Author: Site Staff

Imagine the new breed of HR decision makers reading about your HR product and service — and how it solved a business problem for one of your most successful clients.

They’ll share your Success Story with their HR colleagues, quote your client’s results in a presentation and name your product or service in a proposal to the CEO. That’s real impact — for HR and for your advertising.

Success Stories show how your product has real impact.

To get this kind of impact, you’ll need to be in the Success Stories special section in the December issue of Workforce. Success Stories — written by a Workforce freelance contributor — is a series of case studies demonstrating the real impact of HR programs on a company’s success.

These Success Stories showcase the HR products and services that make these programs successful.

Success Stories is a two-page advertising package.

• One full-page, four-color magazine ad in Workforce
• One full-page, four-color Success Story with a picture of the client company
• An experienced HR journalist to write the Success Story
• 200 four-color, two-sided reprints of your Success Story and advertisement to use in direct-mail promotion, at trade shows and with other promotions
• Magazine reader service program
• A 50-word product description in the Workforce Extra supplement.

Only $9,425 — SAVE OVER $5,000.

If each of the Success Story elements (not including the hiring of an experienced HR journalist) were purchased separately, the total cost would be $14,770. By taking advantage of this special offer, you can benefit from a special savings of over $5,000.

Success Stories is only available in the December issue.

Remember, Success Stories is only offered once a year-in December-and includes Workforce with your two-page case study and a 50-word product description in the Workforce Extra supplement.

Participating 1999 Success Stories Advertisers

• American Dental Association
• American Media
• Behavioral Technology
• CareerMosaic
• Cyborg
• Human Synergistics
• JobOptions
• KnowledgePoint
• RezLogic
• Spectrum
• Ultimate Software

Success Stories Guidelines
The HR Business Problem: What was the real HR business problem that the company and the HR department were trying to solve? What were the quantifiable goals? And what were the subjective measures of success?

The Solution: What options were considered in solving this HR business problem? How did the HR decision maker select this particular solution? How did it fit with the company’s business objectives, culture and definition of the problem? What other criteria influenced the selection of this solution and the vendor who provided it?

Implementation: What were the steps required to implement the solution? Were there any obstacles, course corrections or midstream changes? What happened? What lessons were learned?

Real Impact: What happened? What was the outcome? How did your solution solve the HR business problem? How did the client measure success? What advice would the client have for others who face similar issues?

Steps

1. Select Your Client: Review the article outline above to help you decide which client to select. Then you will need to provide the following information:

• Name and address of the client company profiled.
• Contact person and telephone number at the client company. This person should have had the most integral role in the process discussed in your Success Story. If several people shared this role, include the names and phone numbers of all of them.
• Include a brief description of why you chose this customer. Include a brief explanation of the HR business problem the customer needed to solve and what product or service you provided to help solve that problem.
• The contact person and telephone number of the individual(s) in your company who partnered with your customer and could comment for the article.

2. The 500-word Article: An experienced Workforce freelance writer will interview your client and individuals from your company, and write the Success Story.

3. Approval Process: Once the article is in galley form (right length, picture inserted, headline and so on), it will be sent to a designated individual from your company for approval. The approval process is for factual errors only. Any corrections must be submitted within 24 hours in writing, via fax or e-mail. If no comments are received, it is assumed that the article is correct as written. Please provide:

• Contact name and phone and fax numbers of the person at your company who will approve the final Success Story article.

4. Questions & Comments: Paul Temple, Edito-in-Chief, can answer questions and provide further guidelines. Telephone: 714/751-1883 ext. 248.

Success Stories clearly demonstrates real HR and its real impact on corporate success. Make sure your product is included. Space reservation deadline is October 13.

Printed: Offset web, perfect bound.

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 ADVERTISING MATERIALS

B/W Film: Right-reading, emulsion-side-down negative. 150-line screen. Laser prints are unacceptable for publication reproduction. All materials other than composite negatives will incur production charges.

4/C Film: Right-reading, emulsion-side-down negatives. 150-line screen. Indicate bleed, trim and center marks on film. Mark each negative for color. Total 4/C density must not exceed 280% maximum. All materials other than composite negatives will incur production charges.

Color Proof: One color proof is required. Advertiser will be billed $75 per page if proof is missing.

Digital File: For a current digital specification sheet, call (714)751-1883 or e-mail material to material@workforcemag.com.

Production Charges: Materials that do not meet specifications will be converted and billed to the advertiser. Advertiser will be billed for other production, including key codes, typesetting and line shots, etc. Minimum charge $25. Production services are non-commissionable.

Storage: Materials will be stored for 12 months and then destroyed unless otherwise instructed by advertiser in writing.

 

CLOSING DATES

Insertion orders are due the 25th of the second month preceding publication date (i.e., January 25th for March issue).

Film materials are due the 1st of the month preceding publication date (i.e., February 1st for March issue).

 

SHIPPING INSTRUCTIONS

To guarantee safe delivery of ad materials, we recommend using an overnight delivery service. All advertising material and correspondence should be sent to Workforce, 245 Fischer Avenue B-2, Costa Mesa, CA 92626. Telephone: (714) 751-1883. All correspondence, with the exception of film and payments, can be faxed to (714) 751-4106.

Audited by BPA.

DISPLAY ADVERTISING RATES

	1x	4x	6x	9x	12x	18x	24x
Black & White
Full Page	4,070	3,870	3,700	3,600	3,455	3,295	3,175
2/3 pg	3,250	3,085	2,955	2,875	2,760	2,635	2,535
1/2 pg island	3,075	2,920	2,795	2,720	2,610	2,495	2,400
1/2 pg	2,700	2,565	2,460	2,390	2,290	2,185	2,105
1/3 pg	2,075	1,970	1,890	1,840	1,765	1,680	1,615
1/4 pg	1,615	1,530	1,470	1,430	1,370	1,305	1,260
1/6 pg	1,290	1,225	1,175	1,145	1,100	1,045	1,000
2-Color: Black & one process color; PMS matched with process color.
1 pg	5,155	4,955	4,970	4,690	4,540	4,385	4,260
2/3 pg	4,335	4,175	4,045	3,960	3,850	3,720	3,620
1/2 pg island	3,855	3,700	3,575	3,500	3,390	3,270	3,175
1/2 pg	3,475	3,340	3,235	3,165	2,070	2,960	2,885
1/3 pg	2,490	2,385	2,300	2,250	2,180	2,090	2,030
1/4 pg	1,920	1,840	1,775	1,735	1,680	1,610	1,565
1/6 pg	1,500	1,435	1,380	1,350	1,300	1,250	1,215
4-Color
1 pg	6,280	6,080	5,915	5,815	5,670	5,510	5,385
2/3 pg	5,465	5,230	5,170	5,085	4,975	4,845	4,745
1/2 pg island	4,930	4,775	4,650	4,575	4,465	4,350	4,255
1/2 pg	4,555	4,420	4,310	4,245	4,145	4,040	3,960
1/3 pg	2,950	2,850	2,765	2,715	2,640	2,555	2,495
1/4 pg	2,285	2,195	2,140	2,095	2,040	1,970	1,925
1/6 pg	1,755	1,690	1,640	1,605	1,560	1,510	1,475
5th Color: Plus $1,045 per page. Metallic Color: Plus $1,265 per page.

COVERS (Four-color)

	1x	4x	6x	9x	12x	18x	24x
Cov 2	7,545	7,245	7,105	6,990	6,785	6,590	6,440
Cov 3	7,230	6,945	6,810	6,695	6,510	6,315	6,170
Cov 4	7,865	7,550	7,395	7,280	7,070	6,865	6,705

 

Guaranteed Positions: Full-page space can be guaranteed on a space-available basis; page rate plus 15%.

Online assessments can reduce your pre-employment screening costs. Objective “job fit” screening online is the most accurate and least expensive method for eliminating unsuitable applicants. You can cut both the costs of interviewing unnecessarily and the costs of turnover by beginning the hiring process with online assessments. An employee whose core personality traits and learning capabilities fit the demands of the job is most likely to provide long-term value to the organization. The low cost of web-based assessments allow you to use advanced personality testing for every employee at every level, not just for upper-level management.

Use online assessments to match applicants to a performance benchmark. Assessments can be used to measure traits shared by peak performers in your existing work force. Based on those shared traits, you can create a benchmark for workplace success. Applicants whose assessment scores most closely match your benchmark are the only ones you need to call back for an interview.

SOURCE: Advantage Assessment Inc., Pensacola, FL, March 15, 1999.

Want more information on HR Technology? Search the Workforce Online Research Center, or click here to find out about the June IHRIM conference in Salt Lake City.

The Older Workers Benefit Protection Act (OWBPA), a law intended to ensure that employees voluntarily waive their rights to file age discrimination claims, does not prohibit an employer from revoking an early retirement offer while an employee is considering it.

After he received notice of his termination, Lorin Ellison, the 62-year-old chief financial officer at Premier Salons International Inc., was given a separation agreement and release of claims. Before Ellison decided to accept the offer, the company revoked it, and offered a second, less attractive severance package. After the company revoked the first offer, but prior to receiving the new offer, Ellison signed the original offer. When the company refused to honor the first offer, Ellison sued for breach of contract, arguing that an offer of a severance package is irrevocable during the 21-day review period provided by the OWBPA.

The federal district court and the U.S. Court of Appeals for the Eighth Circuit, upon appeal, rejected Ellison’s argument. The Eighth Circuit held that the OWBPA merely provides that older workers must not be forced to sign releases without having 21 days to consider them. However, it does not bar employers from revoking offers during that same time period. Ellison vs. Premier Salons International Inc., 8^th Cir., No. 98-1384, 1/6/99.

Impact:
Employers may revoke unaccepted severance packages, even during the 21-day review period provided by the OWBPA.

 

Source: D. Diane Hatch, Ph.D., a human resources consultant based in San Francisco, and James E. Hall, an attorney with the law firm of Barlow, Kobata & Denis, with offices in Los Angeles and Chicago.

A Day in the Life of HR

Decision makers often turn to the Internet when they are ready to take action. They use Workforce Online to find HR products and services, to click to more information and to make online inquiries. Statistics, reports and other background information are used in reports and presentations. Tips, advice and networking with colleagues facilitate the problem solving process.

Actions Taken in the Past 12 Months as a Result of Information from Workforce Online	Workforce Online Users
Developed or changed an HR/personnel policy or program	20%
Became interested in a new area in the field of personnel/human resources	22
Shared Information with Others (Total):	73
Discussed the item with the CEO	11
Discussed an article or referred someone else to it	56
Made copies/reprinted items for others	44
Used material from Workforce Online in a report or meeting	29
Sought Information (Total):	55
Linked to another site through Workforce Online	50
Clicked on a banner ad to find out more information about an HR product or service	36
Requested additional editorial and/or human resources product/service information from the reader service system or the buyers guide	22
Sought further information from the site, author, company mentioned, etc.	20

Source: Workforce Online User Study, Globe Research, 1998.

The new breed of HR decision maker – regardless of functional responsibilities – relies on Workforce more than any other HR publication. These professionals count on Workforce to help them bring HR to the forefront of the organization.

HR Publications Received	Receive (Subscribe or Pass Along)	Do Not Receive
Workforce	96%	4%
HR Magazine	56	44
Human Resource Executive	22	78
Employee Benefit News
All Subscribers	28	72
Those with Benefits Function	31	69
Training
All Subscribers	22	78
Those with Training Function	26	74
Training & Development
All Subscribers	17	83
Those with Training Function	19	81
Incentive	3	97
Mobility	1	99

Source: Workforce Subscriber Study, Globe Research, 1998.

 

Ranked Best over HR Magazine

Readers depend on the total editorial package in Workforce to give them what they need to keep abreast of real HR and to make the most of every opportunity to have a real impact.

BEST Coverage of HR Topics	Workforce	HR Magazine
Feature articles of substance	73%	19%
Cutting edge HR issues	65	23
New HR solutions/best practices	62	25
Business-oriented editorial	56	15
News about HR field	65	26
Profiles of HR professionals	50	21
My own professional development	57	21
Product information	60	18
Art direction/ presentation	60	18
For people like me	68	19
Overall usefulness	72	18

Source: Workforce Subscriber Study, Globe Research, 1998.

 

Ranked Best over Human Resource Executive

Subscribers count on the business-oriented approach of Workforce to help them succeed in their jobs.

BEST Coverage of HR Topics	Workforce	Human Resource Executive
Feature articles of substance	73%	2%
Cutting edge HR issues	65	4
New HR solutions/best practices	62	4
Business-oriented editorial	56	11
News about HR field	65	5
Profiles of HR professionals	50	17
My own professional development	57	6
Product information	60	7
Art direction/ presentation	60	2
For people like me	68	4
Overall usefulness	72	4

Source: Workforce Subscriber Study, Globe Research, 1998.

 

The Internet provides immediate answers to HR questions. That’s why research is the number one priority among HR decision makers.

 

HR Decision Makers Use the Internet Frequently

The new breed of HR decision maker spends a substantial amount of time each day using the Internet. It’s become a routine part of their daily work life.

Time HR Spends on the Internet in an Average Day	Workforce Subscribers and Workforce.com Users
More than an Hour	13%
31-60 Minutes	21
16-30 Minutes	36
15 Minutes or Less	24
None	7

Source: Workforce.com and Workforce “A Day in the Life” Survey, June 1999.

 

How HR Decision Makers Use the Internet

The new breed of HR decision makers depends upon the Internet for a variety of HR resources and options.

Reasons HR Uses the Internet During Work Hours	Workforce Subscribers and Workforce.com Users
HR Research	78%
HR Legal Tips/Advice	60
Non-HR Sites	52
HR Breaking News	48
Posting Open Jobs	22
Looking for Job Candidates	22
HR Networking (e.g., discussion forums)	21
HR Humor, Surveys, etc	18
Looking for Another Job Myself	10

Source: Workforce.com and Workforce “A Day in the Life” Survey, June 1999.

 

Research Is the Top Internet Priority of HR Decision Makers

If limited to only one option, HR decision makers would overwhelmingly use the Internet for HR research only.

If Limited to Using the Internet for One Thing, What Would HR Choose?	Workforce Subscribers and Workforce.com Users
HR Research	42%
HR Legal Tips/Advice	16
Non-HR Sites	16
HR Breaking News	8
Posting Open Jobs	6
HR Networking (e.g., discussion forums)	5
Looking for Job Candidates	4
Looking for Another Job Myself	2
HR Humor, Surveys, etc	1

Source: Workforce.com and Workforce “A Day in the Life” Survey, June 1999.

Make sure the new breed of HR decision maker find you on the Internet — advertise with Workforce.com, the leading HR information source.

The new breed of HR decision maker chooses to read Workforce because the editorial content is focused on how HR management can make the business better.

When HR plays an integral role in the success of a business, then the HR decision maker is a key player in the organization — one that has the ear of the CEO.

Those companies which value HR as a strategic partner attract the new breed of HR professionals — the experienced, risk-taking visionaries who find HR solutions for business problems.

The new breed uses the ideas in Workforce to enhance the role of HR.

The new breed of HR decision makers play a vital role in the company and are, therefore, valued and rewarded. That’s why they continually turn to Workforce for ideas and solutions for solving business problems.

Workforce informs, inspires and unites these HR leaders. As a tool for decision making and action, Workforce advances HR’s impact on the bottom line by addressing real-world issues and providing real-world solutions.

To find out more about how this new breed of HR decision makers uses the magazine, Workforce surveyed a random sample of subscribers.

Key findings about the new breed of HR decision makers who read Workforce:

• The new breed of HR decision makers is NOT satisfied with the status quo and regularly initiates new programs or strategies.

• Their most valued source of information – right after networking – comes from magazines, particularly Workforce magazine.

• In fact, the new breed of HR decision makers spends an average of 1 hour and 9 minutes reading each issue – and they have been reading Workforce for an average of 3.2 years.

• These decision makers are experienced (11.7 years) and educated (76% have taken college-level HR courses). And they subscribe to Workforce to keep up with the early warning signals for potential HR problems, to find the HR news behind the headlines, and stay abreast of the trends that keep the new breed at the top of the HR profession.

How the new breed of HR decision maker uses the information in Workforce:

• 21% of Workforce subscribers developed or changed an HR/personnel policy or program in the last 12 months.

• 88% shared information from Workforce with others, including the CEO.

• 48% requested more information about an item in Workforce, including advertisements.

The new breed of HR decision makers is not a demographic category. And they are not the rank-and-file HR administrators. The new breed of HR decision makers represent a mind set. They are a growing group of HR professionals who are using real HR management practices to have a real impact on their businesses.

Reach these key players in HR management – put Workforce on your advertising schedule.