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Posted on December 28, 2000July 10, 2018

Accenture.com Proposes Marriage for an Employee

Can you top these?


  1. Located a company to create an ice sculpture of Elvis (down on one knee and surrounded by red lights and greenery) for a Christmas party.
  2. Provided transportation for an employee to her suburban home to retrieve a burning bagel which was accidentally left in the oven.
  3. Made marriage proposal arrangements, including flowers, bunny-shaped dessert and reservations at a romantic restaurant.
  4. Provided a company to repair a carbon monoxide leak. Family members relocated as vital repairs were made to their chimney.
  5. Obtained an autographed picture of Barbara Streisand for a surprise birthday gift.
  6. Arranged for the presentation of a live owl to a third-grade classroom.
  7. Organized a spouse’s birthday party at a Japanese restaurant that included customized menus and origami at each place setting.
  8. Sent Chicago-style pizzas to a consultant laid up with a broken leg in Denver.
  9. Outfitted a group of five as hockey players for Halloween, including sticks, pucks, jerseys and a referee with a whistle.
  10. Converted old 8mm and 16mm family tapes to VHS for Christmas presents.

SOURCE: Accenture.com


Personnel Journal, September 1995, Vol. 74, No. 9, p. 96.


Posted on December 28, 2000July 10, 2018

Rating E-Training with Online Surveys

It’s all well and good to givee-learning a shot, but how will you know if your new Web-based approach totraining is working? Ask.


    In much the same way as studentsevaluate an instructor in a traditional course, surveys both before and after acourse give companies an idea of how much students learned and where courses canbe improved.


    Richard Nadler, president of PerseusDevelopment Corporation, a company that develops and markets Web survey softwareand services, says many of his clients give a survey before the event, toexamine expectations. “They are often given a survey at the event, sometimesthrough a kiosk, to see how the training is going. Afterwards a survey measureseverything from the quality of the course, the content, the instructor or leaderif it’s a distance-learning event, and the ways in which the training could beimproved.”


    In traditional instructor-led training,by the time the paper survey was analyzed and results given back, the people whoadministered the training were gone, says Nadler. With online surveys, feedbackis received within hours and the training can be modified quickly.


    E-learning surveys vary in cost fromabout $180 up to $5,000, says Nadler, but for a large corporation, that’spennies. “They are so cost-effective, the value is clear.”


Workforce, January 2001, Vol80, No 1, p. 40  SubscribeNow!


 

Posted on December 24, 2000July 10, 2018

Preventing Illegal Employment Discrimination

A discriminatory work environment can be extremely damaging. Not only can itlead to decreased productivity and lower morale, but it can result in lawsuitsthat are detrimental to the company’s reputation and financial well-being.Judgments can run into the hundreds of thousands or even millions of dollars.Here then are five tips that can help you prevent illegal discrimination fromoccurring in your workplace.

Never retaliate against an employee for filing complaints concerningdiscrimination.
Punishing employees for filing complaints or for cooperatingin an investigation of a complaint is illegal.

Eliminate any illegal screening practices.
Illegal discrimination can often occur when an organization’s policies oremployment testing have an unfair and negative impact on a protected class.

Set the example for appropriate behavior.
It’s important for HRmanagers to set the example for proper conduct in the workplace. Performingevery aspect of your job in a fair and impartial manner will continuouslyreinforce these sentiments.

Never ignore inappropriate behavior.
Take immediate action against anydiscriminatory conduct — no matter how minor it may seem. By ignoring suchbehavior, you appear to be condoning it.

Involve employees.
Share the responsibility of maintaining adiscrimination-free workplace with employees. You can encourage theirinvolvement by being available to hear grievances.

SOURCE: Corpedia Training Technologies, a Mesa, Arizona-based company thatoffers computer-based training products in legal basics, management, personaland communication skills, and workplace safety.


Workforce, November 1999, Vol. 78, No. 11, p. 28 — Subscribenow!

Posted on December 22, 2000July 10, 2018

Tips on Deploying Self-Service Technology Effectively

Workforce talked to consultants andproviders of benefits administration services about how they help clients rollout online systems. Here are some tips that can help you reach workers who areresistant to technology.

  1. Examinecurrent practice to make sure you understand what you need. You want to giveemployees effective tools and not just technology for technology’s sake.
  1. Makea survey of your workforce. Find out what employees think they need and why.Bringing them into the process creates greater commitment to change.
  1. Implementone technology at a time. Allow employees to build a base of skills beforepressing on to still further changes.
  1. Makethe advantages of new systems clear through letters, brochures, or e-mail.Good communication makes employees feel that their needs are being takeninto account.
  1. Considera tiered training structure. Well-built software should require minimaltraining, but more advanced systems for managers may necessitate classes oradditional help.
  1. Offerpaid time not just for training but also for employee play and practice onthe system. Remember: people learn from trying things out and makingmistakes. They must be allowed time for this.
  1. Providea help desk for answering immediate questions and emphasize that you expectemployees to use it.
  1. Double-checkyour system’s integration with back office software like payroll functionsbefore rolling it out. Nothing will turn off employees faster than initialglitches that could have been easily avoided.
  1. Rememberthat many employees worry about security. Make sure you understand thesecurity functions built into your system and demonstrate them to employees.
  1. Launchthe system with fanfare to build employee enthusiasm. That initial surgegets employees involved and moves them past early learning barriers.

Workforce, January 2001, Vol80, No 1, p. 56  SubscribeNow!

Posted on December 20, 2000July 10, 2018

Restaurant Management Believes the Salaries They Read

Although some compensation experts are leery ofSalary.com, that’s not the case for Christi Shade, assistant to the directorof human resources for Wichita-based Restaurant Management. The company, with2,200 employees, has 150 Pizza Hut and 20 Long John Silver’s restaurants ineight states – Arizona, Kansas, Louisiana, Montana, New Jersey, New Mexico,Oklahoma, and Wyoming. That staff includes 320 mid- and top-level managers thatcan make up to $85,000 a year.


    Last September, when thecompany was trying to decide whether to buy the outlets in New Jersey, Shade wasgiven the task of finding out the fair-market salary ranges for managers andassistants there.


    Despite its size, RestaurantManagement doesn’t subscribe to third-party salary surveys or, for thatmatter, need the in-depth data they provide on a regular basis.


    For similar assignments inthe past, Shade had to count on outdated data from state departments of labor.


    This time she clicked onSalary.com. The information is accurate, current, and quick, she says. “I cango right onto Salary.com and type in state information, even down to counties,and get competitive salary rates.”


    At first, Shade says, she waswary because the site wasn’t designed for HR officials. But as she started touse it – and double-check numbers against state labor departments’ data aswell as compile company data and her own cumulative market knowledge – she foundit extremely accurate. She admits that, although the site’s job descriptionsand data met her needs in the fast-food industry, it might not be detailedenough for other industries. And she still adjusts the numbers, for example,factoring in variations for the type of restaurant – dine-in or delivery. Butthey’re a good starting point.


    “I didn’t take Salary.comat just face value,” Shade adds. “I knew what it had originally beendesigned for. I did take quite a bit of time … to check information that Ialready had against reports we had in the past, and it was extremelyaccurate.”


    As for those who faultSalary.com for not being up-front with the details, Shade suggests that perhapsthey just don’t ask for the information. The site always has been forthcomingand helpful when she has had questions on data sources and otherwise. “But ifI have a question, I do ask. Maybe that’s the difference.”


    The use of Salary.com savesRestaurant Management officials not only time – salary information is a fewclicks away, whereas ordering a survey offline can take weeks – but also thecost of purchasing Labor Department data. That can be $8 to $50 a report,depending on how detailed it is, says Shade.


    StockHouse Media’s Loveagrees that the information source may not always be clearly stated, but if shewants to peg a salary range and a Salary.com number seems out of line with theother sources she uses, it’s a simple matter to discard the number. “At thesame time, if my [paid] salary survey, plus the information I am getting from myprofessional exchange group, plus Salary.com are all pretty comparable, I reallythink that that’s a fairly accurate representation then for a salary.”


Workforce,January 2001, Vol 80, No 1, pp. 91-92  SubscribeNow!

Posted on December 17, 2000July 10, 2018

Starting a Drug Testing Program

You’ve made the decision — you want a drug-abuse testing program. Aproperly conceived, designed and implemented program will help make yourworkplace safer, more efficient, and drug free. If not properly designed andimplemented, your drug-testing program can cause more problems than it prevents.


A policy
The first step in setting up a drug-free work place and a drug abuse testingprogram is a well conceived and written policy. A good policy defines the goalsof your program, what substances are tested for, how the urine specimens arehandled and tested, what types of information are conveyed to your company,whether you have an employee assistance program or not, the consequences of apositive test, etc.


It’s difficult to cover every possibility and outcome of drug testing inyour policy. That’s why many companies include a provision which states thatif a situation is not covered in their policy, then they follow the Departmentof Transportation regulations, interpretations, and suggestions.


There are many sources of “canned” policies. However, it’s bestto have a policy that is specific to your company and addresses your specialsituations and circumstances. In addition, you want to be sure your policyfollows the rules and regulations of the state(s) where the testing will occur.


When are tests performed
There are six different times urine drug abuse tests are performed:

  • Pre-employment — It has been determined that a drug abuse test is nota medical procedure and, therefore unlike a physical examination, may bedone as a pre-employment process.

  • Random — Tests performed on employees as a deterrent to drug use.

  • Post-Accident — Performed as soon as possible after an accident todetermine if the employee had any drugs in his/her system. Some employersperform post-accident tests after accidents of any size while others performthe test only if the accident resulted in a certain level of injury,property destruction, etc.

  • For Cause — If you have an employee who is exhibiting bizarre orunusual behavior and you suspect drug use, then you may order a for-causetest. It’s essential that your supervisors are properly trained and welldocument the abnormal behaviors.

  • Follow-Up – A test that’s performed after an employee has had apositive test and undergone appropriate treatment. Now you want to monitorthis employee’s abstinence.

  • Return-to-Work — These tests are performed on employees who havebeen out of work for a specified length of time.

The urine collection process
The collection process is standardized and there are really few decisions foryou to make. The only important decision is whether you want a single specimenor a split specimen. The difference is that with a split specimen, the urine ispoured into two bottles. The first is tested and the second is saved in case theurine donor wants to have the urine tested by a second lab. All DOT-regulatedtests are split-specimen tests.


Testing the urine specimen
The testing should be performed by laboratories certified by the SubstanceAbuse and Mental Health Services Administration. These labs perform thousands oftests every month and know what they are doing.


The laboratory runs all urine specimens through a screening test called animmuno-assay. If the results are negative — no drug or metabolite (breakdownproduct) is detected — then the testing process is complete and the results arereported to the Medical Review Officer (MRO) as a negative.


If the screening test shows the presence of one or more drugs or theirmetabolites, then the urine is tested again using a different method – gaschromatography/mass spectrometry (GS/MS). Only if the drug or metabolite isfound in both tests is the specimen reported to the MRO as a positive.


Confirmed vs. verified results
This is an important distinction. What the lab reports is a”confirmed” result. In other words, the lab says that all confirmedpositive test results have been tested twice and the results of both tests werepositive. All this means that the drug is present in the urine — but saysnothing about whether the result indicates drug use or abuse.


That’s the role of the MRO who verifies the results. The MRO decideswhether a confirmed positive result is indicative of abuse or legitimate use. Ifthere’s no legitimate explanation, then the results are reported to theemployer as a “verified positive.” If the donor has an acceptableexplanation for the presence of the drug or metabolite, then the test isreported as a “verified negative” – the same report as if thescreening test had been negative.


The Medical Review Officer
An MRO is a physician who has experience in the evaluation and treatment ofchemical dependency. In addition, most MROs have completed an intensive 16-hourcourse on the evaluation of drug test results. Although not a requirement, manyMROs have earned certification by passing a written test.


The MRO or his/her staff reviews all negative test results. The MRO mustreview all confirmed positive tests. Under DOT regulations, the donor must becontacted by the MRO and given an opportunity to explain the positive testresults.


It’s the MRO’s job to determine if the presence of the drug or itsmetabolite is indicative of drug abuse or legitimate drug use. The MRO has manytools available to assist him/her in making this decision. Sometimes additionaltests will distinguish between legitimate use and abuse. Other times the donoradmits to abuse.


When there is legitimate use, the donor’s physician is requested by thedonor to provide the MRO with documentation substantiating the donor’s claimsof legitimate use. If the test is positive for opiates, then the MRO may requestthe donor be examined for signs of drug abuse. In most cases a telephoneinterview is all that’s needed.


The MRO serves a dual role. First, the MRO acts as a donor-advocate. The MROquestions the donor, trying to determine if the donor has a legitimateexplanation for the presence of the drug or the metabolite in his/her urine.Second, the MRO protects the employer from wrongly not hiring or firing a donorbased upon an incorrect interpretation of a drug test results.


A good MRO has to be both a good detective and a skeptic. Many donors know alot about drug testing and come up with stories which, on the surface, soundplausible. The MRO has to carefully evaluate each explanation to determinewhether the donor truly has a legitimate explanation or it trying to cover upillegal use of drugs.

Posted on December 17, 2000July 10, 2018

Issues and Problems of Drug Testing

Drug abuse testing may seem fairly straightforward. And in the vast majorityof cases it is. But there are problems and controversies, which can complicatethe process and make it difficult to determine if a donor is abusing drugs.


Why opiates are different
For all the drugs in the DOT-5 panel, except opiates, the obligation ison the donor to prove his/her innocence. The donor must provide an explanationalong with supporting documentation as to why the drug or metabolite is presentin his/her urine. In a sense, the donor is presumed guilty unless he/she canprove otherwise.


With opiates, the situation is reversed. Unless the donor admits to use ofopiates, it’s the MRO’s obligation to prove the donor abuses the drug. Thisdifference exists because of poppy-seed ingestion and the complex nature of themetabolism of drug in this category.


There are three drugs in the opiate family that are tested for: codeine,morphine, and heroin. Codeine is broken down in the body into morphine; heroinis metabolized into morphine and 6-monoacetyl morphine. To confuse the situationfurther, poppy seeds are also metabolized into morphine.


A common misconception is that synthetic narcotics found in many pain pillswill cause a positive opiate test results. This is false. Many doctors aren’taware of this fact. A donor taking Percocet, Tylox, Viocden, etc. will not havea positive drug test for opiates.


When the D.O.T. first established the cut off levels for opiates, the levelwas low enough that a person who ate lots of poppy seeds could actually have apositive result. In order to lessen the likelihood of a falsely positive result,the regulations for verifying a positive opiate result are different from otherdrugs.


Urine cleansers
There are many products that claim to “clean” the urine of anydrug. In the past, many of these products worked. Currently most labs aretesting these substances, technically called “adulterants.” It’s acat and mouse game – as the makers of the cleansers come out with new products,the labs add these substances to their list of adulterants to check the urinefor. The consensus is that most of these products don’t work any longer.


Dilute specimens
This is a hot topic in the drug abuse-testing world. Can a donor drink enoughfluid to dilute his/her urine to such a degree that an otherwise positive testbecomes a negative one? The answer seems to be no. The labs test not only theconcentration of the urine, but also for the presence of certain substanceswhich are always present in the urine no matter how dilute it is.


Witnessed collections
Some employers wonder about having every collection watched by the collectorto ensure the donor doesn’t try anything “funny.” This is generallynot allowed. The DOT guidelines are very specific about this — no observedcollections unless there’s a specific reason for it. Reasons would include arecent test that is dilute or when there is a suspected but not provedadulterant. Certain states and municipalities prohibit witnessed collections.It’s best to steer clear of routinely witnessed drug tests.


The future
The latest development in drug abuse testing is POCT — Point of CollectionTesting. With POCT, the screening test is done immediately after the urine iscollected. If the test is negative, then the process is over and the employerconsiders the results as final. On the other hand, if the test is positive, thenis packaged up following the same guidelines as for a regular drug test and sentoff for confirmation by the lab.


There’s controversy over the use of POCTs. Although they seem to be accurate,the DOT hasn’t yet accepted them for use in regulated testing. The DOT isevaluating POCT kits and probably will approve their use in the future.


The other area that’s hot in drug abuse testing is the use of substancesother than urine. The biggest problem with urine testing is getting the urine.By using other specimens, such as hair, saliva, or nails, makes the collectionmuch easier. These tests have not been approved by the DOT for regulatedtesting.

Posted on December 15, 2000June 29, 2023

Applicant Tracking and Requisition Management

The starting point for an applicant tracking system is the creation of theactual job.


For most established companies, this is done through a job requisition, ormore simply, a request for a person to do a job. In its most basic form, thehiring manager for a department will create the requisition that will list thejob requirements and the knowledge, skills and abilities necessary to completethe job. This ultimately is massaged into a job posting that is communicated toboth internal and external job seekers.


Today’s applicant tracking systems put a lot of emphasis on makingrequisition management a paperless process. Although every vendor has a slightlydifferent method for posting a job, they generally focus on establishing templates,or predefined job descriptions and requisitions that can be easily modified tocreate a job. Then, it is simply a matter of clicking on a few drop-down boxeshere and filling in a few free-form boxes there, and you have a job posting.


Once this information has been created, it may go through a human resourcesreview, or may simply get automatically posted to the appropriate sources (e.g.,job boards, internal/external website, etc.). Some systems even provide separateinternal and external posting language for certain often-filled jobs, allowing amore “marketing” style description for the external and more nuts andbolts for the internal.


Throughout the life of the requisition, job applicants, resumes, notes oninterviews and other data can be attached in database fashion to the requisitionnumber. This is especially helpful for companies who have many locations and acentral HR office to keep current on their job postings.


Posted on December 15, 2000June 29, 2023

Basics of Applicant Tracking

Many companies today are in a daily battle over one of the most scarce laborforces in the past 40 years. These same companies are looking for any edge ingetting the right talent in their door.


For many companies, the answer lies in applicant tracking systems.With the aid of today’s computer and Internet technologies, these systems putcompanies in the fast lane when matching a company’s job posting with theright candidate. So how do these systems work? Proceed.


Posted on December 15, 2000June 29, 2023

Channeling the Resume Flood with Applicant Tracking Systems

If you need skilled workers – and whodoesn’t? – be aware that HR recruiting is changing as fast as the technologythat now supports it. An economy-wide shortage of labor and an overwhelminginflux of electronic résumés are driving the growth of applicant trackingsystems (ATS) from companies like BrassRing Systems and Personic.                    


    The key driver:strong employment growth in service industries coupled with unemployment at a30-year low. In fact, the unemployment rate, according to the Bureau of LaborStatistics, declined to 4 percent in November. No wonder the InformationTechnology Association of America (ITAA) predicted last year that half the needed jobs in information technology – almost 850,000 – would go unfilled in2000, a shortage of one job in every dozen.


    Nor does thesituation look likely to change soon.


    The BLS’projections for the American work force between 1998 and 2008 call for anincrease in total employment of 14 percent, with service industries accountingfor almost all the job growth. During the same period, the supply of workers isprojected to increase by only 12 percent. 


    Statistics likethese have built a market for products that aid recruiters. “We’re seeinggrowth in this category simply because companies have a need to hire people andautomate broken processes,” said International Data Corporation researchmanager Andrew Goloboy. IDC sees the overall category of workforce managementtools –  including applications forhiring, employing and retaining workers – rising from $1 billion in 1999 to $4billion in 2003.


    One huge factor isthe number of résumés generated by online recruitment. Some 2.5 million ofthem are now online. Web sites like Monster.com, where recruiters create jobpostings that generate these résumés, have led to an explosion in theirnumbers. But so have career Web sites run by corporations. A recent Recruitsoft/iLogosResearch report finds 100 percent of Fortune 500 companies will have careerssections, post jobs, and accept applications on their corporate Web site by2002. And while while 76 percent of Fortune 500 companies currently post jobs ontheir corporate sites, fewer than 10 percent use hiring management systems tohandle the flow.


    And what a flow itis. The average life expectancy of a hot résumé, says Recruitsoft, is a mere72 hours. Nor is it just the speed of turnover that’s boosting the ATS market.Because they’re easy to post and disseminate, online résumés often wind upscattershot through hundreds of corporations. “They’re being broadcast allover the world,” says Michael Foster, CEO of AIRS, a firm specializing intools to help companies search for qualified people. “These firehose streamsof résumés demand systems to filter them out and manage the result.”


    With 48 percent ofcorporate recruiters posting their job opportunities on the Web last year,according to Watson Wyatt Worldwide, the trick is to solicit résumés frompeople with the right skills, to manage that electronic information and track itthrough the hiring process.


    For onlinerecruitment is here to stay. Forrester Research believes it will grow from a$1.2 billion industry to $7.1 billion by 2005. Recruiters will increase theironline spending 52 percent in the next three years, mainly at the expense ofprint advertising and search agency fees. With numbers like these, expect to seea continuing demand for résumé management and application tracking services.They’ll give companies a leg up on finding and managing job applicants whoseworth can only continue to climb.


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