human resources Archives - Page 37 of 38

January 31, 2001June 29, 2023

Religious Accommodation for Muslim Employees

Most HR management would agree that a happy workforce environment is a productive environment. And though many companies have gone to some lengths to ensure that their employees are happy, one area often missed in dealing with multiculturalism and diversity is religious accommodation in the workplace. Title VII of the Civil Rights Act of 1964 entitles all employees to reasonable religious accommodation by their employers.

In 1998, the Equal Employment Opportunity Commission (EEOC) received 440 complaints from Muslim employees, an increase of 42 percent since 1994. Most of the cases of discrimination have been against female employees who wear the religious head scarf or males who wear beards for religious reasons.

The majority of these cases have been resolved upon explanation of religious beliefs or through threatened lawsuits. Legal action was taken in the case of seven women employed by Argenbright Security Inc. as security personnel at Dulles International Airport, who were sent home after refusing to remove their head scarves.

Each worker received a letter of apology, back pay for time missed, an additional payment, and payment of legal fees. Argenbright also provided sensitivity training on religious accommodation and sent out a notice to all employees about the significance of Islamic dress.

In October 1999, the Supreme Court ruled in favor of allowing Muslim police officers to wear beards for religious or medical reasons. The case involved the suspension of two New Jersey Muslim police officers for failing to shave their beards. A Muslim employee of Sprint Corporation (NYSE: FON) in Kansas City, Missouri, received a monetary settlement after he was denied the right to attend mandatory Friday Islamic prayers.

The employee was allegedly fired for going over his supervisor to make a request for religious accommodation. Upon hearing of the supervisor’s actions, Sprint corporate officials contacted the Muslim employee and offered a settlement.

Several companies have already taken steps to accommodate their Muslim employees. Watermark Donut Co., a franchisee for Dunkin’ Donuts, has provided religious accommodation for its Muslim employees, who make up 40 percent of its workforce. Employees are allowed flexible schedules for Ramadan (month of fasting), religious holidays, the opportunity to perform their five daily prayers, and time to attend Friday prayers. Many other companies have followed suit and altered their policies to accommodate their Muslim employees, starting with sensitivity training.

The Council on American-Islamic Relations (CAIR), a Washington-based Islamic advocacy group, published a booklet called “An Employer’s Guide to Islamic Religious Practices,” to help employers devise and implement policies that can create a culturally sensitive working environment. It provides information on U.S. legal protections of religious rights, common Islamic religious practices, and ways in which employers can accommodate their Muslim employees.

Employers should become familiar with Islamic practices and the Islamic dress code to ensure religious accommodation in the workplace. Islam prescribes that women and men dress modestly. Muslim men are to be covered from the navel to the knee. Some men might also wear a beard and/or a small skullcap. Muslim women wear loose, non-revealing clothing, which includes covering of the hair and neck with a head scarf. Styles vary, but women wear clothing that covers the entire body except for the face and hands. Company dress code policies may have to be modified so that religiously mandated attire is addressed as a diversity issue.

Some tips from the CAIR guide for accommodating Muslim employees:

- Provide time for employees to perform five daily prayers and washing before prayer. It takes about 15 minutes to perform the washing and prayer. Muslim employees can pray in their offices and worksite or any other space that is quiet, clean, and dry. Other workers should not walk in front of or interrupt worshippers during prayer.

- Allot time to attend Friday congregational prayers at the local mosque during a slightly extended lunch break. The prayer takes place at noontime, lasts a total of 45 to 90 minutes, and includes a sermon at the end. Work missed can be made up later in the day or in the early morning.

- During the month of Ramadan, Muslims fast (refraining from eating, drinking, and smoking) from sunup to sundown. Work shifts can be shortened if the lunch break is not taken. Muslims break fast after sundown.

Muslims take off one day twice a year to celebrate the Eid (festival), which follows the lunar calendar. The first Eid is celebrated at the end of Ramadan, and the second is celebrated beginning on the 10th day of the 12th Islamic month. No undue penalty should be given since this is a religious obligation.

Comment below or email editors@workforce.com. For information or to obtain a copy of “An Employer’s Guide to Islamic Religious Practices,” call 202-659-CAIR.

June 23, 2000January 13, 2020

I’m Important, You’re Important, We’re All Important

When I spent two years interviewing people about their work and workplaces, the concept of “self-worth” came up time and again. “I don’t feel important.” “I’m a worker bee.” “I’m just not valued.”

Worth emerged as such a dominant theme that it’s on my list of the 22 keys to a meaningful workplace.

No, worth can’t be measured like ROI or turnover. But it sure as heck can be increased. Below are some thought-provoking ideas and reminders for nurturing a stronger sense of self-worth among employees in your workplace. I hope you’ll print the list and use it to stir conversation, discovery, and action.

1. Those hallway “hellos” really do matter. Make them count.

2. Someone somewhere in your organization has the answer to that problem you’ve been struggling with. Turn off your computer, and surf the sea of knowledge that surrounds you.

3. We’re obsessed with knowledge, skills, and abilities. Shouldn’t we also tap into our deep interests?

4. Internal competition always produces at least one loser, which is one too many. Especially when we’re the loser.

5. The fancy award dinners and wall plaques aren’t essential. This is: “thank you.”

6. Let’s have a month when everyone is named employee of the month.

7. Co-creation may be the most time-intensive, frustrating, exhausting, and surest way to foster true empowerment and a deep sense of worth.

8. People are moved by compelling missions–not by run-on mission statements.

9. Plenty of organizations have complaint departments, complaint forms, and complaint-resolution personnel. Will someone please create a compliment department?

10. Who should have easy access to all customer input? Easy answer: everyone.

11. Employee attitude surveys are an exercise in tree-killing unless they’re used to generate rich dialogue and focused action. Save a tree: Just say no to employee surveys that are destined for a dusty shelf.

12. Okay, it’s a cliché, but it’s so true: Respect takes years to nurture, but it can be destroyed in seconds.

13. Can you cite one example of a performance evaluation that truly informs, inspires, and energizes?

14. Few people expect high pay. Everyone expects fair pay.

15. For years, we’ve used terms like boss, subordinate, my people, your people, and upper-level. Should we be surprised that some employees feel like second-class workplace citizens?

16. Space matters. If some people are jammed into tiny cubicles while others get cavernous offices, what kind of message is being sent?

17. If you don’t think Dilbert is funny, you need to worry.

18. If you think you’re turning into Dilbert, you really need to worry.

19. If your workplace is a Dilbertesque universe, engage in random acts of positive change management. Focus on the one positive thing you can do instead of the 100 things you can’t do.

20. If you’re unwilling to do a thing about it, stop off at the local office-supply store, buy some resumé paper, and get busy. A better situation awaits–but only if you seek it out and seize it.

Other columns by Tom Terez:

April 20, 2000June 29, 2023

Sample Performance Review for Non-exempt Employees

This form must be written in ink or typewritten

PERFORMANCE REVIEW AND EVALUATION

Name:
Position:

Location:
Department:

This review covers the period from __________to __________

The performance review and evaluation process requires the supervisor to do the following:

1. Clearly establish the areas of responsibility for the job.
2. Establish expectations, standards or objectives for the work to be done during the next review period.
3. Periodically review progress with the subordinate concerning how well expectations were met. Maintain on-going documentation of performance.
4. Annually review and evaluate performance.

The key to this process is clear communication between the supervisor and subordinate.

The objective of the entire process is to ensure that all employees understand:

1. What they are to do;
2. What the standards are by which they will be measured;
3. How they are progressing; and
4. What their evaluation is at the end of the review period.

Document the employee’s performance and select a rating (1-4, defined at the bottom of this document) for factors listed below:

Quality of Work — Consider the accuracy, thoroughness, and neatness of work performed.

_____________________________

Productivity — Consider the amount and timelines of satisfactory work completed and whether the employee consistently meets established or reasonable deadlines.

_____________________________

Interpersonal Skills — Consider the employee’s ability to work cooperatively with others, resolve conflict, and help others. Also consider customer relations, telephone technique, etc.

_____________________________

Dependability — Consider the reliability and consistency of the employee’s work. Also, consider the employee’s attendance record.

_____________________________

Initiative — Consider the exercise of independent judgment and innovation within the employee’s limits of authority and the amount of supervision required.

_____________________________

Job Knowledge — Consider the extent to which the employee understands and applies his/her knowledge of the techniques, methods, and skills involved in the job.

_____________________________

PERFORMANCE RATING DEFINITIONS

CLEARLY OUTSTANDING: Clearly exceeds, by a significant degree, most of the major requirements of the job, while maintaining fully satisfactory performance in the remaining duties. Performance results are clearly outstanding. Employee regularly assumes additional responsibilities beyond those which are required. This rating usually including the top 10% of the workforce.

ABOVE EXPECTATIONS:

Usually exceeds, by a significant degree, some of the major requirements of the job while maintaining fully satisfactory performance in the remaining duties. Employee often assumes additional responsibilities beyond those which are required.

MEETS EXPECTATIONS:

Consistently meets and occasionally exceeds the requirements of the job. Performance results are satisfactory in all aspects of the job.

NEEDS IMPROVEMENT:

Usually meets most of the job requirements; but improvement is needed in one or more phases of the job. Results are less than normally expected. When this rating is a warning that the employee’s job is in jeopardy if performance continues at the current level, Human Resources will be involved in preparing an Improvement Plan.

Discuss any other factors which relate to the employee’s work performance, such as significant accomplishments, critical incidents, or necessary improvements:

_____________________________

Overall Evaluation — Select one overall rating which best describes the employee’s performance throughout the review period considering the ratings and commentary throughout the above document.

Clearly Outstanding
Above Expectations
Meets Expectations
Needs Improvement

INDIVIDUAL DEVELOPMENT

What are this employee’s strongest skills and abilities?

_____________________________

What development action(s) will be needed to maintain or improve current performance? Also, what action(s) will help prepare the employee for future job assignments?

Development Objective

Action/Anticipated

Completion Date

Appraised by
Date

Reviewed by
Date

Employee Comments:

_____________________________

Employee:
Date

(Employee signature does not necessarily signify agreement with the evaluation, but that the evaluation has been discussed with the supervisor.)

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.

April 19, 2000June 29, 2023

Sample performance appraisal for exempt employees

Performance Appraisal for Exempt Employees

Name: _______________
Position: _______________
Location: _______________
Supervisor: _______________
Reviewer: _______________
Period Ending: _______________

PERFORMANCE RATINGS:

Exceptional
Above Expectations
Meets Expectations
Needs Improvement
N/A — Not applicable

PERFORMANCE RATING	DEFINITION

Exceptional:	Consistent performance substantially exceeding normal expectations for total job.

Above Expectations:	Frequently exceeds normal performance expectations for key job tasks.

Meets Expectations:	Meets normal job requirements in accordance with established standards and may exceed requirements for some job tasks.

Needs Improvement:	Overall performance acceptable but improvement needed in one or more significant aspects of job.

All evaluations must be supported with specific comments, and all “Overall Evaluations” (see below) of Exceptional and Above Expectations must include specific examples to support the ratings given. When Needs Improvement is the performance rating, attach a written plan to improve performance to this review and enter the Next Review Date in the space provided.

PERFORMANCE RESULTS: Achieves expected quality and quantity of output. Places greatest effort on most important aspects of job. Does work on-time, on-budget without sacrificing performance goals or standards.

RATING:

COOPERATION/TEAMWORK: Willingly accepts assignments. Able to work on or with teams to cooperatively reach goals.

RATING:

INITIATIVE: Self-starter who willingly puts forth effort and time and performs tasks with a minimum of supervision. Begins to solve problems within scope of responsibility as soon as they are apparent. Advises supervisor of current or anticipated problems. Able to apply job knowledge to produce innovations in work process or product.

RATING:

ORGANIZING AND PLANNING: Resolves conflicting priorities and schedules with peers and other staff. Performs effectively under pressure and deadlines. Effectively uses time and resources to accomplish work. Will shaft strategy, make decisions, obtain the aid of others to achieve objectives.

RATING:

COMMUNICATION: Verbal and written communications are clear, concise and accurate. Appropriately documents work so others can find work in progress and historical information about the job.

RATING:

INTERPERSONAL SKILLS: Interacts productively with others in formal and informal groups both within and outside the company; is receptive to differing ideas and adjusts to the different work styles of others.

RATING:

For Supervisors, Managers, and/or
Sales Related positions include the following:

SUPERVISION AND LEADERSHIP: Effectively leads and develops staff. Effectively directs staff and provides ongoing feedback. Accurately evaluates performance, matches abilities and job requirements, establishes an effective working relationship, and acts as a positive model for others. Assures a positive working environment in compliance with company standards.

RATING:

SALES/MARKETING: Obtains new work (e.g. listings, corporate accounts, etc.) from both existing clients and new clients. Makes marketing suggestions and effectively implements existing marketing programs.

RATING:

OTHER (Define and rate another significant performance factor if appropriate)

RATING:

PERFORMANCE PLAN FOR NEXT PERIOD (Include expected accomplishments and measurement criteria)

DEVELOPMENT NEEDS (Areas of knowledge or skill to develop that will improve job performance)

Plan for how Supervisor will specifically assist employee to maintain or improve performance:

OVERALL EVALUATION:

EXCEPTIONAL
ABOVE EXPECTATION
MEETS EXPECTATIONS

NEEDS IMPROVEMENT (Requires written improvement plan of maximum 6 months)

Next Review Date and/or Other Actions:

SUPERVISOR’S OR EMPLOYEE COMMENTS (If needed, attach additional sheet)

(Employee’s signature indicates that evaluation has been discussed with the supervisor. It does not necessarily signify agreement).

Signatures:

Immediate Supervisor:
Date:

Reviewer’s Manager:
Date:

Employee:
Date:

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.

April 14, 2000June 29, 2022

Sample Communication Policy

Following is a sample communication policy in the workplace. The purpose of such a policy should be to facilitate better communication, paving the way for better business. Keep this basic principle in mind as you adjust the policy to coincide with your business’ values.

Also read: How to use technology in your internal communications strategy

Sample Communication Policy

At Make Your Business Better, Inc., courtesy, tact and consideration should guide each employee in relationships with fellow workers and the public. It is mandatory that each employee in this organization show maximum respect to every other person in the organization and other contacts in a business context. The purpose of communication should be to help others and to make our business run as effectively as possible, thereby gaining the respect of our colleagues and customers.

Courtesy, friendliness, and a spirit of helpfulness are important and guide the company’s dealings with employees and customers.

Differences of opinion should be handled privately and discreetly. Gossip and backbiting are to be avoided. Communicate directly with the person or persons involved to resolve differences.

Conservative criticism — that which will improve business by clarifying or instructing — should be welcomed when delivered with respect and tact. Destructive criticism — that which is designed to harm business or another person — is not to be practiced.

Employees should strive to maintain a civil work atmosphere at all times and refrain from shouting, yelling, using vulgarities or swearing at co-workers or customers.
The standard of Make Your Business Better, Inc. is a work environment free from disparaging remarks about religion, ethnicity, sexual preferences, appearance and other non-work related matters. Each employee has the responsibility to foster an understanding of others’ differences in order to create an environment where those differences contribute to a better organization.Inappropriate remarks based on any of the following are not tolerated and such behavior will result in immediate termination of employment: race, religion, ethnic origin, physical attributes, mental or physical disability, color, ancestry, marital status, pregnancy, medical condition, citizenship and/or age.Inappropriate remarks include those that treat a group of people in a uniform way, assign a behavior in a disparaging way, imply inferiority of a group, are supposedly funny at someone else’s expense, and/or cause embarrassment or distress to others based on comments about a particular group of people.

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.

Comment below or email editors@workforce.com.

April 1, 2000January 9, 2020

HR 101 Global

This special monthly section gives you information you need to know about important HR topics, including articles, tips and charts, as well as links to product information.

March 17, 2000June 29, 2023

Repatriation Planning Checklist

Repatriation presents one of the most complex sets of issues facing international human resources managers today.

Successful re-entry means that the employee reaps career and personal payoffs for the overseas experience, and that the company enriches its organization through the addition of the international competencies of its repatriated employees. Repatriation difficulties vary by company, by job type and by industry. High attrition rates at re-entry, poor integration of repatriated employees, lack of appropriate positions, downsized organizations and dissatisfied repatriated employees and families are some of the most frequently cited problems.

Although there’s no easy, one-size-fits-all set of answers to the challenges of re-entry, there are guidelines that corporations can follow to positively facilitate the process. The following checklist targets: senior management involvement; expectation management; comprehensive career planning; selection and development processes that ensure that the expatriate acquires new capabilities; upgraded change management systems; and interventions to address the losses that repatriates experience.

Career Issues

Prior to departure
! Involve international human resources at corporate strategic levels when planning for international activities

! Clearly establish the need for the international assignment with input from home and host locations

! Utilize research-based selection processes to make certain that the employee and family are suitable and able to succeed abroad

! Provide cross-cultural and language training to increase effectiveness and adaptation overseas

! Offer career spouse counseling and assistance during assignment

! Outline a clear job description for the expatriate’s position

! Communicate realistic expectations about re-entry to employee at the time the position is offered

! Design career tracking and pathing systems that recognize and reward returning employees

! Establish expat developmental plans that include international competencies

! Link performance appraisals directly to developmental plans with home and host evaluators measuring performance

! Adapt performance appraisals to recognize the cultural demands of the assignment

! Feed performance appraisals into a larger internal human resource communication vehicle

! Appoint home and host mentors who are held accountable to track and support the employee during the assignment, and to identify potential positions at re-entry

! Send job postings to the expatriate while abroad

! Prior to return (one year to six months) arrange a networking visit to home office to establish viability with line and human resources managers

! Repeat networking visit three months prior to return if necessary

! Assist employee with polishing resume writing and interviewing skills

! Circulate resume to all potential hiring units

! Establish fallback position if no job is available

! Arrange for employee to maintain visibility through regular business trips home and through contact with visiting home-country personnel

! Create communication links to employee via E-mail, newsletters, copies of important memos and relevant publications

! Enable family members to stay in touch with changes at home through news publications

! Encourage employee and family to return home for home leave.

At Re-entry
! Arrange an event to welcome and recognize the employee and family, either formally or informally

! Establish support to facilitate family reintegration

! Offer repatriation counseling or workshops to ease adjustment

! Assist spouse with job counseling, resume writing and interviewing techniques

! Provide educational counseling for kids

! Provide employee with a thorough debriefing with a facilitator to identify new knowledge, insights and skills, forums to showcase new competencies, and activities that utilize competencies

! Offer international outplacement to employee and re-entry counseling to entire family if no positions are possible

! Arrange a post-assignment interview with expatriate and spouse to review their view of the assignment and address any repatriation issues.

Financial Planning and Related Activities
! Coordinate with home and host offices prior to repatriation to identify repatriation date

! Run cost projection with anticipated repatriation date to determine the most cost-effective time frame for departure

! Arrange pre-repatriation home country house hunting/school enrollment trip to allow for re-occupying/securing home country housing and registering dependent children for school.

! Arrange for shipment of personal goods.

! Identify dates for temporary living in home and host countries.

! Arrange tax exit interview for employee with tax service provider to determine need for tax clearance/final host country tax return to leave the country.

! Provide tax service provider with year-to-date compensation data for tax clearance/return processing.

! Process any relocation payment.

! Process return incentive payment.

! Process payroll documents to remove employee from expatriate status and review need for actual withholding payments for remainder of year with tax service provider.

! Provide HR generalist in new location with necessary personnel files.

SOURCE: Bennett & Associates and Price Waterhouse LLP

Personnel Journal, January 1995, Vol. 74, No. 1, p. 32.

January 21, 2000October 26, 2018

Advice on Answering 50 Common Interview Questions

Review these 50 common interview questions and think about how you would answer them. After the questions are listed, you’ll find some strategy suggestions.

(Excerpted from the book The Accelerated Job Search by Wayne D. Ford, Ph.D, published by The Management Advantage, Inc.).

Tell me about yourself.
Why did you leave your last job?
What experience do you have in this field?
Do you consider yourself successful?
What do co-workers say about you?
What do you know about this organization?
What have you done to improve your knowledge in the last year?
Are you applying for other jobs?
Why do you want to work for this organization?
Do you know anyone who works for us?
What kind of salary do you need?
Are you a team player?
How long would you expect to work for us if hired?
Have you ever had to fire anyone? How did you feel about that?
What is your philosophy towards work?
If you had enough money to retire right now, would you?
Have you ever been asked to leave a position?
Explain how you would be an asset to this organization.
Why should we hire you?
Tell me about a suggestion you have made.
What irritates you about co-workers?
What is your greatest strength?
Tell me about your dream job.
Why do you think you would do well at this job?
What are you looking for in a job?
What kind of person would you refuse to work with?
What is more important to you: the money or the work?
What would your previous supervisor say your strongest point is?
Tell me about a problem you had with a supervisor.
What has disappointed you about a job?
Tell me about your ability to work under pressure.
Do your skills match this job or another job more closely?
What motivates you to do your best on the job?
Are you willing to work overtime? Nights? Weekends?
How would you know you were successful on this job?
Would you be willing to relocate if required?
Are you willing to put the interests of the organization ahead of your own?
Describe your management style.
What have you learned from mistakes on the job?
Do you have any blind spots?
If you were hiring a person for this job, what would you look for?
Do you think you are overqualified for this position?
How do you propose to compensate for your lack of experience?
What qualities do you look for in a boss?
Tell me about a time when you helped resolve a dispute between others.
What position do you prefer on a team working on a project?
Describe your work ethic.
What has been your biggest professional disappointment?
Tell me about the most fun you have had on the job.
Do you have any questions for me?

Tell me about yourself.
The most often asked question in interviews. You need to have a short statement prepared in your mind. Be careful that it does not sound rehearsed. Limit it to work-related items unless instructed otherwise. Talk about things you have done and jobs you have held that relate to the position you are interviewing for. Start with the item farthest back and work up to the present.
Why did you leave your last job?
Stay positive regardless of the circumstances. Never refer to a major problem with management and never speak ill of supervisors, co-workers, or the organization.If you do, you will be the one looking bad. Keep smiling and talk about leaving for a positive reason such as an opportunity, a chance to do something special, or other forward-looking reasons.
What experience do you have in this field?
Speak about specifics that relate to the position you are applying for. If you do not have specific experience, get as close as you can.
Do you consider yourself successful?
You should always answer yes and briefly explain why. A good explanation is that you have set goals, and you have met some and are on track to achieve the others.
What do co-workers say about you?
Be prepared with a quote or two from co-workers. Either a specific statement or a paraphrase will work. “Jill Clark, a co-worker at Smith Company, always said I was the hardest worker she had ever known.” It is as powerful as Jill having said it at the interview herself.
What do you know about this organization?
This question is one reason to do some research on the organization before the interview. Find out where they have been, and where they are going. What are the current issues, and who are the major players?
What have you done to improve your knowledge in the last year?
Try to include improvement activities that relate to the job. A wide variety of activities can be mentioned as positive self-improvement. Have some good ones handy to mention.
Are you applying for other jobs?
Be honest but do not spend a lot of time in this area. Keep the focus on this job and what you can do for this organization. Anything else is a distraction.
Why do you want to work for this organization?
This may take some thought and certainly should be based on the research you have done on the organization. Sincerity is extremely important here, and will easily be sensed. Relate it to your long-term career goals.
Do you know anyone who works for us?
Be aware of the policy on relatives working for the organization. This can affect your answer even though they asked about friends not relatives. Be careful to mention a friend only if they are well thought of.
What kind of salary do you need?
A loaded question. A nasty little game that you will probably lose if you answer first. So, do not answer it. Instead, say something like, “That’s a tough question. Can you tell me the range for this position?” In most cases, the interviewer, taken off guard, will tell you. If not, say that it can depend on the details of the job. Then give a wide range.
Are you a team player?
You are, of course, a team player. Be sure to have examples ready. Specifics that show you often perform for the good of the team rather than for yourself are good evidence of your team attitude. Do not brag, just say it in a matter-of-fact tone. This is a key point.
How long would you expect to work for us if hired?
Specifics here are not good. Something like this should work: “I’d like it to be a long time.” or “As long as we both feel I’m doing a good job.”
Have you ever had to fire anyone? How did you feel about that?
This is serious. Do not make light of it or in any way seem like you like to fire people. At the same time, you will do it when it is the right thing to do. When it comes to the organization versus the individual who has created a harmful situation, you will protect the organization. Remember firing is not the same as layoff or reduction in force.
What is your philosophy towards work?
The interviewer is not looking for a long or flowery dissertation here. Do you have strong feelings that the job gets done? Yes. That’s the type of answer that works best here. Short and positive, showing a benefit to the organization.
If you had enough money to retire right now, would you?
Answer yes if you would. But since you need to work, this is the type of work you prefer. Do not say yes if you do not mean it.
Have you ever been asked to leave a position?
If you have not, say no. If you have, be honest, brief, and avoid saying negative things about the people or organization involved.
Explain how you would be an asset to this organization.
You should be anxious for this question. It gives you a chance to highlight your best points as they relate to the position being discussed. Give a little advance thought to this relationship.
Why should we hire you?
Point out how your assets meet what the organization needs. Do not mention any other candidates to make a comparison.
Tell me about a suggestion you have made.
Have a good one ready. Be sure and use a suggestion that was accepted and was then considered successful. One related to the type of work applied for is a real plus.
What irritates you about co-workers?
This is a trap question. Think “real hard” but fail to come up with anything that irritates you. A short statement that you seem to get along with folks is great.

What is your greatest strength?
Numerous answers are good, just stay positive. A few good examples:

Your ability to prioritize.
Your problem-solving skills.
Your ability to work under pressure.
Your ability to focus on projects.
Your professional expertise.
Your leadership skills.
Your positive attitude.

Tell me about your dream job.
Stay away from a specific job. You cannot win. If you say the job you are contending for is it, you strain credibility. If you say another job is it, you plant the suspicion that you will be dissatisfied with this position if hired. The best bet is to stay generic and say something like: “A job where I love the work, like the people, can contribute, and can’t wait to get to work.”
Why do you think you would do well at this job?
Give several reasons and include skills, experience, and interest.
What are you looking for in a job?
See answer #23.
What kind of person would you refuse to work with?
Do not be trivial. It would take disloyalty to the organization, violence or lawbreaking to get you to object. Minor objections will label you as a whiner.
What is more important to you: the money or the work?
Money is always important, but the work is the most important. There is no better answer.
What would your previous supervisor say your strongest point is?
There are numerous good possibilities:
Loyalty

Energy

Positive attitude

Leadership

Team player

Expertise

Initiative

Patience

Hard Work

Creativity

Problem solver
Tell me about a problem you had with a supervisor.
Biggest trap of all. This is a test to see if you will speak ill of your boss. If you fall for it and tell about a problem with a former boss, you may well blow the interview right there. Stay positive and develop a poor memory about any trouble with a superior.
What has disappointed you about a job?
Don’t get trivial or negative. Safe areas are few but can include:
Not enough of a challenge.

You were laid off in a reduction.

Company did not win a contract, which would have given you more responsibility.
Tell me about your ability to work under pressure.
You may say that you thrive under certain types of pressure. Give an example that relates to the type of position applied for.
Do your skills match this job or another job more closely?
Probably this one. Do not give fuel to the suspicion that you may want another job more than this one.
What motivates you to do your best on the job?
This is a personal trait that only you can say, but good examples are:
A challenge

Achievement

Recognition
Are you willing to work overtime? Nights? Weekends?
This is up to you. Be totally honest.
How would you know you were successful on this job?
Several ways are good measures:
You set high standards for yourself and meet them.

Your outcomes are a success.

Your boss tells you that you are successful.
Would you be willing to relocate if required?
You should be clear on this with your family prior to the interview if you think there is a chance it may come up. Do not say yes just to get the job if the real answer is no. This can create a lot of problems later on in your career. Be honest at this point and save yourself future grief.
Are you willing to put the interests of the organization ahead of your own?
This is a straight loyalty and dedication question. Do not worry about the deep ethical and philosophical implications. Just say yes.
Describe your management style.
Try to avoid labels. Some of the more common labels, like “progressive”, “salesman” or “consensus”, can have several meanings or descriptions depending on which management expert you listen to. The “situational” style is safe, because it says you will manage according to the situation, instead of “one size fits all.”
What have you learned from mistakes on the job?
Here you have to come up with something or you strain credibility. Make it a small, well-intentioned mistake with a positive lesson learned. An example would be … working too far ahead of colleagues on a project and thus throwing coordination off.
Do you have any blind spots?
Trick question. If you know about blind spots, they are no longer blind spots. Do not reveal any personal areas of concern here. Let them do their own discovery on your bad points. Do not hand it to them.
If you were hiring a person for this job, what would you look for?
Be careful to mention traits that are needed and that you have.
Do you think you are overqualified for this position?
Regardless of your qualifications, state that you are very well qualified for the position.
How do you propose to compensate for your lack of experience?
First, if you have experience that the interviewer does not know about, bring that up. Then, point out (if true) that you are a hard working quick learner.
What qualities do you look for in a boss?
Be generic and positive. Safe qualities are knowledgeable, a sense of humor, fair, loyal to subordinates, and holder of high standards. All bosses think they have these traits.
Tell me about a time when you helped resolve a dispute between others.
Pick a specific incident. Concentrate on your problem solving technique and not the dispute you settled.
What position do you prefer on a team working on a project?
Be honest. If you are comfortable in different roles, point that out.
Describe your work ethic.
Emphasize benefits to the organization. Things like, “determination to get the job done” and “work hard but enjoy your work” are good.
What has been your biggest professional disappointment?
Be sure that you refer to something that was beyond your control. Show acceptance and no negative feelings.
Tell me about the most fun you have had on the job.
Talk about having fun by accomplishing something for the organization.
Do you have any questions for me?
Always have some questions prepared. Questions involving areas where you will be an asset to the organization are good. “How soon will I be able to be productive?” and “What type of projects will I be able to assist on?” are examples.

December 1, 1999November 14, 2018

Compensation Budget Information

The amount of money companies spend on employee compensation each year represents a significant portion of operating expenses. Average payroll costs run anywhere from 23% (retail) to 41% (service firms) of the entire operating budget of an organization.

As a result, compensation planning is clearly one of the most important responsibilities of today’s compensation professional. Annual compensation planning involves preparing budgets to address salary increases, salary structure adjustments, promotion increases and variable pay expenditures. Typically, the budget process occurs well in advance of fiscal year end so that cost projections can be included in operating budget forecasts for the coming year.

Compensation professionals can access a multitude of resources to assist them in establishing realistic and competitive projections for the annual compensation planning process. These resources include published surveys from private research companies, surveys from professional affiliations, local area data from city or state entities, national information from government agencies, articles in industry magazines or professional publications. In addition, other methods include networking with other compensation professionals in their market or industry and attending a variety of seminars and presentations focusing on current trends and practices in compensation.

Compensation plans will undoubtedly be developed every year in consideration of the following practice trends:

Salary increases have remained relatively flat over the past two years, hovering at 4.0–4.5%. According to the American Compensation Association’s (ACA) 1999-2000 Total Salary Increase Budget Survey, which combines responses for cost-of-living adjustments, merit increases and equity adjustments, no significant change is projected for 2000:

Total Salary Budget Increases—United States

	Actual 1998	Actual 1999	Projected 2000
Nonexempt Hourly Nonunion	4.1%	4.1%	4.1%
Nonexempt Salaried	4.2%	4.2%	4.2%
Exempt Salaried	4.5%	4.4%	4.4%
Officers/Executives	4.6%	4.5%	4.5%

The same type of budget information is also available from ACA or other resources in various data segments including industry, region, and company size. In a recent survey from PricewaterhouseCoopers, Compensation Planning Survey: 2000, average projected merit increases for FY2000 by industry are as follows:

Industry	Executives	Mid Mgmt	Professional
Business Services	4.3%	4.2%	5.0%
Communications & Telecomm	5.0%	5.0%	4.8%
Computer, Electronic Equipment & Related Products	4.9%	4.8%	4.8%
Financial Services	4.1%	4.0%	4.2%
Healthcare	4.2%	3.7%	3.6%
Services—All Other	3.9%	4.1%	4.0%
Utilities	4.0%	3.8%	3.8%
Wholesale/Retail	4.4%	4.3%	4.3%

Companies with particular concerns regarding high tech, or information technology talent will be pleasantly surprised to find merit data readily available. The PWC survey reports planned increases for IT positions with hot skills at 5.6%, down from 1999 increases of 5.9%. Many other publications include comprehensive salary planning data for the information technology market as well.

Salary structure adjustments are typically applied in blanket fashion to all existing salary ranges within an organization, i.e., the adjustment amount is added to the minimum, midpoint and maximum of traditional salary ranges, or to the market anchor or broad range of a less traditional salary management structure. Salary structure adjustments have remained fairly steady over the past few years and typically lag merit increase budgets by approximately 1.0—2.0%. FY2000 is no exception as reported by PWC:

2000 Planned Salary Structure Adjustments
Executives	2.9%
Middle Mgmt	2.9%
Professional	2.9%

Only one area is experiencing a significant difference from the norm in salary structure adjustments, of course, information technology. More and more companies are reporting establishing separate salary range programs for IT positions, and adjusting those ranges at a more accelerated pace than the standard ranges. Survey data suggests IT ranges will move as much as 2.0% to 3.0% more than the ranges established for non-IT jobs.

Promotion budgets are typically calculated as a percent of base salaries and refer to the amount set aside or specifically budgeted for promotional increases throughout the year. Survey data indicates the following budgets planned for 2000 promotions:

Executives	2.3%
Middle Mgmt	2.2%
Professional	2.2%

Variable pay plans are designed to reward employees for achieving specific company and/or individual performance goals. This includes bonus or incentive plans that typically pay out in cash based on achievement of specific annual performance measures (although more frequent payouts may be made depending on business cycle and ability to measure results).

The size and amount of awards in incentive or bonus plans typically varies from period to period based on company and/or individual performance results. Variable or incentive pay plans are becoming a significant element of total compensation packages across all industries. Consequently, companies are reporting an increase in the amount of funds used for these plans.

In the US, 63% of ACA’s survey respondents currently use at least one type of variable pay plan. Variable pay is still most prevalent among management and exempt salaried employees. ACA’s respondents use across their organizations as follows:

74% use variable pay to award performance at management and exempt levels
43% use variable pay to award nonexempt salaried employees’ performance
38% use variable pay to award hourly employees’ performance

According to recent Hewitt Survey Findings: Salary Increases 1999-2000 the average cost of variable pay plans as a % of payroll was reported as:

	Actual 1999	Projected 2000
Salaried Exempt	9.3%	9.6%
Salaried Nonexempt	5.5%	5.4%
Nonunion Hourly	5.1%	5.1%
Union	4.7%	4.1%

A recent survey in the November 1999 IOMA’s Pay for Performance Report indicates that variable pay plans are No. 1 on HR/compensation manager’s wish list of items to adopt or expand the use of in their organizations.

February 24, 1999June 29, 2023

Not all rewards and recognition prizes and awards are taxable

Issue:
You are a payroll specialist at a small firm. Twenty employees have just been approved for awards through your company’s new rewards and recognition program. Several of them come to you asking whether the awards are considered taxable income?

Answer:
The answer depends on the type and value of the award that is granted.

Awards based on performance.
In general, cash and prizes awarded to employees for good work or suggestions are taxable income since they are presented in return for an employee’s performance or services. Cash awards and the fair market value of non-cash awards are thus generally subject to federal income tax withholding, FICA and FUTA taxes.

In computing the amount of tax to be withheld for prizes and awards, the fair market value of the award or prize should be treated as supplemental wages, which have a withholding rate of 28%.

Exceptions—Service awards, safety awards.
Awards of tangible personal property given to employees for length-of-service are not considered employee income if the value of the award does not exceed limits specified in the Internal Revenue Code.

An award will not qualify as a length-of-service achievement award if either of the following applies.
The employee receives the award during his or her first 5 years of employment.
The employee received a length-of-service award (other than one of very small value) during that year or in any of the prior 4 years.

Safety awards.
Similarly, awards of tangible personal property given to employees for safety achievement are not considered employee income if the value of the award does not exceed limits specified in the Internal Revenue Code.

An award will not qualify as a safety achievement award if it is given to either of the following.

A manager, administrator, clerical employee, or other professional employee.
More than 10% of the employees during the year, excluding those listed in (1).

Both service or safety awards must be awarded as part of a meaningful presentation and awarded under conditions and circumstances that do not create a significant likelihood of the payment of disguised compensation.

Value limits.
The IRS value limits for service and safety awards are:

$400 per employee per year for all awards presented under a non-qualified plan; or
$1,600 per employee per year under a qualified written plan that does not favor highly compensated employees and that has an average benefit of $400 or less per employee over the year.

De minimis benefits.
If the award is of such a small value that it makes accounting for it unreasonable, it is considered a de minimis benefit and may be also be excluded from income (for example, coffee and doughnuts furnished to employees or holiday gifts with a low fair market value).

CITE: Generally, Internal Revenue Code Secs. 274(j) and 3402(j).

Source: CCH Incorporated is a leading provider of information and software for human resources, legal, accounting, health care and small business professionals. CCH offers human resource management, payroll, employment, benefits, and worker safety products and publications in print, CD, online, and via the Internet.