 $4,160
1/3page $3,100 $2,995 $2,905 $2,850 $2,770 $2,685 $2,620
1/4page $2,400 $2,305 $2,245 $2,200 $2,140 $2,070 $2,020
1/6page $1,845 $1,775 $1,720 $1,685 $1,640 $1,585 $1,550
5th Color $1,095 additional/page.Metallic $1,340 additional/page.
Cover(4/c) 1x 4x 6x 9x 12x 18x 24x
C 2 $7,920 $7,605 $7,460 $7,340 $7,125 $6,920 $6,760
C 3 $7,590 $7,290 $7,150 $7,030 $6,835 $6,630 $6,480
C 4 $8,260 $7,925 $7,765 $7,645 $7,425 $7,210 $7,040
Guaranteed Positions — Full-pagespace can be guaranteed on a space-available basis: page rate plus 15%.
ClassifiedDisplay Rates 1x 4x 6x 12x
Full page $3,055 $2,725 $2,630 $2,460
2/3 page $2,440 $2,175 $2,030 $1,795
1/2 page (isl.) $2,190 $1,960 $1,805 $1,620
1/2 page $1,950 $1,720 $1,605 $1,435
1/3 page $1,525 $1,365 $1,270 $1,130
1/6 page $945 $860 $805 $725
1/12 page $490 $430 $400 $375
1/24 page $240 $215 $200 $190
Classified advertising isavailable by the word at $8.25/word, prepaid net (minimum 30 words, or$250).
The first three words will bein bold.

2001Growth Discount
Advertisers expanding their 2001 marketing efforts in Workforce may be entitled to significant added discounts of up to 15% on eachadditional insertion. Speak with your Workforce sales consultant for details.


Workforce Media VIP Programs
As a valuable client of Workforce, you are entitled tothe benefits of the Workforce Values & Incentives Program (VIP). VIP pointsreflect your total spending, plus your long-term association with Workforce. VIPpoints are applied to your choice of value-added merchandising programs.


Audited by BPA International


MechanicalRequirements

Specifications
Trim Size: 8-1/8″x 10-7/8″
Double-Page Spread:16-1/4″ x 10-7/8″
Live Matter: 7″x 10″ on full pages
Bleed Size: 8-3/8″x 11-1/8″
Double-Page Spread: 16-3/4″x 11-1/8″
Required AdvertisingMaterials
B/W Film: Right-reading,emulsion-side-down negative. 150-line screen. Laser prints are unacceptablefor publication reproduction. All materials other than composite negativeswill incur production charges.
4/C Film: Right-reading,emulsion-side-down negatives. 150-line screen. Indicate bleed, trim andcenter marks on film. Mark each negative for color. Total 4/C density mustnot exceed 280% maximum. All materials other than composite negatives willincur production charges. Printed offset web, perfect bound.
Color Proof: Onecolor proof is required. Advertiser will be billed $785 per ad page if proofis missing.
Digital File:Acceptable formats are QuarkXPress (all graphic files must beincluded), Illustrator EPS and Photoshop TIFF or EPS. Convert color imagesto CMYK format. All fonts must be approved prior to sending file. Ahard-copy proof must accompany digital file. For a complete digitalspecification sheet, call (714) 751-1883 or email material@workforce.com.
Production Charges:Materials that do not meet specifications will be convertedand billed to the advertiser. Advertiser will be billed for otherproduction, including strip-in text, key codes, typesetting, etc. Minimumcharge is $75. Production services are noncommissionable.
Closing Dates
Insertion orders are due the 25th ofthe second month preceding publication date (e.g., January 25 for Marchissue). Film materials and digital files are due the 1st of the monthpreceding publication date (e.g., February 1 for the March issue); materialsreceived after the 6th of the month of the preceding publication date willincur a $100 late fee.
Shipping Instructions
To guarantee safe delivery of ad materials, we recommendusing an overnight delivery service. All advertising material andcorrespondence should be sent to: Workforce, 245 Fischer Avenue, Suite B-2,Costa Mesa, CA 92626. Telephone 714/ 751-1883. All correspondence, with theexception of film and payments, can be faxed to: 714/ 751-4106.
Furnished Business Reply Cards (BRC)
Business reply cards are acceptable in combination withsingle or multiple full pages. Advertiser to supply completely printed,perforated and trimmed BRCs. Card stock: minimum 70#, maximum 100#.
Spoilage Allowance: 3%. Callfor print count.
BRC Mechanical Requirements: Minimumsize: 4-1/8″ x 6-1/8″. Call to receive complete specifications.
Ship Preprinted Cards To: PublishersPress, 13487 S. Preston, Lebanon Junction, KY 40150. Attn:Workforce/publication date (e.g., Workforce/March 2000)
Due: Delivered to Publishers Press nolater than the 15th of the month preceding publication date (e.g., February15 for March issue).
Cost: Full-page, earnedblack-and-white rate. Rate includes binding. Card is counted toward pagefrequency.
Note: Business reply postcardscannot be inserted between page one and the cover orthe last page and the back cover.
Furnished Inserts
Two Pages: Earnedblack-and-white rate, less 25%. (One sheet printedfront and back, preprinted, full run, tip or bind.)
Four to Six Pages: Earnedblack-and-white rate, less 35%. (Two or three sheets printed front and back,preprinted, full run, tip or bind.)
Eight Pages: Earned black-and-whiterate, less 40%. (Four sheets printed front and back, preprinted, full run,tip or bind.)

Pages count toward the ROP pagerate frequency. See spoilage allowance, shipping requirements and due datespecifications for business reply cards (above). Regional inserts are available.Contact your sales consultant.

Posted on January 2, 2001July 10, 2018

About Personnel Decisions International

PersonnelDecisions International (PDI) is a global consulting firm specializing inhuman resources strategy. 


   PDIhelps companies define, measure and develop the behaviors and capabilitiesneeded for success. 


   PDIoffers a range of services and products designed for individuals, teams andorganizations. The company has offices around the globe to help clients meettheir human resources needs on a local level.


   PDI’sofferings are based on research in the discipline of organizational psychology.The company boasts more than 450 consultants with master’s degrees or higher.About 150 consultants have Ph.Ds specializing in the psychology of work. 


   PDIhelps companies develop people strategeis that will help them achieve their business strategies; select employees around the world; assess managers andexecutives; provide multi-rater feedback to over 50,000 leaders, and deliverservices and products in 18 languages across more than 30 countries. 


Tocontact PDI, visit http://www.personneldecisions.com,call 800/633.4410, 612/904.7170,or e-mail tracya@pdi-corp.com.

Posted on January 2, 2001July 10, 2018

The Segal Company

The Segal Company has provided employeebenefits, actuarial, compensation and human resources consulting services formore than 60 years.  The company’spractices cover three distinct markets: corporate and non-profit, public sectorand Taft-Hartley plans. The Segal Company is a completely independentorganization with no ties to any other companies. Headquartered in New York City, The Segal Company has offices throughoutthe United States and Canada.  Inaddition, The Segal Company is a founding member of the Multinational Group ofActuaries and Consultants. 


KeyAreas of Service: 


ActuarialServices for the design ofdefined benefit and defined contribution plans, the preparation and review ofactuarial valuations, and the valuation of retiree health plan liabilities andobligations, long-term disability plans and other health programs. 


ComplianceServices include the review ofplan document, plan enrollment information and participant correspondence forcompliance with IRC and DOL provisions and regulations, internal and externalconsistency and provision of clear rules and guidelines for plan operation. 


DefinedContribution Services centeraround helping client select DC plan service vendors (through Segal Advisors,Inc.).  Traditional consulting andevaluation of 401(k) and profit sharing plans by Segal Company consultants arealso available. 


EmployeeCommunication Services includethe strategic planning for using communications to help plan sponsors achievetheir benefits and HR goals. 


HealthBenefits Services include thedesign of medical, dental, prescription drug and vision benefit plans;assistance in selection and quality evaluation of insurers and managed careorganizations; and, projections of benefit costs. 


HumanResource Innovation is acollective name for the company’s human resources, compensation and work/lifeconsulting services that include:

  • Strategic Planningand Service Delivery Modeling,

  •  CompensationPlan Design,

  • TechnologyAssessment and Selection,

  • OrganizationalPerformance Measurement, and

  • Work/Life Programs. 

InvestmentPerformance Services providedby Segal Advisors Inc. (the investment consulting affiliate of The SegalCompany) include asset allocation studies, evaluation of investment performance,assistance in setting investment policy, manager selection and other servicesrelated to the management of investment programs. 


Contact info@segalco.comfor more information.

Posted on January 2, 2001July 10, 2018

About Benchmark HR Solutions

B

enchmarkHR Solutions, Inc. provides start-up and emerging high-tech companies withoutsourced human resources solutions.


 


   Since its inception in 1995, the Salem, N.H-based company has providedassistance to more than 150 companies in four vertical market sectors:networking/telecommunications, Internet/Web, software and professional services.


 


   Benchmark advises clients on strategies and techniques aimed at helping themachieve their goals faster. Teams of staff consultants, practice managers anddirectors work one-on-one with clients to assess their HR outsourcingrequirements and recommend solutions.


 


   The company’s executive management is led by company founder and PresidentBill Bench, Executive Vice President and founder Mike Sawin and Chief PeopleOfficer Sandy Visser. Rounding out Benchmark’s executive panel is a team of vicepresidents with more than 50 years’ experience in the human resourcesindustry. 


    In addition to itsNew Hampshire headquarters, Benchmark has operations in metro New York (NewYork, New Jersey, Pennsylvania), metro D.C. (Virginia & Maryland), Atlanta,and Research Triangle Park (Raleigh/Durham, NC).


To contact Benchmark, visit www.benchmarkinc.com,or e-mailmikep@benchmarkinc.com.

Posted on January 2, 2001July 10, 2018

T. Williams Consulting, Inc.

T

. Williams Consulting, Inc. (TWC) of Collegeville, Pa., is a world-classmanagement consulting firm specializing in strategic staffing. Since 1996,TWC has helped its clients – from start-ups to Fortune 100 companies – tobuild their businesses and achieve success.


    TWC provides staffing assessments, on-site project staffing, missioncritical retained staffing, and staffing process and systems consulting tohigh technology companies in a variety of industries.


    TWC’s Project Staffing Practice focuses on sourcing and attracting thenation’s top talent. Project Staffing management consultants are experts atanalyzing corporate growth objectives and developing staffing strategiesthat quickly meet and exceed them.


    TWC’s e-ComNET Practice is focused on the unique needs of emergingtechnology start-ups. The team is supported by TWC’s leading-edge staffingprocesses and high-tech tools to ensure success.


    With its Retained Staffing Practice, TWC also offers an alternative totraditional executive search. With a dual emphasis on quality and speed,the Retained Staffing Practice specializes in the senior management needs ofhigh-tech firms.


    With a focus on staffing effectiveness, the Strategy, Systems and Process(SSP) Practice provides staffing strategy and systems consulting to a widevariety of clients. As a part of the SSP Practice, TWC also offers theStaffing Power ToolKit, a comprehensive resource guide that is focused onimproving the staffing function through the use of re-engineering andquality assessment techniques.


Aside from its headquarters, TWC operates offices in Phoenix, Chicago andWashington D.C. To contact the company, visit www.twilliams.com, telephonetoll free 866/TWC.1500 or send e-mail to m.sweeny@twilliams.com. Michael A.Sweeny is Managing Director, Project Staffing.

Posted on January 1, 2001July 10, 2018

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