Category: Archive

QDear Workforce:

I’m not quite sure just what career opportunities to provide our Senior Technical Individuals at the top of their career path when “no” management positions are available. We are considering dual career paths that would allow a highly technical individual to be at the same or higher grade level as a manager. But, there are issues in our company culture about having a manager in the same grade or a lower grade than individuals they manage. Any ideas?
Cheena Curtis, HR Manager, Memphis, TN.

A

Dear Cheena:

Your dilemma is not a unique one.

Given the current market conditions in the IT/IS industry, a number of companies have justifiably created two separate career paths. Not everyone is suited for a management position, as not everyone is suited for a technical position. Some folks are just plain better at some things than others. It is a bad business decision to promote to a level of incompetence just to be able to provide a higher level of income.

Everybody loses–the employee, the department, and the company. We should not consider, as a primary option, promoting every senior technical professional into a management position but nor can we ignore the strengths they bring to an organization as highly skilled professionals. These professionals need to be rewarded for their skills and contributions as managers are rewarded for managing.

Creating separate job families for technical and management professionals, and utilizing broadbanding of the salary structure is one viable solution. This approach has been utilized successfully by a number of corporate organizations.

The Project Team approach is another that might be worth trying out–where teams, rather than individuals, are assigned separate projects. The senior technical individual now becomes the Team Lead reporting directly to top management. They are now in charge of running the project, but not at the sometimes high personal and professional price of becoming management.

Both of these approaches will probably require some modification in corporate culture in most companies this is a sizable challenge. Consider seeking the assistance of outside consultants for a more professional evaluation and opinion. Once given the support of IT executive management, the battle is half won.

The real questions are (1) how to continue to retain these individuals; (2) what is best for the organization; and (3) is the company prepared to do what it takes to modify the culture?

SOURCE: Careerpath.com, Los Angeles, CA, March 14, 2000.

E-mail your Dear Workforce questions to Online Editor Todd Raphael at raphaelt@workforceonline.com, along with your name, title, organization and location. Unless you state otherwise, your identifying info may be used on Workforce.com and in Workforce magazine. We can’t guarantee we’ll be able to answer every question.

You can use the following short questionnaire in conjunction with an exit interview conducted on-site. The following is just an example.

 

EXIT INTERVIEW

As a resigning associate of _______________, you can be a valuable source of information regarding various working conditions observed during your period of employment.

Please be assured that your questionnaire will not become a part of your permanent personnel record file, and your comments will in no way affect your re-employment possibilities should you desire to seek employment again with _______________.

We are striving to maintain a positive working environment and hope that your suggestions, comments and observations will aid us in accomplishing this goal.

 

ASSOCIATE S NAME (OPTIONAL):
_________________________

Resignation Date:	_______________	Hire Date:	_______________
Job Title:	_______________	Location:	_______________

 

(PLEASE PLACE AN “X” BESIDE YOUR REASON FOR LEAVING.)

REASON FOR LEAVING: (Mark as many as apply)

_____ 1. Secured a different job

_____ 2. Dissatisfied with pay

_____ 3. Moving from area

_____ 4. Family circumstances

_____ 5. Health reasons

_____ 6. Dissatisfied with type of work

_____ 7. Other (please explain)

 

 

(PLEASE RATE THE FOLLOWING FROM 1 TO 10 — WITH 10 BEING THE BEST)

Training received	1	2	3	4	5	6	7	8	9	10
Comments
Company benefits	1	2	3	4	5	6	7	8	9	10
Comments
Career opportunities	1	2	3	4	5	6	7	8	9	10
Comments
Supervision received	1	2	3	4	5	6	7	8	9	10
Comments
Working conditions	1	2	3	4	5	6	7	8	9	10
Comments
Pay for work required	1	2	3	4	5	6	7	8	9	10
Comments
Type of work performed	1	2	3	4	5	6	7	8	9	10
Comments
The job met my expectations	1	2	3	4	5	6	7	8	9	10
Comments
The company s commitment to customer service	1	2	3	4	5	6	7	8	9	10
Comments

 

Please provide any additional information you feel will help _______________ exceed customers’ expectations, attract and retain excellent employees.

 

SOURCE: Mike Smith, P.O. Box 1692 Wal, NJ 07719, ms@mikesmith-hr.com

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.

January 20, 2000

 

To:	Tracy L. Quick
	1234 Fish Pond Road
	Big Lake, MN 55372
Subject:	Feedback

 

It has been a short time since you left _______________. Regardless of the reason you left, we hope your current situation or prospects are looking good.

We would like your help. We sincerely want to know what people that have worked with us feel and believe about our organization, management, and people.

Please complete the short questionnaire, attached to this letter and return it to us in the enclosed pre-paid envelope. You do not need to include your name. However, if you would be willing to talk about your feedback, please include your name and a phone number where we may contact you.

Thank you,

 

 

Human Resources Department

 

---

EXIT QUESTIONNAIRE

As a former associate of _______________, you can be a valuable source of information regarding various working conditions observed during your period of employment.

Please be assured that your questionnaire will not become a part of your permanent personnel record file, and your comments will in no way affect your re-employment possibilities should you desire to seek employment again with _______________.

We are striving to maintain a positive working environment and hope that your suggestions, comments and observations will aid us in accomplishing this goal.

ASSOCIATE’S NAME (OPTIONAL):
_________________________

Termination Date:	_______________	Hire Date:	_______________
Job Title:	_______________	Location:	_______________

(PLEASE PLACE AN “X” BESIDE YOUR REASON FOR LEAVING.)

REASON FOR LEAVING: (Mark as many as apply)

_____ 1. Secured a different job
_____ 2. Dissatisfied with pay
_____ 3. Moving from area
_____ 4. Family circumstances
_____ 5. Health reasons
_____ 6. Dissatisfied with type of work
_____ 7. Other

(Please give your name and telephone number if you would like to talk to us:)
_________________________
_________________________

---

Section B

Please use the following ratings for Section B.

Not satisfied
1   2   3   4

Acceptable
5   6

Satisfied
7   8   9   10

Training received	1	2	3	4	5	6	7	8	9	10
Company benefits	1	2	3	4	5	6	7	8	9	10
Career opportunities	1	2	3	4	5	6	7	8	9	10
Supervision received	1	2	3	4	5	6	7	8	9	10
Working conditions	1	2	3	4	5	6	7	8	9	10
Pay for work required	1	2	3	4	5	6	7	8	9	10
Type of work performed	1	2	3	4	5	6	7	8	9	10
Work schedule	1	2	3	4	5	6	7	8	9	10
The job met my expectations	1	2	3	4	5	6	7	8	9	10
The company’s commitment to customer service	1	2	3	4	5	6	7	8	9	10

Did you receive feedback from your manager? (circle one)
YES   NO

If you did receive feedback from your manager, how helpful was it? Explain why it was or was not helpful.

 

What did you like best about working for _______________?

 

What did you like least about working for _______________?

 

In terms of compensation and benefits, what would it have taken for you to stay with us?

Please tell us the type of work (job title) that you have now:
_________________________

Pay for this job is: __________

Please provide any additional information you feel will help _______________ exceed customer’s expectations, attract and retain excellent employees.

 

SOURCE: Mike Smith, P.O. Box 1692 Wal, NJ 07719, ms@mikesmith-hr.com

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.

Dear Workforce:

How many states ban the use of cell-phones while driving?
–Sherry Scallon, Sr. Human Resource Generalist at Nelson Communication Inc. in Lawrenceville,NJ

A

Dear Sherry:

Your pizza-delivering employees can keep chatting away, at least under the law. No state bans it.

California, Florida and Massachusetts do place restrictions on it.

• In CA, there are rules requiring rental cars to provide safety instructions for cell-phone users.
• In FL, there are rules that say you must be able to hear surrounding sounds from at least one ear (in other words, no headphones, I guess).
• In MA, you must have one hand on the wheel at all times.

In the city of Brooklyn, OH, and in a couple of Pennsylvania towns, they’re banning or trying to ban the use of cell phones. In addition, 24 states are considering bans.

For more information, check out this item in the Research Center:

/archive/article/no-phoning-home-or-work-while-driving.php

SOURCE: Todd Raphael, Online Editor for Workforce, and the National Council of State Legislatures, March 9, 2000.

E-mail your Dear Workforce questions to Online Editor Todd Raphael at raphaelt@workforceonline.com, along with your name, title, organization and location. Unless you state otherwise, your identifying info may be used on Workforce.com and in Workforce magazine. We can’t guarantee we’ll be able to answer every question.

The following is a possible job offer. It’s just one example. The important thing is to specifically detail the benefits your company offers and restate what was said verbally. Make sure you clarify the basics — salary, hours, benefits, etc.

 

May 5, 2000

Jane Smith
245 Elm Street, Apt. 45
Columbus, OH 43221

Dear Ms. Smith:

Welcome to Making Your Business Better Inc. (MYBB). I’m happy you accepted the job last week when we talked on the phone.

This letter reiterates the verbal employment offer for the position of Assistant Manager for MYBB. It is an exempt position with an annualized salary of $XX,000 (list hourly wage for non-exempt). The job description is attached.

(Include if providing relocation allowance.)
You will receive a flat relocation allowance of $XXXX. MYBB will pay you half of the allowance upon acceptance of the employment offer, and the other half after you have secured a place to live. This allowance is contingent upon you remaining at MYBB for one full calendar year.

In other words, if you leave on your own volition before completing six months of employment, you agree to reimburse MYBB for the full amount of the relocation allowance. If you leave between six and 12 months of employment, you agree to reimburse MYBB for the amount of one-half the relocation allowance. If MYBB asks you to leave for any reason, no relocation allowance will be due to MYBB.

You start with MYBB on May 15, 2000. There is a six-month probationary period, with an interim review at 90 days and a more formal review at six months. The probationary period may be continued in MYBB’s sole discretion. Your first 30 days includes a structured orientation program focusing on the managerial function as well as the overall business and functionality of each department.

Your employment by MYBB is an employment at will, and accordingly, either you or the company may terminate the employment relationship at any time with or without cause.

There are 16 days of paid personal leave (PPL) per employment year, which you begin accruing immediately. Two of the days may be used during your probationary period as they are considered “floating holidays.” You are eligible to take the remaining PPL days after the completion of your probationary period. Any earned, but unused PPL will be paid at the time of termination of employment. All other days taken during the probationary period are time off without pay.

You are eligible for the employee benefits package, after the appropriate waiting periods (put in check marks on the left):

_____	Health Plan for yourself (you pick up the cost of any dependents)
_____	Vision and Dental coverage for yourself (you can also add dependents at your expense)
_____	Life Insurance
_____	Long-term Disability
_____	401(k) Pension Plan with a 25% match
_____	Money Purchase Pension Plan (5.7% of total compensation upon eligibility)
_____	Employee Assistance Program

We’re required by law to obtain documentation within the first three days of employment that you are eligible to work in the United States. Acceptable documents are listed on the attached sheet. Please bring copies of your documentation your first day of work.

Jane, you’ve made a good choice in selecting this job, and we are looking forward to having you on the staff here. You’re going to be a great addition to the team. Please sign one copy of this letter and return it to me to indicate you’ve accepted the terms of this employment.

Sincerely,

 

Susan Better
MYBB

 

EMPLOYMENT OFFER AND MYBB’S TERMS AND CONDITIONS OF EMPLOYMENT ACCEPTED:

__________________________	_______________
Name	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.

Sample Not-Offered-Job Letter

 

Ms. Jane Smith
245 Elm Street, Apt. 45
Columbus, OH 43221

Dear Ms. Smith:

It was good to meet you in the interview held recently for the Assistant Manager position. It was difficult to choose from such a good crop of candidates.

We have offered the job to one of the other candidates. Still, we encourage you to keep your eyes out for future openings at Make Your Business Better as they become available.

In the meantime, we wish you the best of luck in your job search and any other endeavors.

Sincerely,

 

Jane Doe
Make Your Business Better

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.

Q

Dear Workforce:

Do you know any good resources for learning about different long-distance MBA programs with HR components?

A

Dear MBA-hopeful:

Try the book “The Best Distance Learning Graduate Schools,” by Phillips and Yager, published by Princeton Review Publishing.

It has information an a couple of hundred schools, and designates which ones have HR components. Good luck.

SOURCE: Todd Raphael, Online Editor for Workforce.

E-mail your Dear Workforce questions to Online Editor Todd Raphael at raphaelt@workforceonline.com, along with your name, title, organization and location. Unless you state otherwise, your identifying info may be used on Workforce.com and in Workforce magazine. We can’t guarantee we’ll be able to answer every question.

Sample Confirmation Letter

Ms. Jane Smith
245 Elm Street, Apt. 45
Columbus, OH 43221

Dear Ms. Smith:

Thank you for sending your resume and application for the position of Assistant Manager at Make Your Business Better.

We’re going to be interviewing people starting May 1, 2000, and hope to settle on a candidate by June 1, 2000.

Thank you for your interest in Make Your Business Better, the most respected source of business/management information.

Sincerely,

 

Jane Doe

Make Your Business Better

 

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.

Below is a template for whata basic job description should include. Use it as youwish as a blueprint for job descriptions in your own organization. Note thatthis does not in any way constitute legal advice and that your company’sdocuments should be reviewed by your own attorney.

Make Your Business Better,Inc.

Job Description:
Accounting Clerk/Receptionist

Job Title:	AccountingClerk/Receptionist
Department:	Finance
Reports To:	SeniorAccounting Manager
FLSA Status:	Non-exempt,Full-time
Updated Date:	February4, 2000

PRIMARY PURPOSE
Work in thefinance department in all areas and in general office/administration.

DUTIES ANDRESPONSIBILITIES

Accounts Payable (60%)

1. Assiststhe Senior Accounting Manager in performing all Accounts Payable functions.Such duties include, but are not limited to:

• Opening and/or sortingfinance mail
• Vouchering all incominginvoices
• Distributing vouchersfor department approval; distributing vouchers for President/CEO approval

2. Inputs Accounts Payable datainto the accounting system after all approvals have been made.

3. Assists in running checks asdirected by the Senior Accounting Manager.

• Works with SeniorAccounting Manager to ensure that key bills where there is a substantialpre-payment or early payment discount, are paid on time.
• Ensures that nopenalties accrue for lay payments.

4. Gets checks signed. Preparesall material for mailing, ensuring that appropriate copies are maintained andfiled, according to departmental guidelines.

GeneralAdministrative (40%)

1. Handles reception dutiesincluding telephone answering, distributing telephone sheets and other relatedduties.

2. Works with Senior AccountingManager in handling general administrative duties, including, but not limitedto:

• Managing supplyinventory and doing ordering
• Filing
• Copying
• Providing shipping roomback-up, as needed
• Other related duties
• Provides departmentworkflow support

3. Works with Senior AccountingManager in benefits enrollment and communication duties, including but notlimited to:

• Distributing regularinformation reports
• Distribute new employeewelcome package

4. Other office duties, asrequired, including but not limited to: typing, filing, making reservations andmaking telephone calls.

EDUCATION and/orEXPERIENCE
Qualificationsand Requirements:

·   Education:High school degree.

• Specialized Training:Bookkeeping courses.
• Previous Experience:One to two years of bookkeeping experience.

LANGUAGE SKILLS
Ability toread and interpret documents such as safety rules, operating and maintenanceinstructions, and procedure manuals. Ability to write routine reports andcorrespondence. Ability to effectively present information and respond toquestions from clients and customers.

MATHEMATICAL SKILLS
Ability to apply concepts such asfractions, percentages, ratios, and proportions to practical situations.

REASONING ABILITY
Ability to define problems, collectdata, establish facts, and draw valid conclusions. Ability to solve practicalproblems and deal with a variety of concrete variables in situations where onlylimited standardization exists. Ability to interpret a variety of instructionsfurnished in written, oral, diagram, or schedule form.

PHYSICAL DEMANDS
The physical demands described here arerepresentative of those that must be met by an employee to successfully performthe essential functions of this job. Reasonable accommodations may be made toenable individuals with disabilities to perform the essential functions.

Whileperforming the duties of this job, the employee is regularly required to talkor hear. The employee frequently is required to sit. The employee isoccasionally required to stand; walk; use hands to finger, handle, or feel;reach with hands and arms; climb or balance; stoop, kneel, crouch, or crawl;and taste or smell. The employee must frequently lift and/or move up to 25pounds. Specific vision abilities required by this job include close vision,distance vision, color vision, depth perception, and ability to adjust focus.

WORK ENVIRONMENT
The work environment characteristicsdescribed here are representative of those an employee encounters whileperforming the essential functions of this job. Reasonable accommodations maybe made to enable individuals with disabilities to perform the essentialfunctions. The noise level in the work environment is usually moderate.

SPECIFIC REQUIREMENTS
Skills:

• Word processingsoftware
• Accounting (payables,receivables, general ledger, billing) software
• Spreadsheet software
• Ability to use theInternet and e-mail
• Ability to manage andcomplete multiple tasks

Knowledge:

• Accounting terms,principles and processes

The information contained inthis article is intended to provide useful information on the topic covered,but should not be construed as legal advice or a legal opinion.