Author: Site Staff

Is your wellness program sickly or robust? The Portland, Oregon-based Wellness Incentives Report offers this checklist of questions about your wellness program:

• Does the program motivate the high-risk population to participate?
• Does it have a proven track record in risk reduction?
• Can program results be tracked and supported?
• Does the program respect the insured’s right of privacy?
• Is the program backed by a professional wellness-services staff that helps participants reach their goals?
• Does the program have a maintenance component for promoting long-term success?
• Can the program service multiple locations?
• Does it focus on achieving measurable results?
• Does the program give a positive return on investment?

SOURCE: Wellness Incentives Report, Portland, Oregon.

Because the United States is physically isolated from most other countries, we often grow up without much international training,” says Barbara Pacther, trainer and author based in Cherry Hill, New Jersey. She advises watching out for these five common mistakes.

Not doing your homework before you go abroad.
When traveling you are the visitor, so you are the one who must adapt. Read and study before you go.

Expecting business to be done in the “American Way.”
Many cultures don’t have the same style of getting right down to business. Often, it’s customary to establish a personal relationship before you do business. Take the time to get to know each other before diving in.

Reacting negatively to the customs of another country.
Be careful not to make negative comments about any custom or practice you find different, disagree with or possibly even find offensive. And comparing customs or bragging about elements of U.S. culture is also going to be considered rude.

Taking for granted the person speaking English will always understand you.
Many international business people do speak English very well. However keep in mind that it’s not their first language. It may helpful to speak a little more slowly than usual, but not more loudly. Stay away from using slang, buzzwords and jokes—they often don’t translate well.

Misinterpreting the nuances of nonverbal communication.
In the U.S., you’re taught to look someone directly in the eye when speaking to that person. In some Asian cultures, you look away to show respect. Also, when talking with someone, be aware that your proximity to the person is also dictated by custom. It helps to be mentally prepared for these differences so they won’t distract you from listening and understanding.

SOURCE: Barbara Pacther, Cherry Hill, New Jersey. Spring 1996.

General contractors may be liable for their subcontractors’ violations of the Occupational Safety and Health Act (OSHA).

R.P. Carbone Construction (RPC), a general contractor constructing a recreation center, hired CommSteel as a subcontractor to perform the project’s steel erection work. An OSHA inspector determined that CommSteel had failed to provide its employees with fall-protection equipment for workers operating more than 25 feet above ground in violation of applicable OSHA regulations. A penalty and fine of $1,500 were assessed against RPC because it could have detected and corrected the violation, but did not.

In affirming the administrative law judge’s decision, the U.S. Sixth Circuit Court of Appeals held that RPC was liable for the subcontractor’s violations because: One, RPC failed initially to review CommSteel’s safety program; Two, RPC didn’t ensure the program was in place during the first two weeks; and Three, the violations were in plain view of RPC’s project superintendent who was on the site twice daily. R.P. Carbone Construction Co. vs. OSHRC, 6th Cir., No. 97-3427, 11/16/98.

Impact:
General contractors must be aware of OSHA requirements and the safety programs of their subcontractors.

Source: D. Diane Hatch, a Human Resources consultant based in San Francisco, and James E. Hall, an attorney with Barlow, Kobata & Denis, based in Chicago and Los Angeles, December 21, 1998.

Here’s some information about severance pay from a survey of 460 companies nationwide:

• The average severance pay for senior level execs is two weeks for each year of service. The range is between 13 weeks’ pay and 47 weeks’ pay.
• The average pay for middle managers is 1.6 weeks per year of service. The range is between five weeks’ pay and 33 weeks’ pay.
• The average pay for non-exempt employees is 1.4 weeks per year of service. The range is from 3-1/2 weeks’ pay to 30 weeks’ pay.

Source: Manchester, Bala Cynwyd, PA, December 21, 1998.

Can you request an employee’s medical records as proof that they indeed have a serious health condition that meets the requirements spelled out under the FMLA?

Generally, no. However, if the employee is taking leave for a “serious health condition,” you may request a medical certification confirming the existence of the condition.

Source: U.S. Department of Labor, Employment Standards Administration, Wage and Hour Division, FMLA Compliance Guide, December 1998.

If you receive a termination notice, you should not send out resumes or network until you have:

• Completely thought out your next career moves.
• Defined your goals and objectives.
• Researched a target list of potential new employers.
• Changed your resume from focusing on vague experiences to focusing on quantifiable accomplishments.
• Practiced a two-minute oral summary of your accomplishments.
• Realized you’re not to blame—layoffs are unfortunately the norm nowadays.

Source: Manchester, Bala Cynwyd, PA, December 21, 1998.

There are two types of employee turnover: Unavoidable and avoidable. Unavoidable turnover results from life decisions that extend beyond an employer’s control, such as a decision to move to a new area or a job transfer for a spouse.

With recent studies showing that nearly 80 percent of turnover is due to hiring mistakes, many of these mistakes can be avoided, according to Drake Beam Morin, the career management and career consulting firm. Companies need to take certain steps when selecting and evaluating potential candidates:

Hire the Right Person.
Most turnover is due to issues of chemistry or fit within an organization. Employers are quickly adopting the strategy of “hire for attitude, train for skill.” By doing a thorough analysis of the core competencies required for a position, you’ll be better prepared to conduct a behavioral-based interview process.

Integrate for Success.
The first few weeks of employment are the most critical time to lay the groundwork for long-term employee commitment. Corning Glass cut turnover dramatically by implementing a thorough, well-executed orientation program. Demonstrating employer commitment to a new hire’s success early on fosters trust and commitment from the employee in the organization.

Phase in Training.
Rather than throw a new employee into several weeks of job-specific training right away, provide them with basic training at the outset. As they build experience and time with the company, you can then offer further training in recognition of their growth.

Provide Growth Opportunities.
The irony of retaining good people is that the more they feel they are able to grow and become more marketable, the more likely they are to stay. Employees are taking ownership of their careers and recognize the need to continuously refine and upgrade their skills. The more easily accessible and relevant training that you can offer, the greater the likelihood that turnover rates will decline.

Align Competencies with Contributions.
Try to match the skills and interests of your employees with their work assignments. Do employees seem interested or best suited to what they’re doing? Make the necessary adjustments to ensure that employees are effectively aligned with what the company needs them to do and what they are best at and enjoy doing.

Motivate the Troops.
Assess the underlying motivators for work beyond the paycheck. High-tech employees are often motivated when recognized for their unique skill sets, whereas a service organization is more likely to have employees excited about helping others. Check your assumptions, then design strategies to reinforce what matters most.

Make Rewards Count.
Rewards should be immediate, appropriate and personal. Receiving a bonus check at the end of the year may mean less than smaller, more frequent payouts. A personal note means more than a generic company award. You may want to survey employees for their input on desired forms of recognition, then use the findings when it comes time to reward employees.

Enlist Problem Solvers.
When possible, invite employees to help solve company problems. Rather than stating the problem from a corporate perspective and implementing a solution, discuss with employees the consequences of the problem and enlist their aid in helping to solve it. This shared approach creates deep ownership for employees in the company’s success.

Practice What You Preach.
People do not necessarily commit to an organization; they commit to the employees and culture that drive the organization. Employees are most content when they are able to become an integral part of their work community. Establish your corporate values, then make sure you walk the talk.

Sweat the Exit Interview.
Knowing why employees left is instrumental in understanding turnover rates. Ensure that the interviewer is someone the exiting employee trusts, to capture the most honest feedback. Tracking reasons for departures may uncover patterns that, when addressed, help stem further turnover.

Source: Drake Beam Morin, a human resource services and consulting company with 181 offices in more than 36 countries, December 21, 1998.

Here’s what the U.S. Department of Labor says about bonuses and the FMLA:

“The FMLA requires that employees be restored to the same or an equivalent position. If an employee was eligible for a bonus before taking FMLA leave, the employee would be eligible for the bonus upon returning to work. The FMLA leave may not be counted against the employee. For example, if an employer offers a perfect attendance bonus and the employee has not missed any time prior to taking FMLA leave, the employee would still be eligible for the bonus upon returning from FMLA leave.

On the other hand, FMLA does not require that employees on FMLA leave be allowed to accrue benefits or seniority. For example, an employee on FMLA leave might not have sufficient sales to qualify for a bonus. The employer is not required to make any special accommodation for this employee because of FMLA. The employer must, of course, treat an employee who has used FMLA leave at least as well as other employees on paid and unpaid leave (as appropriate) are treated.”

Source: U.S. Department of Labor, Employment Standards Administration, Wage and Hour Division, FMLA Compliance Guide, December 1998.

The FMLA allows eligible employees to take leave to care for an immediate family member. What exactly is an immediate family member?

Generally, an employee’s spouse, children (son or daughter), and parents are immediate family members for purposes of the FMLA. In-laws are not included as parents. And sons and daughters do not include individuals 18 or over unless they are “incapable of self-care” because of a mental or physical disability that limits one or more of the “major life activities” as those terms are defined in ADA-related regulations.

Source: U.S. Department of Labor, Employment Standards Administration, Wage and Hour Division, FMLA Compliance Guide, December 1998.

Today’s office environment little resembles an office of 20 years ago: Walls have been torn down, and computers, printers, copiers and fax machines run constantly. All this results in a noise level that can be distracting to employees. There are some fairly easy steps you can take to lessen the impact of this increasing noise level, to help to increase productivity and to lower job stress.

• Examine the layout of the workstation.
• Position telephones so that neighbors aren’t facing each other. Consider arranging them to face an opposite wall or at least a corner.
• Provide tall panels.
• From an acoustical standpoint, your walls should be between 52 inches and 75 inches tall (after 75 inches, you won’t experience much additional benefit).
• Invest in a masking sound system.
• A masking sound system electronically generates a sound similar to that of moving air. Speakers installed in the ceiling broadest the uniform sound to mask peaks in the speech spectrum.
• Examine the quality of acoustical ceiling tiles.
• Look for a Noise Reduction Coefficient (NRC) of at least .85. (This means 85% of the soundwaves striking the tile are absorbed.) The very best tiles offer an NRC of 95.
• Don’t count on the carpet to do the job.
• Carpeting absorbs very little office sound—only footfall. The ceiling plays a much greater role.
• Keep panels uncluttered.
• Tacking up notes can actually diminish acoustical quality.
• Don’t worry about a quiet hum.

Many workers need some noise to be productive. This level will vary with the individual and the task at hand. But the type of noise and actual conversations should not be distinguishable for maximum privacy and productivity.

Source: Steelcase Inc., Grand Rapids, Michigan. Spring 1996.