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Author: Site Staff

Posted on November 24, 2009August 31, 2018

Dear Workforce How Much Should We Rely on Prehire Assessments

Dear Over-Reliant:

 

Prehire assessments should never be the only determining factor in your hiring decisions. Not only are you passing over qualified people, but your actions also may be interpreted as discriminatory. Organizations with the most effective hiring policies are more likely to:

Use valid assessments that accurately predict job performance. Organizations must use the right kinds of tools for each job. An ability test for a worker in a manufacturing plant is a far cry from the complex assessment tools needed to evaluate top executives. Assessments that do not demonstrate a reasonable measure of job performance waste time and money and expose your company to litigation risks.

Ask candidates during job interviews to give examples of their skills. Develop interview questions to identify specific skills and ask applicants to how they applied those skills. Know which answers you are looking for from each question and don’t be afraid to challenge any answers to make sure you have made job qualifications clear.

Use simulations to gauge job-related abilities and skills. Job applicants can be asked to perform specific tasks relating to the job or take a multiple-choice online test featuring video simulations of various situations. These force candidates to demonstrate the skills they claim to possess. A simulation often serves as a good predictor of job performance. Carefully consider language and other barriers, including timed simulation, that may adversely affect protected classes of applicants.

SOURCE: Deborah Millhouse, CEO Inc., Charlotte, North Carolina

LEARN MORE: Please read a Dear Workforce article on how to avoid subjectivity in prehire assessments.

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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Dear Workforce Newsletter
Posted on November 24, 2009August 31, 2018

Dear Workforce How Do We Get Our Employees to Embrace Cross-Training

Dear Handcuffed:

 

Often the best way to sell any new idea is to focus on the benefits to the person being asked to accept it. When it comes to cross-training, there are many such benefits:

• First and foremost, being trained in a variety of tasks/skills/functions enhances job security. Staff cutbacks are more likely to spare those who can fill multiple slots than those with a more limited menu of offerings.

• Aside from job security in one’s current organization, being cross-trained affords greater career security in the workforce as a whole. Don’t be afraid to use this as a selling point. The employer-for-life model is long gone, and there’s nothing wrong with acknowledging that your organization may be but one port of call on the employee’s career itinerary. It serves the employee well to have as many arrows in his or her quiver as possible.

• Cross-training equips employees to provide better customer service, and people who have more successes each day typically are happier in their jobs. Customers view such employees as going “above and beyond,” and are more likely to provide positive feedback. If you have good reward systems in place, the likelihood of being recognized and rewarded for outstanding performance goes up. (Whether or not your organization is a for-profit enterprise, make sure your customer concept is operative—whether those “customers” are patients, parishioners or citizens.)

• In today’s world of leaner, flatter organizations, with a premium on speed and innovation, many jobs have far less definition than they formerly did. To the degree that they are defined, that definition tends to be more in terms of outcomes rather than tasks. By and large, customers don’t care what tasks get done or by whom. Their primary interest is a particular outcome. Cross-training allows people to weave numerous tasks into a single customer-focused outcome.

• It also gives people a window into the rest of the organization and helps them see how their core job fits in with the rest of the operation. It also gives people a better sense of how their work affects customers. This, in turn, puts people in closer contact with the meaning of their work—and the source of their paycheck.

• Having a widely cross-trained workforce makes it easier for managers to approve requests for vacation and other time off.

However, avoid limiting the application of cross-training to coverage of sick leave and vacation. It allows employers to be more nimble, flexing with customer demand, seasonal trends and economic cycles. It makes it easier to send people to training, and to allow healthy employees to care for children or elders. It helps organizations survive natural disasters, temporary bad weather and flu outbreaks.

Don’t overanalyze it, but in setting up cross-training systems, consider the needs of the organization, your customers and the employee. Consider the needs and capabilities of both the functions giving and receiving the training. Ask where the need is most acute and start there. It’s also smart to start with willing participants, leaving the “prisoners” for last.

Finally, remember that a person’s natural talent in one area doesn’t guarantee a similar knack for everything else. Just as you hire for job fit, cross-train with an eye to that as well. Don’t force it.

SOURCE: Richard Hadden and Bill Catlette, co-authors, Contented Cows MOOve Faster, August 13, 2009

LEARN MORE: Make initial cross-training or job-rotation efforts a selective process and clearly recognize both the subject-matter experts and those chosen to be trained.

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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Dear Workforce Newsletter
Posted on November 24, 2009June 27, 2018

Dear Workforce What Is the Secret to Fostering Career Development for Top Performers

Dear Planning for the Future:

It is good that you are focusing on employee retention. When people leave because organizations have failed to engage them, it costs money—sometimes as much as 200 percent of a person’s base salary. Furthermore, the close and causal links between employee engagement, customer satisfaction, operating efficiency and business profitability are well documented. Finally, turnover is a growing issue, with voluntary turnover in the U.S. increasing from 19 percent in 2002 to 23 percent in 2006, according to the Bureau of Labor Statistics. As a result, companies that don’t focus on employee retention may find themselves playing catch-up.

By contrast, the 2 percent turnover you reported clearly shows that you are actively managing retention. Below are some best practices for retaining staff, based on our research:

Lead from the front. Employees’ confidence in the ability of senior management is one of the most important predictors of retention. Employees want to feel proud at being part of a successful, well-led company, where they feel the business is in good health for the future and therefore worth an investment of their time. Therefore, look for ways to make leaders more visible to employees through regular interactions, rather than e-mails or “one-off” scripted meetings.

Invest in your staff. Employees who are not improving their skills are at risk of compromising their future employability. As a result, if you are not providing an environment where employees grow and develop, expect them to look elsewhere. Build on the success of your technician development program to identify similar skill-enriching initiatives.

Develop people management skills. Through coaching and regular performance feedback, managers can help employees identify their development needs, enhance their performance and shape their career paths.

Ensure support for success. A proportion of your good performers may simply be looking for an enabling work environment where barriers to doing their job effectively are low. Too many barriers can lead to frustration and, ultimately, turnover. As a result, you should look at the optimum organization design, management structure or processes that are needed in your workplace to support success.

It’s not all about pay. Contrary to popular belief, pay and benefits are rarely the main reason why people leave an organization. Still, it is important to keep abreast of the market and make sure you are paying at least market rates.

The above are just a few ideas. Which ones work best depends on your organization. Therefore, the first step to managing retention is to understand what motivates your employees and to use this insight to create the right kind of organizational culture. In short, ask employees what is important to them, listen to what they say and, most important, act on it.

SOURCE: William Werhane, Hay Group Insight, Chicago

LEARN MORE: Career development exerts an impact on employee performance.

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.

Posted on November 24, 2009June 27, 2018

Ford, GM Face $2.5 Billion First VEBA Bill


When Ford Motor Co. and General Motors Co. hand over health care for hourly retirees to the United Auto Workers on December 31, they also will hand over checks totaling nearly $2.5 billion.


Ford owes the most.


As a first installment on a $13.2 billion obligation, Ford is scheduled to pay $1.9 billion to a UAW-administered health care trust. That total includes at least $1.3 billion in cash, with the remainder in Ford stock.


The automakers’ health care trusts are known as voluntary employee beneficiary associations.


GM and Chrysler Group have less onerous terms, largely because of concessions they extracted from the UAW on the eve of their Chapter 11 bankruptcy filings last spring.


GM, which had a $20 billion VEBA obligation before the concessions, is scheduled to pay $585 million to its UAW trust fund December 31.


Chrysler’s first-year cash payment, pegged at $315 million, is due July 15.

 
First VEBA Fund Payments From Ford and GM to the UAW
 
 
Amount Due 
Due Date
Ford$1.9 billion 12/31/09
GM$585 million  12/31/09 

Sean McAlinden, chief economist at the Center for Automotive Research in Ann Arbor, Michigan, said the payments,although much less than those negotiated during the 2007 UAW contract talks, are still substantial for companies trying to weather the worst auto recession in 25 years.


After the negotiations in 2007, UAW president Ron Gettelfinger said the VEBAs would provide top-flight benefits to hourly retirees for at least 80 years. Gettelfinger has now backed away from that assertion.


“That 80-year timeline has fallen off the table because of the meltdown, because of the company [GM] going into bankruptcy,” he told Reuters this month.


GM had about 493,000 UAW retirees and surviving spouses in August. Ford finished 2008 with about 175,000, and Chrysler had 93,434 in July.


Ford, which lacked the threat of bankruptcy as leverage for greater UAW concessions, has the largest total VEBA obligation of the Detroit Three: $13.2 billion over about the next decade. Ford can pay about half of it in stock.


GM has agreed to pay its UAW VEBA with a promissory note of $2.5 billion and $9 billion in preferred stock. Chrysler owes a note of $4.6 billion. With other equity consideration, the Chrysler UAW VEBA now owns 55 percent of Chrysler, and the GM UAW VEBA now owns 17.5 percent of GM.



Filed by David Barkholz of Automotive News, a sister publication of Workforce Management. To comment, e-mail editors@workforce.com.


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Posted on November 23, 2009August 3, 2023

Labor Department Reworking Investment Advice Rule


Despite having seemingly killed its proposed rule on providing investment advice to participants in defined-contribution plans, the Labor Department expects to introduce a revised proposal for comment in the next few months, according to industry observers.


“We know that a re-proposed regulation is already at the Office of Management and Budget under review,” said James M. Delaplane Jr., a partner at Davis & Harman. The new proposal is expected to be put out for comment by early next year, he said.


“There will be a short comment period, and then there will be a final rule,” Delaplane said.


The investment advice rule, originally proposed under the Bush administration, would have allowed representatives of mutual fund companies to offer direct advice on investments to participants in defined-contribution plans. But in January, the Obama administration put the rule on hold.


During the course of this year, the Labor Department has delayed the effective date three times—most recently this week, when it was extended to May 17.


But on Thursday, November 19, three days after announcing the delay in the effective date, the department said it was withdrawing the advice rule—sparking outrage from some members of Congress and observers who were concerned about yet another delay on this issue.


“It is outrageous that the Obama administration would deny workers their right to high-quality investment advice that could help them restore valuable savings that have been lost because of this economic recession,” House Republican leader John Boehner, R-Ohio, said in a statement issued Thursday, November 19.


But the delay was just an administrative issue, Delaplane said.


The Labor Department wanted to pull the rule, which had been scheduled to take effect on Wednesday, November 18, and re-propose it. However, in order to do that, it needed OMB approval, so it delayed the rule. Surprisingly, that approval came earlier than expected, enabling the department to scrap the rule, Delaplane said.


Gloria Della, a Labor Department spokeswomen, confirmed that the DOL had a draft of the proposed regulation with OMB.


Industry officials are relieved to hear that the Labor Department will put the new proposal out for comment rather than merely issue a final rule. They’re worried, however, about how the agency interprets the term “affiliate” with regard to the potential for conflict of interest in providing advice.


“The DOL got negative comments about whether an affiliate of an advisor can earn differential compensation and not have an effect on the advice given, so they will probably change the interpretation of ‘affiliate,’ ” Delaplane said. “But how far they go remains to be seen.”


“One could predict that investment advisors who are affiliated in some way with a fund company or a product will probably be prohibited from providing investment advice,” said Greg Ash, head of the ERISA litigation group at Spencer Fane Britt & Browne. “This will open the door for fee-for-service advisers to jump into that market and dominate it.”


How far removed the potential conflict of interest could be is a real question, said Jason C. Roberts, a partner at law firm Reish & Reicher.


“This issue of how far up the chain this conflict analysis will go is causing our clients hesitation,” Roberts said.


Industry groups are anxiously waiting to see what the Labor Department does on this issue.


“We look forward to seeing the new proposal and to working with the Department of Labor on a regulation that provides investors access to quality investment advice,” said Rachel McTague, a spokeswoman for the Investment Company Institute, which represents the mutual fund industry.


The Investment Adviser Association is closely watching the issue, said David Tittsworth, its executive director.


The group, which represents investment advisors registered with the Securities and Exchange Commission, most likely will submit a comment when the proposal comes out, he said.



Filed by Jessica Toonkel Marquez of InvestmentNews, a sister publication of Workforce Management. To comment, e-mail editors@workforce.com.


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Posted on November 23, 2009June 27, 2018

OSHA Outlines H1N1 Flu Inspection Procedures


The Occupational Safety and Health Administration on Friday, November 20, issued a compliance directive to ensure uniform inspection procedures to identify and minimize or eliminate high- to very high-risk occupational exposures to H1N1 flu among frontline health care and emergency medical workers.


According to OSHA, the directive closely follows guidance issued by the Atlanta-based Centers for Disease Control and Prevention.


OSHA said its inspectors will ensure that employers in the health care industry implement a series of controls, encourage employees to receive vaccines and implement other work practices recommended by the CDC. In cases where respirators are required, OSHA’s respiratory protection standard must be followed.


“OSHA has a responsibility to ensure that the more than 9 million frontline health care workers in the United States are protected to the extent possible against exposure to the virus,” acting Assistant Secretary of Labor for OSHA Jordan Barab said in a statement. “OSHA will ensure health care employers use proper controls to protect all workers, particularly those who are at high or very high risk of exposure.”



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


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Posted on November 23, 2009June 27, 2018

Court Rules New York Can Recognize Other States Same-Sex Marriages


New York’s highest court has upheld the state’s recognition of same-sex marriages performed in other states.


The New York Court of Appeals ruled unanimously Thursday, November 20, in two cases, Margaret Godfrey v. Andrew J. Spano and Kenneth J. Lewis v. New York State Department of Civil Service, in upholding decisions by the appellate division of the state Supreme Court.


Godfrey challenged a 2006 executive order issued by Spano, Westchester County’s executive, to recognize same-sex marriages performed in other jurisdictions. Lewis challenged the New York State Civil Service Commission’s and its commissioner’s recognition of out-of-state same-sex marriages.


In both cases, the New York Court of Appeals ruled against the plaintiffs’ contentions that same-sex marriages should not be recognized because they cost the taxpayers money.


Referring to Godfrey, the court decision noted that Westchester County “already insured same-sex domestic partners and dependents of county employees before the executive order was issued.” The plaintiff’s claim “failed to allege an unlawful expenditure of taxpayer funds,” it said.


In Lewis, the court also concluded that the Civil Service Commission president has “broad discretion to define who will qualify for coverage” based on legislative history.


The opinion also urged the New York Legislature to “address this controversy.”



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


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Posted on November 23, 2009June 27, 2018

Black & Decker Reinstating 401(k) Match


Black & Decker’s employees are getting a little something for the holidays: The company is reinstating its 401(k) plan match effective December 1.


The tool and accessories, hardware and home improvement products manufacturer will return the match to its prior level, which was 50 percent on the first 6 percent contributed, according to a Securities and Exchange Commission filing.


The match had been suspended in April, said Roger A. Young, vice president of investor and media relations.


Young said the reinstatement is unrelated to the November 2 announcement that Towson, Maryland-based Black & Decker plans to merge with The Stanley Works, which is based in New Britain, Connecticut


“It was always intended to be temporary,” he said of the suspension.


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


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Posted on November 19, 2009August 31, 2018

Employers See Some Improvement, but Not Enough, in Senate Health Care Reform Bill


The comprehensive health care reform legislation introduced by Democratic leaders in the Senate on Wednesday, November 18, contains less onerous requirements on employers that do not yet offer insurance than a similar bill passed by the House earlier this month.


Still, employers oppose the bill on numerous grounds. A chief concern among employers as well as some economists is that a requirement for all individuals to purchase insurance—deemed necessary to spread risk—is enforced by a relatively weak penalty.


Individuals would be required to purchase health insurance, but the penalty for not doing so would be small—$95 per person in 2014, rising to $750 in 2016. 


Likewise, some economists said a weak penalty against employers not offering insurance could make dropping coverage an appealing alternative.


Large employers with more than 50 full-time employees would be assessed a fine up to $750 for every employee who works more than 30 hours a week if any employee received health insurance subsidies from the government.


The fine is still smaller than penalties introduced in the House’s plan, which would assess a tax of up to 8 percent of payroll. Employers would have to pay for the cost of any employee who receives a government subsidy to purchase health insurance.


Small employers would receive subsidies based on the average income of the firm to help defray the cost of providing insurance to full-time workers.


Employers and insurers also criticized the expansion of government health programs they fear will cause underpaid hospital and medical providers to shift costs to private employers.


An estimate by the Congressional Budget Office put the cost of the bill at $848 billion over 10 years. That money would help extend health insurance to an estimated 31 million uninsured Americans and legal residents by expanding eligibility for federal programs and providing subsidies to lower-income workers and tax credits to small businesses.


The bill would be paid for by increased taxes on the health industry, an excise tax levied against insurers and employers who self-insure on “Cadillac” health plans, as well as other fees, such as a 5 percent tax on cosmetic surgery. The House plan, by contrast, paid for the bill in large part through a 5.4 percent tax on wealthy Americans.


A 40 percent excise tax would be levied against employers that offer so-called Cadillac plans, which total more than $8,500 for individuals and $23,000 for families. That threshold would grow along with inflation. Employers whose workers engage in high-risk professions would be exempt from the tax. The U.S. Chamber of Commerce called that a loophole to exempt union plans.


Ultimately, the Senate health care reform proposal is estimated to reduce the budget deficit during the next 10 years by $130 billion, according to the CBO.


Most provisions would be enacted in 2014, though some changes would take place immediately, including the creation of a reinsurance pool to make insurance for individuals and small groups more affordable as well as new laws that would prohibit insurers from denying people coverage for having pre-existing conditions.


Though insurance would still be offered through the open market as well as by self-insured employers, economists expect many of the newly insured to purchase coverage through an insurance exchange managed by states.


Legislation in the Senate would create health cooperatives to be included in the exchanges. It would also create a government-funded public health option, known in the bill as the community health insurance option, but states could exclude it from the exchange.


The Senate bill’s relatively minor penalty against employers that do not provide insurance could lead some to drop coverage, economists say. According to an analysis of the bill by health research foundation The Commonwealth Fund, overall enrollment in employers-based health care will stand at 152 million by 2019, a drop from about 160 million today. Many employers would shift to offering employees coverage through health insurance exchanges.


According to the Senate plan, the exchanges would be set up in 2014 and would initially be open only to small employers. By 2017, large employers could choose to purchase insurance through the exchange.


Employees could opt to purchase health insurance on the exchange if their employer offers health care coverage that costs more than 9.8 percent of their household income.


The health insurance industry argued Thursday, November 19, that the weak penalty against individuals could create an incentive for people to hold off on purchasing health care until they become sick. Because the new laws would guarantee coverage, a sick person could buy insurance without penalty only when they felt they needed it.


In an important caveat, self-insured employer plans and multiple-employer welfare arrangements, known as MEWAs, would not have to meet the “essential health benefits package” minimums as defined in the bill. These plans would be protected by ERISA, which allows them to define the plans as they see fit, though employees could opt out of the plans if they were too expensive, according to the bill. Self-insured plans would still have to provide a health plan that meets the minimum actuarial value standard of 60 percent.


The basic coverage requirements, however, are aimed at health plans providing coverage through the state-based insurance exchanges.


The bill would allow children up to age 26 to stay on their parents’ health plans.


Though the bulk of attention has focused on changes in the way insurance is offered, much of the 2,074-page bill focuses on changes to the health care system, including an intensified focus on wellness and prevention.


Employers, for example, would be able to increase incentives to participate in wellness programs from 20 percent of the cost of a health plan to 30 percent. That number could be increased by the secretary of Health and Human Services to as high as 50 percent.


Senate Democrats need 60 votes to avoid a Republican filibuster of the measure.


—Jeremy Smerd



This article has been revised to reflect the following correction:

Correction: November 23, 2009


An earlier version of this article misstated the estimated savings to the federal deficit of the Senate’s health care reform bill. The Congressional Budget Office has estimated that the bill would reduce the deficit by $130 billion.



Stay informed and connected. Get human resources news and HR features via Workforce Management’s Twitter feed or RSS feeds for mobile devices and news readers.



 

Posted on November 19, 2009August 31, 2018

Group Health Care Plan Cost Increases Slow in 2009

Group health care plan costs climbed an average of 5.5 percent in 2009, the lowest increase in more than a decade, as employers stepped up efforts to better control costs.


That 5.5 percent increase brought costs up to an average of $8,945 per employee, compared with an average of $8,432 per employee in 2008, according to a survey of nearly 3,000 employers released Wednesday, November 18, by Mercer of New York.


Costs rose an average of 6.3 percent in 2008; from 2005 through 2007, costs increased by an average of 6.1 percent in each of those three years.


“This is good news, and the cost increase is a better number than we might have expected,” said Linda Havlin, a Mercer worldwide partner in Chicago.


One factor holding cost increases down, especially among smaller employers, was increased adoption of high-deductible, account-based consumer-driven health care plans, which have costs strikingly lower than more traditional plans.


For example, 15 percent of employers with 10 to 499 employees in 2009 said they offered a CDHP linked to either a health savings account or health reimbursement arrangement, up from just 9 percent last year. And of those small employers that offer a CDHP, for 55 percent it is the only medical care plan they provide to employees.


The difference in costs between CDHPs and other plan designs is striking. CDHPs linked to HSAs cost an average of $6,393 per employee in 2009, or nearly $2,000 less per employee than preferred-provider-organization or point-of-service plans, according to the survey.


Next year, 18 percent of smaller employers said it is “very likely” they will offer a CDHP, while 24 percent of larger employers—those with at least 500 employees—said it is very likely they will offer a CDHP in 2010. This year, 20 percent of larger employers offered a CDHP.


Another important factor helping to keep costs more under control was increased employer adoption of health management programs, such as health risk assessment programs, which seek to identify employees’ health conditions so action can be taken to prevent those problems from worsening.


For example, 73 percent of employers with at least 500 employees said they offered a health risk assessment program this year, up from 65 percent in 2008, while 71 percent said they offered a disease management program in 2009, up from 66 percent last year.


The slowing of group health care plan costs also was the result of a longtime employer strategy—shifting more costs to plan participants. For example, among PPOs in which a deductible is imposed for in-network coverage, the average deductible for individual coverage climbed to $1,096 in 2009, up from $1,001 in 2008. As recently as 2004, the average deductible for individual coverage in PPOs in which a deductible was imposed was $686.


The National Survey of Employer-Sponsored Health Plans will be published in March. The report costs $600, and the report and tables cost $1,200. More information is available online at www.mercer.com/ushealthplansurvey.


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


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