Category: Commentary & Opinion

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The Last Word The Mood Is Subdued

Never let it be said that SHRM conference attendees are out of step with what’s going on all over America. In fact, the vibe here in New Orleans very much matches the vibe you get from working people everywhere—it’s quiet and subdued.


This is what so many in the army of amateur bloggers, Twitterers and social network aficionados miss as they blast their impressions of the 61st Annual Society for Human Resource Management Conference & Exhibition. They just don’t see, or appreciate, the huge difference in what’s going on here in New Orleans compared with previous years in Chicago, Las Vegas and Washington, D.C.


Even the exhibition hall—the scene of so much unrestrained excess by swag collectors at past conferences—is less frenzied and less crazy. It’s bordering on boring.


The SHRM conference has been hit hard by the economy—and really, what hasn’t been? You can see that in the raw numbers. As of Sunday night, attendance stood at 6,800, compared with about 13,400 in Chicago last June and 14,900 two years ago in Las Vegas. That’s nearly a 50 percent drop from last year, which is at the high end of the 30 to 50 percent drop off that I have been tracking for conferences in HR and workforce management.


My prediction early in the year was that conference attendance would get uglier as the year dragged on, and these numbers from SHRM New Orleans seem to bear that out.


But there’s more behind SHRM’s conference attendance than just the state of the overall economy. There’s also the very real fact that HR people are feeling beaten up, worn down and just plain tired of the unrelenting wave of layoffs, cutbacks and furloughs they have been handling since the start of the recession. No wonder so many HR pros have opted out of spending money on coming to New Orleans.


We captured the essence of this in the HR Anxiety Survey published in June’s Workforce Management magazine and now available on our Web site. The survey found that many HR professionals “are finding themselves on their fourth or fifth round of layoffs in the past 18 months and consequently under mounting personal and professional pressures.”


It also showed how hard it is for so many HR people to cope with the fallout from the ongoing economic crisis. “Some say they drink more alcohol or have taken up smoking cigarettes,” wrote Jessica Marquez, our New York bureau chief. “A large number are considering a career change, [while] still others complain that they are called the company’s ‘Grim Reaper’ behind their backs. What’s worse, few who are feeling stress have followed their own advice to use company-sponsored assistance programs.”


The survey found that many HR pros are fed up with the economic carnage they have been forced to deal with. One question asked whether HR professionals’ experiences in conducting layoffs had prompted them to think about changing careers or moving to a different, non-HR role in their company. Most said no, but 37 percent answered affirmatively. Just over a quarter of the respondents acknowledged “some thought” about changing careers or roles, while an additional 9 percent said they’d given “serious consideration” to a switch. Three percent said they had begun the process of changing their career or role.


This is the vibe that underpins SHRM New Orleans: beleaguered HR people who are not only fewer in number than at past conferences, but are also worn down from this annus horribilis that is 2009.


I give credit to the HR professionals who are here in New Orleans, even though there are just half as many of them as there were last year in Chicago. It’s an act of faith just by being here.


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SHRM Conference Attendance Lower in New Orleans; Association to Create Social Network for Members

With preliminary attendance figures off by about 4,000 attendees from 2008, the opening day of the Society for Human Resource Management’s annual conference gave the general membership its first introduction to its new leader, as well as a fresh look at employee benefits.


During Sunday’s press conference following former GE chief Jack Welch’s keynote address at the 61st annual SHRM conference in New Orleans, the organization released its 2009 Employee Benefits Survey. Sixty percent of HR professionals say the recession has caused their organization to cut back or maintain benefits offerings, according to the June 28 release.


“Six of 10 employers say the recession has affected benefits,” said SHRM director of research Steve Williams. “Companies are scaling back on some benefits, including executive bonuses and relocation.”


A companion survey noted that the recession has not affected overall job satisfaction. Employees ranked job security as key to job satisfaction, followed by benefits, compensation, opportunities to use skills and abilities, and feeling safe at work, the survey noted.


New SHRM president and CEO Laurence “Lon” O’Neil opened the day’s events, offering the general assembly a glimpse into what SHRM will offer its membership in the future.


“We are adapting to meet your needs; how can we help members during these tough times?” said O’Neil, who was absent from the later press conference because of scheduling conflicts. “SHRM’s mission is more needed now than ever. These are the most challenging times in history.”


O’Neil, who said a social networking site soon will be rolled out for members, also praised those in attendance and reassured them by adding, “You’re not alone when you’re a member of SHRM.”


Preliminary attendance figures noted that as of Saturday, there were 6,808 attendees, compared with the roughly 11,000 members who attended the SHRM conference last year in Chicago and 13,000 attendees in 2007 in Las Vegas. Figures also showed there are 594 exhibitors this year in New Orleans.


Additional conference highlights include:
• The establishment of the Susan R. Meisinger Fellowship, a $10,000 annual stipend that will be awarded to a graduate-level student pursuing a master’s degree focused on human resources. The award recognizes Meisinger, who retired in 2008 as SHRM’s president and CEO, for her belief in education furthering the HR profession.


• The announcement that SHRM’s Curriculum Guideline in practical HR theory has been adopted by more than 100 universities globally.


—Rick Bell


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The Last Word: SHRM’s Lon O’Neil, International Man of Mystery

Here’s one thing to remember: I’m not your typical SHRM annual conference attendee.


I don’t attend so that I can take away great wisdom from the speakers, or network with other HR professionals, or even to go on a wild swag hunt in the exhibition hall. I come with a different agenda: to get a better sense of what the Society for Human Resource Management is doing for HR professionals and how well the organization is doing it.


To that end, I arrived in New Orleans really wanting to hear what new SHRM president and CEO Laurence “Lon” O’Neil had to say. This is his first annual conference as SHRM’s leader, and I wondered if he would build on the foundation left by former chief Sue Meisinger or, perhaps, do something entirely different. O’Neil has seemed like a bit of a mystery man to professional SHRM watchers like me, and I thought that surely between his speech at the opening General Session and his “State of SHRM” remarks at the annual Sunday news conference, I would get a better fix on where he is leading the organization.


Well, so much for what I was hoping for. After hearing O’Neil’s brief and relatively general remarks on Sunday before Jack Welch spoke, I came away with the following conclusion: Lon O’Neil, like Austin Powers, is an International Man of Mystery. I think I understand him less now, after hearing him speak, than I did before.


I’ve frequently been critical of SHRM in past years, although I came to appreciate former CEO Meisinger the more times I heard her speak. It always seemed to me that the organization was more focused on increasing revenue than really doing much for HR professionals, and the fixation on high-profile, low-value activities such as spending big bucks with an ad campaign branding SHRM during the presidential debates last year is a perfect example of this, I’ve argued.


But I grew to appreciate Meisinger over time because: a) she was a visible, unrelenting voice for the SHRM organization and the HR profession; and b) she got more pragmatic over time, telling SHRM attendees in her farewell address at the Chicago conference that HR people should “stop asking for a seat at the table” because “the point is to add value and become essential … so that seat at the table has your name engraved on it.” When you do that, she added, “you’ll have a seat at every table.”


You could take a few swipes at Meisinger—and as a frequent SHRM critic, I did—but she was clearly the leader of the SHRM pack. I may not have always liked what she said or what she did, but I never, ever doubted that she was the one in charge.


I wish I could say that about Lon O’Neil. He was pretty general in his 10-minute (maximum) speech on Sunday, and his comments were broadly about SHRM “adapting to meet your needs … during these tough times.” The only real specifics he listed were SHRM’s new social network, support for members around the world, and the organization’s pledge that it would “seek out new opportunities to better collaborate with other organizations.”


Normally, you could drill in on some of those generalities during the news conference after the opening General Session, but for some reason, O’Neil opted out of that. The official reason, SHRM says, is “scheduling conflicts.” Such a non-appearance was something Sue Meisinger would never do.


Look, I know every leader operates differently, and I don’t expect Lon O’Neil to be a clone of Sue Meisinger, Mike Losey or any other SHRM leader. What does surprise me, however, is that O’Neil isn’t the front-and-center leader and visible presence that Meisinger was. For example, it was COO China Miner Gorman who went up to Capitol Hill to joust with Congress over the paid sick days bill earlier this month, and it seems to be Gorman who is out front on many different SHRM projects (like the new push on social networking) that used to be the province of the CEO.


Last August, I questioned the long delay in hiring a new CEO to replace Meisinger, and despite what SHRM board chairman Robb Van Cleve said on Sunday, I don’t believe that Lon O’Neil was the “clear” choice of the SHRM board to take the helm of the organization.


I’ve thought for some time that O’Neil was a compromise choice and a transitional figure that the SHRM board picked to buy the organization time to figure out just what kind of leader it really wanted. If not, why else would they choose someone in his 60s, with no apparent real passion for being the visible, out-front leader that an organization like SHRM needs?


Don’t get me wrong; I’m sure Lon O’Neil is a solid leader, but the sharp contrast between his approach to the SHRM CEO position and that of Meisinger and Losey make me wonder if he’s really in it for any extended period of time. In my book, the choice of O’Neil to lead SHRM is similar to the choice the College of Cardinals made in elevating Joseph Ratzinger to become Pope Benedict after the death of John Paul II. Both, it seems to me, were short-term choices made to buy time while the organization formulated a long-term solution.


Nothing that I have seen from O’Neil this past year makes me feel any differently about that, and his lack of a visible role at this 61st annual SHRM conference makes it clear to me that whether he is an International Man of Mystery or temporary pope-like figure, leading SHRM into the long-term future probably isn’t really in the hands of Lon O’Neil.


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SHRM Takes a Day to Help Rebuild New Orleans

Dozens of boxed lunches sat on air-conditioned buses as the noontime temperatures in New Orleans soared into the low 90s, but for a portion of the 75 or so SHRM members participating in Saturday’s “Voluntourism” event, Martinez McConduit was serving up plates of red beans and rice and bowlfuls of gumbo inside her red-brick home.


The 81-year-old great-grandmother said serving up a down-home meal was her way of giving back to the dozens of SHRM volunteers who were helping to rebuild her Gentilly Terrace neighborhood.


“These people are here to help me and my neighbors,” she said between posing for pictures with the SHRM members who arrived before the 61st Annual SHRM Conference & Exposition officially opens Sunday afternoon just to participate in the Voluntourism event. Another group of SHRM volunteers will participate Sunday morning.


“I just want to thank them in some way,” McConduit said. “These are very special people.”


Voluntourism was put on by the Beacon of Hope Resource Center, and SHRM is just one of dozens of organizations that participate in such an event during their New Orleans visits.


“I came to New Orleans in January to research a number of volunteer opportunities to reach out and help victims of Hurricane Katrina,” said Beth Grossman, SHRM’s meeting manager. “I picked Beacon of Hope because it was such a good fit for SHRM. We wanted it to be personal for our attendees, to get a chance to meet the homeowners and hear their personal stories.”


Grossman added that the volunteer event before the conference provides a unique networking opportunity as well.


“This offers human resources people a chance to meet in an environment they would never experience otherwise,” she said.


Cheryl Wesley, director of HR for St. John’s Community Services in Washington, D.C., was busy laying sod with several SHRM volunteers in the front yard of a neighborhood home. She jumped at the opportunity when she heard about the event.


“I’ve done a lot of service projects through my church,” she said. “But with SHRM, this is like an extension of what we do in our daily working lives. We help our employees and now we’re here helping the people of New Orleans.”


Jo Ann Gooding, who was also laying sod, added, “We as an organization feel the need to reach out to the community.”


Gooding, vice president of HR for Jupiter, Florida-based beer distributor J.J. Taylor Cos., said that because her industry is tightly knit, there are just a small number of people in distribution.


“There aren’t hundreds of thousands who do what we do, so we know the devastation people in our industry went through here. Knowing we could come and give back to the community allowed us to help some of the people in our business too.”


Down the street working in the broad grass-covered median, Trish Schuman and Colleen McAuliffe had already planted their third tree. The pair had never met before, yet they quickly developed a friendship.


“This event really defines our industry,” said McAuliffe, vice president of HR for Phipps Houses in New York. “HR provides guidance, gets people together. A team effort can be on the job or helping others in need.”


Added Schuman, director of HR for LCG Systems in Rockville, Maryland, “I think an event like this makes us even more passionate about what we do every day.”


Beacon of Hope president Denise Thornton, who founded the nonprofit organization after the levee at the 17th Street Canal failed during Katrina and flooded her entire Lakeview neighborhood, said conventions come to New Orleans seeking service projects. Beacon of Hope then figures out the best project of the 16 sites it has available.


The visiting organization provides a donation for the materials and Beacon of Hope offers the volunteer coordinators, as well as a network of neighbors to help.


Thornton said that last year, Starbucks had 2,000 volunteers in one day—1,000 in the morning and 1,000 more in the afternoon.


“We pulled it off,” she laughed. “And we got a lot done.”


SHRM volunteers planted nearly 60 oleanders and 50 trees, as well as laying numerous palettes of sod.


Jason Ferrara, the vice president of corporate marketing for Chicago-based CareerBuilder, was one of about 20 staffers from the job board giant working in the late-morning heat. CareerBuilder, he said, teamed with SHRM to sponsor the event.


“Volunteering and philanthropy are two cornerstones of CareerBuilder,” said Ferrara, who was planting trees with CareerBuilder director of strategic services Mike Dutter and integration sales engineer manager Kerry Innis. “We saw an opportunity to give back and we jumped on it.”


SHRM’s Grossman was pleased with the turnout and appreciative of the community’s support.


“This is our first year doing a volunteer project at the annual conference,” she said. “This is a really good group, and hopefully they’ll spread the word. We’d like to do start doing this every year in every city.”


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U.S. Travel Association Issues Guidelines on Employer Rewards Trips

To help corporations differentiate between incentive trips and meetings or conferences, and to deflate public criticism, the US. Travel Association, working with the incentive and travel industries, has developed guidelines “to ensure transparency and accountability” for companies receiving federal assistance. The guidelines are being adopted by many corporations. Among the guidelines affecting incentive reward trips:


  • All incentive/recognition travel organized by the company must serve one or more specified legitimate business purposes (see below). 

  • Each proposed meeting, event or incentive/recognition travel with a cost exceeding $75,000 must be supported by a written business case identifying a specific business purpose.

  • Total annual expenses for meetings, events and incentive/recognition travel shall not exceed 15 percent of the company’s total sales and marketing.

  • The amount spent for an employee performance incentive/recognition event shall not exceed 2 percent of the total compensation of eligible participants or 10 percent of total award earners’ compensation.

  • Performance incentives shall not promote excessive or unnecessary risk-taking or manipulation of financial results.


Examples of legitimate business purposes for incentive/recognition travel include:


  • Employee recognition programs to motivate and reward employees for achievement and productivity.

  • Performance incentives with clear rule structures that are designed to motivate and reward high performers for exceeding established goals that generate incremental revenue growth for their respective organizations and that are beyond the investment in the program.

Courtesy: www.ustravel.org

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Lawmakers Plan Push to Reform 401(k) Plans

Two key lawmakers are expected to introduce a bill on retirement reform later this week that could have substantial implications for investment advisors, 401(k) service providers and the majority of employer-sponsored retirement plans.


Rep. George Miller, D-California, and Rep. Rob Andrews, D-New Jersey, are preparing to introduce the 401(k) Fair Disclosure and Pension Security Act on Wednesday, June 24, at a Committee on Education and Labor meeting, confirmed Aaron Albright, press secretary of the committee.


This act is expected to incorporate several pieces of existing legislation into one comprehensive bill, Albright said.


Specifically, this would include a bill authored by Miller that would require increased disclosure of fees and expenses in 401(k) plans, and possibly a bill introduced by Andrews earlier this year that would prevent so-called “conflicted” investment advisors from working directly with 401(k) plan participants.


Both of those bills—the 401(k) Fair Disclosure for Retirement Security Act and the Conflicted Investment Advice Prohibition Act—were approved separately last week by the Health, Employment, Labor and Pensions Subcommittee, which is chaired by Andrews.


They are now scheduled for a vote Wednesday morning by the full Committee on Education and Labor, which is chaired by Miller.


In the new bill, those two pieces of existing legislation may also be combined with legislation that would provide corporate plan sponsors with some temporary relief from making required contributions to their defined-benefit pension plans.


A final version of the new bill was not available at press time.


Representatives for Miller and Andrews were not immediately available for further details.



Filed by Mark Bruno of Investment News, a sister publication of Workforce Management. To comment, e-mail editors@workforce.com.



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Hewlett-Packard Buys Up ExcellerateHRO

Tech giant Hewlett-Packard has bought Towers Perrin’s shares of ExcellerateHRO, according to an internal memo sent to HP employees this week.


Chris Rittenmeyer, the CEO of ExcellerateHRO, is being replaced by Sanjiv Anand, vice president, product portfolio, for ExcellerateHRO, according to the memo.


“As the integration of EDS into HP progressed, HP determined it was in the best interest to have exclusive ownership of ExcellerateHRO,” says an HP spokeswoman, who declined to elaborate on details of the deal or personnel moves.


ExcellerateHRO was created in 2005 through a partnership between EDS and Towers Perrin, but hasn’t amassed many deals, causing experts to wonder about the fate of the company. But in May, when HP bought EDS, experts wondered if the PaloAlto-based technology company would step up its interest in HR outsourcing and buy the remaining shares of ExcellerateHRO.


However this acquisition shouldn’t be a sign to the market that HP, which has just dabbled in HR outsourcing deals, is getting into that business, says Michel Janssen, managing director at Hackett Group, a Miami-based business process outsourcing consultant.


“Don’t jump to the conclusion that this means that HP is committed to HR BPO,” he says. “It could just mean that they are preparing for a sale.”


Other than signing an HR outsourcing deal with Nestle in 2006, the firm doesn’t seem to be doing a lot of extensive HR outsourcing deals, experts say. According to AMR Research, HP has 13 payroll deals that include other HR administrative elements.


“The jury’s still out on whether Mark Hurd will continue to invest in HRO, as he clearly wants to lock heads with IBM’s IT business,” says Phil Fersht, an analyst at AMR, referring to HP’s CEO. “My sense is, he’ll watch the space closely for a couple of quarters and gauge whether HP should continue to play in this space or focus elsewhere to combat IBM.”


—Jessica Marquez


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Economy Prompts More Firms to Waive Drug Co-Payments

Several years ago, the city of Asheville, North Carolina, and Pitney Bowes led the way in reducing or waiving prescription drug co-payments for employees who had certain health conditions.


While these employers remain outside the mainstream, the weak economy has spurred more organizations to waive co-pays to help employees manage their health care costs during the recession.


Ultimately, the thinking goes, making it easier for employees to pay for medicine that can keep them healthy will help them—and their employers—avoid costly hospitalizations in the long run.


While data is still being gathered to show that employers can reduce overall medical costs by cutting co-pays for chronic conditions like diabetes and asthma, other studies have shown that patients forced to pay higher co-pays are less likely to take the medicine they need to stay healthy.


As benefits managers face budget cuts, “it’s a little bit harder to get approval for reducing co-pays, especially when results are a little bit squishy,” says Hitesh Patel, vice president of Aon Consulting’s pharmacy practice in Chicago.


Co-pays generally range from $30 to $50 for brand-name drugs and $7 to $15 for generics, he says.


Some employers have limited their investment in this strategy by waiving co-pays only for generics, Patel says.


“Typically, what we tell them is to start out small, say with diabetes and asthma drugs, and expand as they see results and feel more comfortable,” he says.


Although human resources and benefits executives “get it, because they live with this every day,” Patel says, persuading senior management to eliminate drug co-pays “is a difficult sell and more difficult these days.”


“It’s one of the most talked-about subjects in pharmacy,” says John Malley, national practice leader, pharmacy benefit consulting at Watson Wyatt Worldwide in New York.


While consultants point to the results seen by Pitney Bowes and the Asheville Project, now called HealthMapRx, there’s not a lot of data on cost savings from reducing or waiving drug co-pays, says David Dross, national practice leader of Mercer’s managed pharmacy practice in Houston.


“There’s evidence out there, but there needs to be more,” says Andrew Webber, president and CEO of the National Business Coalition on Health in Washington.


Webber cites case studies of employers that have adopted the strategy on the Web site of the Center for Health Value Innovation, founded by Pitney Bowes and supported by other employers interested in innovative health benefits design that improves health and reduces costs.


Several Aon clients have begun reducing or eliminating drug co-pays, Patel says.


Watson Wyatt’s Malley says less than 25 percent of his clients waive or reduce drug co-pays.


Employers that have waived or reduced drug co-pays for certain chronic conditions include Marriott International; the city of Springfield, Oregon.; Mohawk Carpet Corp.; the state of Colorado; Hannaford Bros.; Procter & Gamble; and SCANA.


“What’s helping move along initiatives like this is that employers have already done all the basic things to control costs and they are looking to advanced strategies, such as implementing reduced co-pays for certain disease states to improve compliance,” Dross says.


“I think the pioneer employers are even more committed to maintaining the strategy of value-based design during the economic downturn,” Webber says. “This is an arena where you can pursue opportunity for increasing the productivity of your workforce and lowering your cost.”


However, consultants says, reducing drug co-pays is only one part of the strategy.


“Organizations that have adopted an approach like this already have a robust infrastructure in communications and disease management and health improvement initiatives. There’s a lot of focused outreach already,” Dross says. “Doing it just as a pharmacy iteration is not going to yield much success. It’s got to be part of an overall strategy to improve health.”


The strategy of reducing co-pays is not for every employer, consultants say.


“It’s very client-specific,” Patel says. “There are certain criteria we look for: significant problems with utilization, where drugs play a significant role in outcomes, and where there is an issue with compliance. In those situations, we suggest [employers] reduce or eliminate co-pays.”


“There are a couple of steps employers have to take in considering the move,” Malley says. “I’m a supporter if the need is there.” To establish that need, employers must take “a deep dive into pharmacy claims to determine if gaps in therapy exist or if there is noncompliance,” he adds.


Employers also should consider the nature of their workforce. Eliminating drug co-pays might not be sufficient incentive for higher-paid employees, Malley says.


Employers also must gauge employees’ response to communications about cost savings and the importance of taking their medications, he says.

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Tougher Financial Regulation Proposals May Hinder 401(k) Plan Sponsors

The Obama administration’s string of proposals to regulate the financial services industry may have some negative consequences for 401(k) plan sponsors, particularly smaller ones.


Among the proposals, which were announced Wednesday, June 17, is one that would impose “fiduciary duty” on brokers who provide investment advice, which is a more stringent standard than what they are held to today, experts say.


Currently the legal standard that brokers must meet is a “suitability test,” which means that the broker believes a specific investment option is a reasonable investment for a client of a certain age. The higher standard of fiduciary duty means that the broker is acting in the best interest of clients.


“Suitability is more of a concept that applies to how you operate,” said Charles Ledbetter, a principal at Mercer. “There is wider latitude on suitability than fiduciary duty.”


The proposed change could have big consequences for small plan sponsors, or those with 100 to 300 employees, which typically use brokers to manage their plans. “These employers should find out if their brokers are going to take on this additional responsibility or if it is a deal breaker,” Ledbetter said. “Some brokers might decide they don’t want to do this because the risk is too high.”


As a result, some small plan sponsors might have to find new brokers to manage their plans, he said.


Another concern that some experts have about the proposal is that if it becomes law, it might actually end up watering down how fiduciary standards are currently defined.


“My concern is that they impose a fiduciary standard on brokers but they end up watering it down,” said Don Stone, president of Chicago-based Plan Sponsor Advisors. “That would be bad news for all 401(k) plan sponsors.”


—Jessica Marquez


Workforce Management’s online news feed is now available via Twitter.


 

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2009 Human Resource Consultants

2009 HUMAN RESOURCE CONSULTANTS

With the arrival of the Obama administration and its fast start in revamping workplace regulation, HR professionals have their work cut out for them. They are being called upon to track and react to an array of new laws and proposals, including measures affecting compensation, sick-leave benefits and labor relations. The biggest issue is the debate over health care reform, with the possibility of massive changes in how employee health care plans are structured. As one expert put it, 2009 promises to be one of the most active congressional cycles for HR public policy issues in the past 30 years.


All this augurs more work for HR consulting firms. “As regulatory mandates evolve, consultancies are called upon not only to keep organizations informed of changes to legislation but also to implement these edicts in balance with their client’s talent management perspectives and goals,” according to Kennedy Consulting Research & Advisory.

 
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