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Posted on May 13, 2011August 9, 2018

Living Wage Backers Storm City Hall in New York

Proponents of a bill to mandate higher wages at city-subsidized projects took to the streets on May 12 to call for its passage and to protest a city-funded study that found the measure would stifle development and job growth.


The City Hall Park rally, attended by several hundred people, including dozens of pastors, preceded a City Council hearing on the bill that was expected to last late into the afternoon. Protestors carried signs pressing for a “living wage” and accusing its opponents of “putting New Yorkers to work for less.” The latter sign mocked Putting New Yorkers to Work, a not-for-profit group established by the Real Estate Board of New York that has led opposition to the bill.


“When companies and developers benefit from government support, they should provide something in return—jobs that allow people to live in dignity, not jobs that keep people in poverty,” Stuart Appelbaum, president of the Retail, Wholesale and Department Store Union, told the crowd.


Appelbaum has organized a citywide movement of religious, community and labor groups in support of the bill. Before proceeding into the hearing, the pastors led the demonstrators in a prayer and 250 people walked silently around the block housing the council’s offices at 250 Broadway.


The bill, which would compel employers at projects that receive $100,000 or more in city subsidies to pay workers $10 an hour plus benefits or $11.50 without benefits, was expected to draw passionate testimony from supporters and opponents.


Tokumbo Shobowale, chief of staff in the office of the deputy mayor for economic development, planned to testify on the findings of the city-funded study, details of which were released earlier this week. His prepared testimony called for him to say that wage mandates would hinder development and result in tens of thousands of jobs lost and billions of dollars of lost private investment over the next 20 years.


The job loss and disinvestment would occur disproportionately in neighborhoods outside Manhattan and could potentially prevent some two dozen projects—including the World Trade Center, Coney Island and Atlantic Yards—from going forward, his prepared testimony said.


Other opponents, including groups representing small-business owners, supermarket operators, and affordable housing developers, were expected to testify. Joal Savino, executive vice president of Mercedes Distribution Center, a Brooklyn Navy Yard business that fulfills orders for e-commerce sites, planned to testify that the bill would “make it more difficult and more expensive” to run his business in the city.


“Mercedes does not receive any direct financial incentives from the city and in fact pays market rents in the Navy Yard,” he was prepared to tell the council. “Yet, we would be impacted by the legislation because it covers tenants of entities like the Brooklyn Navy Yard, which do receive financial assistance from the city.”


And Pat Brodhagen, vice president of the Food Industry Alliance of New York State, was prepared to tell council members that the bill would mean the end of the city’s FRESH program, which was designed to bring supermarkets into underserved neighborhoods.


“The zoning and financial incentives included in FRESH were crafted to address some of the barriers that inhibit new store development and renovation, and happily, there are now 10 projects in the pipeline,” her prepared testimony read. “The benefit of those incentives will be wiped out if 251-A becomes law, depriving underserved communities of new and/improved food stores and depriving residents of needed job opportunities.”


But not all business groups are opposed to the bill. Mark Jaffe, president of the Greater New York Chamber of Commerce, spoke at the rally and was scheduled to testify in favor of the measure. He conducted a survey of his group’s 2,000 members and found 90 percent of respondents said the city should “absolutely not” provide subsidies to companies that do not pay a living wage.


“Now is the time for New York City to take a close look at the true cost of all developments that are subsidized by taxpayer money,” he said. “Otherwise New York City will continue to face growth in working poverty.”


Four panels of 20 bill proponents were expected to testify, many of whom planned to offer analysis of the city-funded living wage study. John Petro, a senior policy analyst at the Drum Major Institute, a think tank focused on building the middle class, planned to testify that more than half of all jobs created in the city during the recovery have been in the two lowest-paid industries: retail and hospitality.


“These low-paying jobs are having no trouble being created,” his prepared testimony read. “Why would we spend additional city resources to create more of them? Why not think of a better use of the city’s economic development resources?”


Also, a group of 13 liberal economists and experts released a report May 12 charging the city study contained “basic errors” that render it “unreliable as a guide for policymakers in assessing the merits of the proposed living wage law.”


The report claimed the study was based on a tax abatement program that is not covered under the law in order to get a result that showed more projects would be killed and more jobs lost. It said the study’s labor market analysis was too broad—that its focus detects unrelated trends that are occurring in municipal and regional labor markets and wrongly attributes them to living-wage policies.


Critics said the analysis should have focused on the results of individual projects that have wage mandates attached to them, including ones here and in Los Angeles.
Councilman Brad Lander, who helped draft the report, called the study a “$1 million piece of propaganda.”


A spokesman for the city Economic Development Corp. disagreed, saying the analysis was relevant because smaller subsidies offered under the Industrial and Commercial Abatement Program are covered under the bill, as are other incentives such as J-51 abatements for developers, and various subsidies for small manufacturers and city leases.


“Even if it were excluded, as it seems like the proponents are now proposing, both the labor and real estate analyses would still show tens of thousands of jobs lost and a significant fall-off in private investment as a result of the legislation,” the spokesman said.


Filed by Daniel Massey of Crain’s New York Business, a sister publication of Workforce Management. To comment, email editors@workforce.com.


 


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Posted on May 12, 2011August 9, 2018

Analysis Reveals Average 401(k) Account Balance at Record $74,900

Aided by the bull equities market, employees’ 401(k) account balances hit a record average of $74,900 at the end of the first quarter this year, according to an analysis released May 11.


In the 12-month period ending March 31, the average account balance jumped nearly 12 percent, while account balances rose an average of 4.8 percent in the first quarter of this year compared with the final quarter of 2010 according to Boston-based Fidelity Investments.


At year-end 2010, the average account balance was $71,500, which was the previous record high since Fidelity began tracking the data.


Account balances in 401(k) plans have made a huge recovery from the plunge in the equities markets, which began in 2008.


At $74,900, the average account balance is about 58 percent higher than the end of the first quarter in 2009, when the average account balance was $47,500.


Still, the figures show volatility of 401(k) plan balances. At the end of the first quarter of 2008, the average account balance was $64,900. One year later, the average had fallen nearly 27 percent to $47,500.


The study analyzed the account balances of about 11 million participants in nearly 16,500 plans serviced by Fidelity.  


Filed by Jerry Geisel of Business Insurance, a sister publication of Workforce Management. To comment, e-mail editors@workforce.com.


 


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Posted on May 10, 2011August 9, 2018

Chubb Unit Settles Discrimination, Retaliation Lawsuit

A Chubb Corp. unit has agreed to pay $110,000 to settle a case in which the Equal Employment Opportunity Commission accused it of discrimination and retaliation against a Hmong employee seeking promotion to underwriter.


In a written statement released May 4, the EEOC said Federal Insurance Co., a unit of Warren, New Jersey-based Chubb, refused to promote Kong Chee Vang in its Milwaukee underwriting office because she is Asian.


The EEOC alleged that Chubb failed to stop its managers from using stereotypes and negative assumptions based on race when Vang sought promotion to underwriter in 2006 and 2007.


The EEOC further alleged that after Federal Insurance rejected promoting her in 2006 and Vang filed a complaint with the EEOC accusing the insurer of discrimination, Chubb retaliated against her by rejecting her for a second promotion in 2007.


The parties reached an agreement on the case, which was brought in 2010, before a scheduled mediation, resulting in a consent decree that a federal judge in Milwaukee approved on May 3.


Vang, whose settlement reflects $60,000 in back wages and $50,000 in compensatory damages for emotional distress, continues to work for Chubb, according to the EEOC.


A Chubb spokesman could not be reached for comment.  


Filed by Judy Greenwald of Business Insurance, a sister publication of Workforce Management. To comment, email editors@workforce.com.


 


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Posted on May 2, 2011June 29, 2023

The Search Is on for HRs Best and Brightest

Workforce Management is pleased to announce the launch of its Game Changers awards, which will recognize the next generation of innovative, dynamic leaders to watch in human resources and workplace management.

We are seeking nominations of high-potential people under age 40 who already are making their mark. They can be HR professionals, consultants, academics, technology experts or members of companies that develop HR products and services. Professional accomplishments are key, but community service and other achievements will also be considered.

This is an excellent opportunity for you to publicly recognize your employees or professional colleagues. We also will accept self-nominations as long as they are accompanied by a letter of recommendation from an executive in your organization. Winners will receive a Game Changers award and will be profiled in Workforce Management‘s magazine and website.

Nominations are due by midnight CT on July 15, and entries will be judged by Workforce Management senior editors and writers.

The 2011 Game Changers will be announced and profiled in the October issue of Workforce Management and on workforce.com early that month. To submit your entry form and learn more about the awards and nomination process, please visit our Game Changers website at

workforce.com/gamechangers.

—Ronald Alsop

Editor, Workforce Management

Workforce Management Online, May 2011 — Register Now!

Posted on May 2, 2011June 29, 2023

The Hot List: 2011 Employee Assistance Program Providers

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Posted on April 28, 2011August 9, 2018

Aon Hewitt Setting Up Health Insurance Exchange for Employers

Aon Hewitt Inc. is developing a health care exchange that would enable employers to offer employees an array of plans provided by participating insurers.


By using the exchange, employers would be relieved of the time and expense of choosing health insurers and administering their plans, while employees would have a broader choice of health plans, explained Ken Sperling, global health and benefits practice leader in Aon Hewitt’s Norwalk, Connecticut, office.


“Employers wouldn’t have to worry about bids or plan administration,” Sperling notes.


Instead, the employer’s only role would be deciding how much of the premium it would pay for each option.


Insurers would offer identical plans with five different levels of benefits, including three high-deductible plans that could be linked with health savings accounts and another whose benefit coverage would resemble that of a traditional preferred provider organization plan. Premiums initially would be set on an employer-by-employer basis.


Sperling said the program is geared toward employers with at least 1,000 employees, adding, though, that Aon Hewitt has received interest in the exchange concept from employers of various sizes and industries.


For insurers, the exchange concept offers the potential of tapping a much larger market.


The exchange, which Lincolnshire, Illinois-based Aon Hewitt hopes to launch in 2012, would be an extension of a retiree medical exchange program it now administers and through which about 50 insurers offer coverage to 2.4 million retirees and dependents.


The average participant has access to 32 medical plan and 23 prescription drug plan choices, an Aon Hewitt spokesman said. About 200 employers participate in that program.  


Filed by Jerry Geisel of Business Insurance, a sister publication of Workforce Management. To comment, email editors@workforce.com.


 


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Posted on April 26, 2011August 9, 2018

Ford, again, adds $300 million to pension plan

Ford Motor Co., based in Dearborn, Michigan, contributed $300 million to its automotive division pension plans in the first quarter, the company announced on April 26.
 


Ford contributed the same amount in the first quarter of 2010.
 


According to its 2010 10-K, filed Feb. 28, Ford expects to contribute a total of $1.6 billion to its worldwide pension plans in 2011—$1.2 billion to automotive division pension plans and the remainder to make direct benefit payments.



As of Dec. 31, 2011, the asset allocation of Ford’s U.S. plans was 45.5 percent fixed income; 43 percent equities; 7.1 percent hedge funds; 3.7 percent private equity; 0.4 percent cash and other; and 0.3 percent real estate. Asset allocation for the non-U.S. plan as of Dec. 31, 2011, was 37.8 percent equities; 34.4 percent fixed income; 23.7 percent cash and other; 3.8 percent hedge funds; 0.2 percent private equity; and 0.1 percent real estate.


Filed by Timothy Pollard of Pensions & Investments, a sister publication of Workforce Management. To comment, email editors@workforce.com.


 


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Posted on April 21, 2011August 9, 2018

Most Employers Say They Plan to Alter Retiree Drug Plans

Employers that will lose a tax break for offering prescription drug coverage to Medicare-eligible retirees are considering a variety of design changes, according to a survey released April 21.


Under a provision in the health care reform law, employers with prescription drug plans provided to Medicare-eligible retirees in 2013 no longer will be able to receive a tax deduction equal to the amount of the tax-free federal subsidy they receive for prescription drug expenses.


Under a 2003 law that added a prescription drug benefit to the Medicare program, employers that have provided coverage at least equal to Medicare Part D receive a tax-free subsidy equal to 28 percent of medication costs within a certain range incurred by Medicare-eligible retirees.


In a survey of 344 employers, Lincolnshire, Illinois-based Aon Hewitt Inc. found that 75 percent now receive the prescription drug subsidy. Of those receiving the subsidy, 73 percent will alter their retiree drug benefits strategy as a result of the elimination of the tax break.


Among designs favored by employers that are considering changes are directly contracting with a Medicare Part D prescription drug plan, which 34 percent of respondents are considering.


Thirty percent of employers are considering a defined contribution approach in which retirees would receive a fixed contribution and use it to buy drug coverage in the individual Medicare market and 9 percent anticipate eliminating coverage.


Filed by Jerry Geisel of Business Insurance, a sister publication of Workforce Management. To comment, email editors@workforce.com.


 


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Posted on April 20, 2011August 9, 2018

Dear Workforce Our HR Function Is Doubling Headcount. What Do We Need to Do to Prepare?

Dear Growth Spurt:


Any company that in this challenging economy is expecting to double headcount must be doing a lot of things well. Even so, take a step back and ask if your human resources function is ready for the challenges this presents.

Assemble a cross-functional task force. To double in size, you will need all of your company’s brain trust. This is not solely an HR issue. Sales, research and development, marketing, operations, administration and finance and other functions are affected, as well. Clearly, everyone has a stake in your company’s ability to transition smoothly. Create a cross-functional task force to address the challenge. It should focus specifically on creating an overall action plan, complete with specific goals, objectives, time lines and responsibilities within each functional area.

Assess the current HR department. Examine the strengths and weaknesses of your HR department. It is like opening a window to your future growth. Key questions to ask include: which service offerings (training and development, recruitment and retention, performance management, payroll, benefits and so on) does HR make available now to employees? To what extent are the current HR service offerings successful? How well are you assessing your offerings?

Create university partnerships for access to research and analysis. Master’s-level students often need real-world projects to complete course requirements. Students also have access to the latest research, which would also benefit toward solving the rapid growth challenge. Key questions: With which universities or colleges does your company already have collaborations in place? How could your company specifically create relationships with universities to have master’s-level students analyze your rapid growth and its relationships to the HR department?

Stimulate a focus on culture and values. HR often plays a key role in making sure new employees understand and embrace the organization’s culture and values. Be cognizant of the strain on culture and values caused by rapid growth. The end result will be employees that share a greater sense of commitment to the organization’s mission and who will continue to add value to the company’s growth.

SOURCE: Dana E. Jarvis, Duquesne University, Pittsburgh

LEARN MORE: Please read tips on how to set realistic goals for new HR metrics.

Workforce Management Online, April 2011 — Register Now!

The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from the federal law.

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Posted on April 20, 2011August 9, 2018

Dear Workforce How Could We Effectively Measure the Productivity of Newly Promoted Employees?

Dear Promote First, Pay Later:

This type of pay-for-performance approach is an excellent way to focus newly promoted employees on generating desired results. Good measurements provide employees with real-time information on how well they are performing. It also provides with the data needed to determine their new rates of pay.

The best measurements are those that are:

• Self-reported

Involving employees in the measurement process increases the credibility of the measurement—it is not your measurement; it is theirs. The higher the credibility of the measurement, the more employees commit to improve it. While all but a small percentage of employees are honest, smart organizations do periodic, random audits of self-reported results to ensure their accuracy.

Employees for the most part will try to be as candid as possible. Even so, smart companies do periodic audits of self-reported results to ensure their accuracy.

• Important

Many organizations don’t measure output at the employee level; others attempt to measure too many things. Both practices lead to less emphasis on the critical few measurements that help employees gauge their success and make required adjustments. Recommendation: select no more than three important aspects of a position, then develop and implement measurements for each.

With newly hired or promoted employees, measuring activity rather than end results is often best. Results in many industries and professions depend on multiple factors, some of which are beyond the control of employees. Measuring what employees can control enables them to perfect the fundamentals of their new job more quickly.

• In real time

The quicker people receive performance feedback, the faster they will be able to either celebrate successes or begin working on improvements. Scores delayed by days, weeks and months are as helpful in business as they would be in a basketball game.

• Simple to understand

If you need a computer to figure out how employees are performing, then your measure probably is needlessly complex. Although simple measures are rarely perfect, they do deliver understandable guidance that employees need.

The method of measurement should be easy, as well. You rarely need to measure every action for a prolonged period of time. Good random sampling techniques, if consistently employed, should provide what you need with a minimum of work.

Most employees want to excel. Given the right tools and support, most employees will. Your ability to measure performance and provide employees with relevant performance information they need, makes a difference—both to them and your firm’s profit line.

SOURCE: Rick Galbreath, Performance Growth Partners Inc., Bloomington, Illinois

LEARN MORE: Please click here to learn more on how to assess people with competencies that are at once similar yet different?

Workforce Management Online, April 2011 — Register Now!

The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from the federal law.

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