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Posted on October 26, 1999July 10, 2018

Table of Contents November 1999

Cover Story


Brand HR: Why and How to Market Your Image
By Shari Caudron
If you want HR to be perceived as more strategic, more valuable, more credible, more whatever, you need to start thinking like a business with a product and market your overall brand image.


Features


Goodbye Training, Hello Learning
By Eileen M. Garger
To retain key talent, remain competitive and ensure long-term profitability, organizations are making dramatic changes in the way they develop the knowledge and skills of their workforce.


Generation X and the Art of the Reward
By Scott Hays
A little freedom and quick feedback goes a long way to keeping Gen Xers satisfied. Maybe. Here’s the lowdown on how to motivate and reward these young employees.


Communicating in a Global Environment
By Charlene Marmer Solomon
Communication can be difficult with all the different cultures that compose a global organization. You need a strategy to make your message crystal clear to employees—no matter where in the world they are.


HR 101


Contingent Staffing
This monthly section offers everything you need to know about important HR topics. In this month’s issue, HR 101 covers a range of contingent staffing concerns—including best practices, legal compliance, budget implications, technology and policy.


Departments


Putting It Together
Cleveland R-O-C-K-S!


News Angle
Xerox Fires Employees For Internet Misuse


The Buzz
   Working Wounded: Handling Questions About Ex-Employees?
   On the Contrary: It’s Not What You Say …
   The Leading Edge: Leadership From the Inside Out


InfoWise
Getting Rid of the Paper Chase


Forté
Kinko’s Dials Into Automated Applicant Screening


Legal Insight
Looking Back on 100 Years of Employment Law


Money Matters
HR Finds New Ways to Cut Retiree Health-Care Costs


Crossfire
Does Genetic Testing Send the Wrong Message?

Posted on October 25, 1999July 10, 2018

Nine Criteria for Evaluating Your Selection System

Nine things to consider when evaluating your method ofselecting new employees:

·   Ease ofimplementation: if it is difficult to administer, you won’t use it.

·   Ease ofinterpreting outputs: if it is difficult to interpret results, it’s notuseful.

·   Breadth ofprofiles offered: how many titles and positions covered? Often, a fewprofiles are able to widely predict performance across many jobs.

·   Coverage ofcompetencies: if you can only test for three competencies, test forinterpersonal skills, problem solving and work ethic.

·   Time to hire:the process should only take one to two days tops, including evaluating andscoring.

·   Legaldefensibility: how would the results generated help or hinder you in court?

·   Price per hire:if two systems are equally valid, then you’d take the cheaper one.

·   Reliability andconsistency: will a hiring manager still use it correctly three years aftertheir initial training sessions have been completed?

·   Perceivedfairness of test: test takers are future customers. How will they feelabout your test later?

SOURCE: From a speech by MatthewO’Connell, co-founder of Select International, at a conference on Recruiting & Hiring in a Tight LaborMarket: New Practices in Recruitment & Selection, May 5-6, 1999.

Posted on October 22, 1999July 10, 2018

iWorkforce-i Editorial Guidelines

Whether you are a freelance writer, an HR practitioner, an attorney, aconsultant, or a PR person representing a company or product, please keep thefollowing guidelines in mind when you’ve got a story idea for Workforce magazineand Workforce online.


Reader Profile
    Workforce readers and users are human resources professionals who are movingbeyond their traditional roles as policy police and picnic planners. They areactively working to make their businesses better.


    They are college educated and have been in the human resources field anaverage of 12 years. Our community of readers and users works in all industries,and in organizations of all sizes; the average reader works in an organizationwith 1,200 employees.


Content Goals
    Workforce presents these HR professionals with the trends and tools they needto bring about important business results in their companies or non-profits.Both the magazine and the Web site establish context, raise awareness, and sighttrends. Both offer HR professionals the tools they need to take action, andpresent content that shows how HR achieves business results.


    HR’s business impact might be helping to achieve a specific business goal,such as opening a new market, remaking a hiring initiative, creating a trainingprogram that improves profitability, launching a new product, or completing anacquisition.


    Workforce recognizes that much of what HR addresses begins outside theorganization. HR is shaped (in part) by the economy, changes in society,legislation and legal decisions, and general business trends. HR doesn’t existin a vacuum. It doesn’t run programs for their own sake, but because they canhelp the organization achieve a business result. That result might be preventingcostly lawsuits, slashing administrative costs, or consistently hiring toptalent. HR’s impact also might be found in its contribution to higher profits,greater productivity, higher stock prices, or greater market share. Whateverform the impact might take, it must be specific and measurable.


Feature Packages
    To make HR trends and tools for business results as useable as possible forour audience, writers and editors create feature packages containing severalelements, as opposed to the more traditional 2,000-word-long narratives.Examples of these feature packages can be seen in our most recent issues (Dec.2000 and later).


    When we assign freelance writers to create story packages for us, we pay themat rates commensurate with their background and experience, and the story’scomplexity and length. Contributors who are HR professionals and others in thefield are compensated by the exposure they receive on the Web site and in themagazine. We ask you to sign an agreement to that effect.


    The feature packages we publish identify trends, provide readers with toolsthey can use in the course of their work, and give readers examples of thebusiness results that come about through steps taken by the companies and peoplewe write about.


    Here are some ways to think about presenting your story:

  • Trends: What’s happening in the world, socially, economically, andpolitically that affects HR and its work? How does the trend present itself? Arethere statistics, studies, company experiences, etc. that demonstrate that thisis an actual trend and not just an inconsequential blip on the business radar?

  • Tools: In a story about formalizing flextime (Feb. 2001 issue), the toolsincluded a sample flextime proposal from PricewaterhouseCoopers, seven tips fromexperts who have established workable flextime programs and a list of Webresources. These were all separate elements of the feature package.

  • Business results: These represent HR’s impact in the organization. How did HRhelp a company save money, increase profitability, retain key employees, etc.,as a result of the initiative being described? Case studies are an excellent wayto present these results. “Formalized Flextime” presented three casestudies of how companies approached flextime scheduling.

What Kinds of Stories Do We Want?
    You are probably a regular reader, but if not, we suggest getting two orthree recent copies of the magazine and reading through them. The most recentissues — December 2000 and thereafter — are a reflection of the kinds of storieswe’re looking for. You also can read recent stories on the Website. Although feature packages are presented a little differentlyon the Web, they still give you a good idea of how we’re presenting our content.(The top story on the homepage is usually something that also is featured inthat month’s magazine.)


    If you have a story idea, it’s a good idea to first pitch it to the editorsvia e-mail. A pitch should be a succinct description of what the story would beabout, who you would talk to, what sidebars and “tool” material mightbe appropriate, etc. That way, we can see whether the idea interests us withoutyour going through the whole writing process only to discover it’s something wedid last year or something that’s not a good fit for our audience.


    For example, Workforce does not publish articles that just summarizepublished thought on a topic-say, a piece that deals in the abstract withstrikes or unions. Instead, in the November issue, we examined how a “neweconomy” strike at Verizon contained important lessons for all HRprofessionals. Once we had published a trend story on the graying workforce, wepresented a feature package of stories on how HR can go about hiring olderworkers, and making the most of their talents (Feb. 2001).


    Also, Workforce is not a research journal or an academic Web site. However,we are committed to keeping readers informed of new trends and developments, aswe did in a story about impairment testing as an alternative to drug testing.When writing about research, the focus must be on the implications of theresults, not on the methodology. These articles may summarize either currentpractice (e.g., how many employers use pre-employment testing and a discussionof whether the number is increasing or decreasing and why) or discuss a newtechnique or system. In the latter case, articles should include some evidencethat the idea has been tested in an actual organization.


General Advice

  • Be specific. Many stories are not of interest to us because they are toosuperficial. Remember that readers need details. For example, don’t merelyadvise readers to plan for retention, but instead find an interesting aspect ofthe retention challenge (see Nov. 2000’s story, “Retention on theBrink.”)

  • Get to the point. Choose a single point to be made by the piece and statethat point in the first two paragraphs. Although background informationoccasionally is helpful, several pages of introductory material should notprecede the discussion at hand.

  • Be original. If you already have a manuscript that you want us to consider,it must be original and previously unpublished.

  • Attribute information. Identify the sources of information cited. Forexample, rather than merely noting that “30 percent of American employersoffer child care benefits,” say, “Thirty percent of American employersoffer child care benefits, according to the US Department of Labor.”

Lead Time and Acknowledgments
    Workforce magazine is published monthly, and we assign stories approximatelythree months in advance (In early March, for example, we are assigning storiesfor the June issue). The lead time for the Web site is a little more flexible.


    Given the volume of material we receive, we do not acknowledge allsubmissions. However, if we decide to use your story, we’ll e-mail you to letyou know, and send you an agreement for your signature. If you send a manuscriptand want it returned, include a self-addressed stamped envelope. Publishingdecisions usually are made within six weeks of receipt. Once a manuscript hasbeen accepted, writers should allow as long as six months for publication.


Manuscript Specifications
    When preparing manuscripts, please observe the following:

  1. Let us know if you are simultaneously submitting your piece to more thanone publication .

  2. Submit manuscripts as attached files in Microsoft Word or as a plain text(ASCII) file. Use the subject line of your e-mail to indicate that you aresubmitting a manuscript for review. Within the e-mail, please include your fullname, e-mail address, street address, and telephone number. Direct yoursubmissions to Carroll Lachnit.

  3. Although electronic submissions are much preferred, we will considersometimes hard-copy manuscripts. Please do not submit manuscripts by fax. Ifsubmitting by mail, please send to: Ronda Lathion, content developmentadministrator, Workforce, PO Box 2440, Costa Mesa, CA 92628. If you aresubmitting hard-copy manuscripts, please send two copies. Please double-spacethe hard-copy manuscript and use standard margins. Include a stamped,self-addressed envelope if you want the material to be returned to you.

  4. The author’s name, title, organization, address, telephone and faxnumbers, and e-mail address should appear on the first page. Similar informationfor co-author(s) should be included as appropriate. Please indicate which authorshould receive correspondence.

  5. Please include a brief (two sentence) biography of the author(s).

  6. All illustrative material (charts, graphs, tables) should be referred toas figures and numbered consecutively as they appear in the text.

  7. Generally, Workforce retains all rights for re-use of the manuscript.Occasional exceptions are made.

  8. Please do not send anything that you need returned (such as your only copyof a graphics file).

Specialized Content
    We use more than just feature stories in the magazine and on our Web site.There are several ways in which users, readers and others may contributematerial.

  • Mini case studies: Sum up in 300 or so words how your organization solved aproblem, found a new twist on an old strategy, or using an HR strength toimprove the organization. For example: UPS found a way to bring inner-cityworkers to its suburban facility, solving two serious workforce problems withone great idea-subsidized public transportation.

  • “Raw Data”: Do you have a company document that encapsulates agreat idea, presents an insightful mission statement or demonstrates how HR isdoing its job creatively? We’d like to see it. Some examples: Hewlett-Packard’soriginal mission statement; Ben & Jerry’s job description for a”guerilla marketing” ice-cream sampler; Time-Warner/AOL’s memo on howits benefits would be realigned in the wake of the merger.

  • Assessments: Do you have any self-assessments, quizzes, or other interactivetools that HR professionals can uses to make decisions on hiring, promotion,teams, organizational direction, or other areas? We would love to take a look atyour assessment tools, and possibly use them a sidebar or back-up material tosupport a feature article on the Web site or in the magazine. In all cases, thesource is credited.

  • Opinion: Editorials of 600-850 words about topics in news, sports,entertainment, culture, society, and business affecting workplaces appear in the”Work Views” section of the Web site. Keep your editorial to onetopic, and feel free to write about the stuff you talk about at the kitchentable — your passions.

  • Survey results: We welcome the results of surveys about the HR profession orabout issues of interest to HR professionals. This material may be used as asidebar to other material, as a graph to accompany other material, as back-upmaterial to support a feature article, or within an article. In all cases, thesource is credited.

  • Samples and resources: Because Workforce gives its users the tools they needto take action, we welcome samples of policies (such as a sexual harassmentpolicy, employee travel policy, and so on), employee communication material(material encouraging enrollment in a 401(k) plan, for example), forms (such asan application form) and other material that users can learn from.

  • Humor: Some of the strangest things happen at work. Even HR professionalscan’t be serious all the time, so we encourage submissions of anecdotes (storiesabout things that happened at work), examples (memorable gaffes on resumes, forexample), and other work-related humor. Please, keep it clean.

Questions
    If you have further questions about a manuscript or an idea for a featurepackage for Workforce magazine or Workforce online, please send e-mail toCarroll Lachnit, content managing editor, 714/751-1883ext. 224, or to Todd Raphael, online editor,714/751-1883, ext. 223.

Posted on October 22, 1999July 10, 2018

Paid Time Off Incentive Program Keeps Employees At Bat

Issue: It’s the same question asked over and over in today’s competitive job market: what benefit can employers offer to retain talented employees? Recently, David DeCapua, vice-president and partner at Dawson Personnel Systems in Columbus, Ohio, came up with a novel answer—and it hasn’t cost his company one cent.


Paid time off for productivity.
What DeCapua offers to his 65 full-time employees is extra paid time off if certain productivity goals are met. The program, implemented in 1998, has employees at the temporary staffing agency “knocking the cover off the ball,” DeCapua said recently. And, though the company retains the right to terminate the incentive program at any time, DeCapua has no plans to do so at this time.


Reduced hours for meeting goals.
Offered first to Dawson’s sales staff, the program allows a salesperson to work “bankers’ hours” for the rest of the month as soon as the monthly sales goal is met. This means, for example, that if an employee reaches his sales goal on the third day of the month, he can work from 8:30 a.m. to 2:00 p.m. for the rest of the month. In addition, if that sales person happens to be the first person to reach the goal that month, he also receives an additional two days off at the end of the month. And the results? “I had an employee tell me recently that she met her goal on the fourth day of the month,” DeCapua said. “Does that not show you the potential your employees have that you’re holding back if you don’t implement these types of plans?”


Setting goals.
Setting the goals for sales staff is easy, according to DeCapua. “Ask yourself: ‘in my business, what would be considered a really big month for a sales person?’ Then, raise the bar by 20 percent,” he suggested. But he admitted that setting goals and structuring the rewards for employees in his administrative and accounting departments was much harder. “I deferred to my department managers,” he said. In turn, the managers polled employees and asked how such a program could work for them.


How it works.
According to DeCapua, some employees asked for Mondays or Fridays off. “I told them that if you can get your work done in a four-day time frame, that’s fine,” he said. But DeCapua insists that a PTO incentive program must be offered to all employees—not just sales staff. “Sales staff may be making the money, but they couldn’t do it without the support of everyone back in the office,” he pointed out.


Customers’ reactions.
From the beginning, one of DeCapua’s big worries was how clients would react to an empty office on late afternoons. However, the staffing agency’s clients have been very supportive of the program and, in fact, sales have been way up since the program’s implementation. One explanation for continued customer satisfaction might be the fact that employees on bankers’ hours aren’t completely off the hook—DeCapua insists that they check in for messages during their time away from the office. “With cell phones and e-mail, it’s not that big of a deal,” DeCapua stresses. “In addition, we’re implementing a system here whereby employees will be able to check their e-mail by phone,” he explained.


Advice to employers.
DeCapua offers simple advice to employers wishing to implement a similar program. “Step up to the plate and make the changes,” he says. “If you don’t, the grass is going to be greener somewhere else. I guarantee it,” he advises.


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. For more information and other updates on the latest HR news, check our Web site at http://hr.cch.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.


Posted on October 21, 1999July 10, 2018

Retiree Health Accounts Attractive for Concerned Employers

Issue: You’re an employer with a traditional retiree health care plan that is very expensive. Is there a less costly alternative for you?


Answer: Consider setting up retiree health care accounts. These accounts represent a shift away from a defined-benefit approach to a defined contribution approach in employer-provided retiree health benefits.


The IBM plan.
IBM “got a lot of splash” for setting up retiree health care accounts for its employees, according to Steve Coppock, a principal at Hewitt Associates’ Health Management Practice. Under IBM’s plan, IBM will establish a retiree health account for each employee who is age 40 or older and who has at least one year of service. The company will then credit this account with $2,500 each year for 10 years. IBM’s plan illustrates the defined contribution-type approach to retiree health care in which the employer is “on the hook” only for a specific dollar amount.


When the employee is age 55 and has completed 15 years of service, he or she can retire and have access to this account. Account balances are forfeited if employees leave before fulfilling the age and service requirements. Upon retirement, the employee can use the account balance to pay for health benefits offered by IBM.


Funding the retiree health accounts.
According to Mr. Coppock, most employers do not prefund retiree health care accounts with “actual hard assets dedicated to this purpose.” Instead, employers use an accounting entry to fund the benefits.


What are the tax implications for the employer?
If the employer uses “phantom” accounts that are not funded with hard assets, the employer “doesn’t get the tax deduction until money leaves its hands.” This means that the employer can take the tax deduction when it pays for benefits (or insurance premiums) or prefunds a trust fund to back up the account balances (subject to tax limitations).”


Cite: “Philosophical shift to DC approach creates options for retiree health care programs,” Interview with Mr. Steve Coppock, CCH’s Benefit Plan Compliance, September 1999, Volume 3, Issue No. 9.


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. For more information and other updates on the latest HR news, check our Web site at http://hr.cch.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.


Posted on October 21, 1999July 12, 2024

A Congressional Leader Talks Taxes

Many Workforce members have for years been using the Work Opportunity Tax Credit (WOTC) to hire disadvantaged job candidates who may otherwise have been shut out of the work force.

When President Clinton recently rejected an $800 tax bill, which included an extension of the expiring WOTC, it left the fate of the tax credit up in the air. In an exclusive interview with Workforce, Rep. Amo Houghton, a New York Republican on the powerful House Ways and Means Committee, talks about the prospect of a special “extender” bill that would revive the WOTC. He also discusses what Workforce members can do to influence the congressional process, why Congress keeps toying with the tax code, and what’s happening with the minimum wage.

Workforce:

So it looks like the big tax cut bill isn’t going to fly. Does that mean the WOTC is dead?

Houghton:

No. WOTC as well as the research and experimental credit expired on June 30, 1999. Other so-called extenders expire December 31 and on other dates. The House Ways and Means Committee marked-up an extender bill after the President vetoed the big tax cut bill. The extender bill has not gone to the floor of the House, but that might happen any time. The Senate Finance Committee will probably mark-up their version of the extender bill in the next week or so.

Workforce:

I see. So play oddsmaker. What are the chances of this?

Houghton:

. It is not certain. However, the Chairmen–Ways and Means and Senate Finance Committees–have publicly indicated their desire and intent to extend the credits on a retroactive basis. I believe there will be a final bill. Of course, this could always go off track as we struggle to complete the Appropriations bills in order to finance the government.

The latter is the only thing we must by law do to keep the government going! I anticipate we will complete an extender bill that will be signed into law. It may be for a shorter period for WOTC, say a year, rather than the 2 1/2 years that was in the big tax bill.

Workforce:

If Workforce.com members want to make an impact, what can they do? Who can they call or e-mail?

Houghton:

. Well, be aware of the program and especially watch the expiration date. We’re in a budget confrontation here, so it is likely that once again we will end up with a short WOTC extension. I strongly look forward to the day when we enact a bill with a permanent extension of WOTC, or certainly a multi-year extension. So Workforce.com members should make their views on the subject known to their representative and senator–especially if the elected officials are members of the House Ways and Means Committee and Senate Finance Committee. That’s where most of this gets worked out. You can always call, e-mail or write your elected official. Believe me, that gets results. There is nothing like hearing from your own constituents–those people who are making the system work.

You can always call, e-mail or write your elected official. Believe me, that gets results.

Workforce:

What’s an employer to do now? Keep hiring people eligible for the credit and hope it returns?

Houghton:

.Good question. That’s why I dislike this process we seem to go through every year, at least recently, on the extenders. For example, if I were still in business, as I was for over 30 years, I would not include the research and experimental credit in my planning.

If it’s on a year to year basis, without any hard assurance it will be continued, that is not an incentive to increase your research. However, based on the assurances of the Chairmen, I am optimistic, but cautious. I think you keep filing the paperwork to assure the company will get the credit and assume at this point it will be re-extended. We should know the answer relatively soon.

Workforce:

What if the bill doesn’t go through this year? What happens next year?

Houghton:

. It certainly is a problem if an extender bill is not enacted this year. Why? Because if we go over the calendar year end (most taxpayers file their returns based on the calendar year), then it becomes more complicated if the WOTC is extended retroactively back to July 1, 1999. Any bill would probably not be enacted until next summer. So you have many months of uncertainty, while you are trying to determine whether to delay filing the business income tax return or to later file a claim for refund.

This also creates problems with forms, etc., not to mention the negative opinion of the program that results from such uncertainty. An even-worse scenario would be to not retroactively extend the credit, but start anew in 2000.

Workforce:

With so many parts of the tax code on-again, off-again, how the heck can the average employer plan a work force and a business?

Houghton:

. Another good question. Some of the on-again, off-again is driven by revenue, or the lack thereof. We have a “pay for” rule on any new tax legislation. That creates problems because the estimated budget surpluses are small for the next few years (other than social security surpluses, which we are trying to avoid spending) and there are lots of calls on the money.

I believe a better approach than what we’ve been doing–adding new tax provisions one after another–is to take a serious crack at simplifying the tax code. It was estimated in 1991 by the Tax Foundation that a small business spent $4 for every $1 it paid in taxes. Also, there has been recent testimony that the annual cost of tax compliance is about $800 for every man, woman and child. There has to be a better way and I believe it is to concentrate on simplification. That’s what I’m trying to focus on in as chair of the Ways and Means Oversight Subcommittee–writing articles and introducing simplification legislation.

Workforce:

You’re the sponsor of the WOTC bill, you wrote it. You must believe in it. What do you say to skeptics that claim this is just more corporate welfare?

Houghton:

Well, first of all I have no problem with “corporate welfare” in the bigger sense of it encompassing all of us into one body–if it helps all. In the narrow sense, which is the typical use of the term, I don’t consider the WOTC program some corporate giveaway. This is a program that I view as a “welfare to work” program in its true and best sense. After welfare reform we are now getting down to the long-term unemployed. Of course, our strong economy has been a major force in reducing unemployment.

Nevertheless, many of the potential employees who qualify as a member of a WOTC targeted group, and thus qualify the employer for the credit. I’m told many times these individuals need basic employee training on how to work, e.g. arriving on time, proper dress, communication, becoming part of a group. An employer takes on a responsibility and additional costs when such a person is hired. WOTC encourages the employer by offsetting some of these additional costs. The benefits of the credit are significant–one, to the employee who obtains a job and begins to acquire work experience and self-respect, and two, to the employer who can end up with a loyal employee, and three, to the country in the sense that people are working and contributing. Of course, no one even mentions the fact that WOTC costs less to society than having that person on welfare. So a giveaway–I think not.

Workforce:

Are there any other incentives you’d like to push through (or that are already around but you think employers might not know about)?

Houghton:

. Well there is the welfare-to-work program which is similar to WOTC but more directed towards the long-term welfare recipient in the sense that there is a bigger credit. Hopefully, as the long-term welfare recipient is absorbed in the work force that credit will no longer be needed. We tried to merge it with WOTC this year, as an additional targeted group in order to eliminate some confusion and duplication, but were not successful. We’ll try again next year.

We also tried to expand the employer base for WOTC to include section 501(c)(3) non-profit organizations. We had a hearing on this subject as well as other issues regarding WOTC. Again, we were not successful in expanding the program to include non-profits, but we’ll keep working on these issues.

Workforce:

What other ways can Workforce.com members bring disadvantaged persons into the workforce and at same time fill recruiting needs?

Houghton:

. Well, first spread the word on the WOTC program as much as possible. I’m not sure it is used by small businesses as much as it could be. Part of that problem is probably due to the paperwork requirements and the fact that we keep extending it on a short-term basis. We probably need to do a better job of advertising the program. Also perhaps expand the pre-certification procedure, which would likely make the small business person more willing to hire someone–i.e. the paperwork has been done and the employer knows the person qualifies.

Workforce:

While I’ve got you, what’s going on with the possible minimum wage increase?

Houghton:

. A bill has been introduced in the House to increase the minimum wage by $1, phased-in over three years. In an attempt to offset the cost of this increase to businesses, especially small concerns, there are a number of tax provisions in the bill. Most of the provisions were in the vetoed tax bill; however, some were not. Plus there is the problem of paying for the tax provisions-about $35 billion over five years–if the on-budget surplus is off the table. The Democrats may offer a substitute bill with a $1 increase phased-in over two years and a few tax provisions at a lower cost. At this point, it is unclear how this will end up.

Workforce:

. It’s tough for employers. With mini wage, the wages they have to pay all of their employees could shoot up, and they don’t know “if” or “when.” With WOTC, they don’t know what’s going to happen either.

Houghton:

. You just have to keep working at this. You need a lot of patience here, because some of these things just take an inordinate amount of time to accomplish. Of course, we are always interested in input from groups such as yours. We want to know how we can improve the program. Thanks for your interest.

Posted on October 21, 1999July 10, 2018

Tight Labor Market Opens Opportunities for Strategic HR

Recently I received a letter from one of our vendors. Letters from vendors are an almost daily occurrence, of course, but this one was different. It wasn’t about new technology or price increases. It was about HR.


The letter began by acknowledging that customers (including yours truly) probably were concerned about high turnover in the organization. (In truth, it has seemed that the organization in question has unlocked a revolving door.) The letter shared several reasons why employees have left the organization, but as I read between the lines, it all seems to come down to a single reason: They left because they could move on to something they believed to be better.


We’re all struggling to cope with a tight labor market, but employers in some areas are struggling more than in others. Our vendor, located in a relatively rural area, is among them. The letter outlined some of the challenges of the current job market, and then some of the steps the vendor is taking to address the problem. In the end, the message was simple: We know there’s a problem, we’re working on it, please hang in there.


This vendor is unique in its candor, but not in the problem it faces. The labor shortage is hitting businesses hard, and the evidence is everywhere. If you’ve tried to buy a hamburger, book a hotel room or get your car serviced, I’m sure you know what I mean. In a very real way, the labor shortage is beginning to impinge on efforts to stay competitive. That fact may be interpreted as either cause for despair or as a golden opportunity for HR.


In truth, the situation is both. But while everyone seems familiar with the despair, the opportunity remains largely unrecognized. That was my reaction, anyway, in the few days after I received the letter from our vendor. During that time, I answered several telephone calls asking me, in one way or another, to address the issue of strategic HR. Some were invitations to speak, others were questions from readers. But the underlying issue was the same: Please help us understand what strategic HR really is.


I think there are as many ways for HR to be strategic as there are organizations, but every effort should support a single objective: To keep the organization as competitive as possible. The labor shortage-which, incidentally, I do not believe is temporary-is a competitive issue. Beyond such niceties as customer-service standards is the reality that burgers must be made, hotel rooms must be cleaned, autos must be serviced. Without people, those activities will simply stop. Those who can’t provide the service or produce the product will go out of business.


There’s no magic-bullet response to the challenge. Instead, there are thousands of answers applicable to thousands of businesses in thousands of circumstances. The answers lie in getting creative with candidate sourcing, fine-tuning the hiring process, rethinking pay plans and training, training, training. In each case, HR can drive the process, HR can make a difference, HR can prove its worth.


It’s time to stop looking for the “right” answer, and to start taking action-any action-that makes things better. Otherwise, it’ll soon be time for your organization to be sending a letter to customers. That’s not the reflection of HR we hope to present, is it?




Other columns by Allan Halcrow:


  • Free Speech Isn’t Free of Responsibility
  • Can This Marriage Be Saved?
  • Filling Jobs Is Only the Beginning
  • Dealing with the Challenges of a Workforce on the Edge

Posted on October 21, 1999July 10, 2018

Top HR Book Titles That Never Got Published

Ten books we’re pretty darn sure you won’t find on the shelves anytime soon:


  1. Concealed Weapons, OSHA and You

  2. Temps and Asbestos Cleanup

  3. How to Improve Retention Through the Use of Barbed Wire

  4. Motivational Secrets, Methamphetamine-Style

  5. A Guide to Interoffice Dating

  6. Punish Them with Whips and Chains

  7. A 40-Hour Work Week and Other Fairy Tales

  8. Martha Stewart’s Hand-Me-Down Rewards

  9. Office Politics and the Return of the Gladiator Arena

  10. Creatively Finance Your Company into Chapter 11

Posted on October 21, 1999July 10, 2018

What’s a Good Boss

Do you tell employees what’s on your mind? Do you talk behind their backs? Do you listen to them and get to know them?


Communication is critical, at least according to a national telephone survey of 1,000 adults ages 18 and older. More than 37% said it takes “communication skills or interpersonal relationship skills” to be a good boss. Other results:


  • Nineteen percent said the “ability to understand employees’ needs and help them develop their skills” is the most important ingredient in a good boss.
  • The “ability to set clear goals and provide direction” was cited by another 19% of respondents.
  • The “ability to make good day-to-day decisions” was cited by about 18%.

The survey was conducted Sept. 24-26, 1999.


SOURCE: Personnel Decisions International (PDI), Minneapolis, commissioned Market Facts, Inc. to do the survey.

Posted on October 20, 1999July 10, 2018

Questions to Ask When Checking References

Samples of questions that can help you find out about a candidate’s job responsibilities and general performance.


  1. “What was her job classification with your company and what were her duties?”

  2. “Which were the most important of those duties?”

  3. “On which of these duties did she devote the most of his time and how was this time allocated?”

  4. “How would you rate her job performance in terms of work volume and quality?”

  5. “Did she receive any promotions or demotions while with you? Describe.”

  6. “As her supervisor, what did you find was the most effective way to motivate her?”

  7. “Did her conduct ever require disciplinary measures? If so, describe.”

  8. “How would you describe her performance compared to others with similar responsibilities?”

  9. “What success—or lack of it—did she have working with others? What was the reason for the success or lack of it?”

  10. If applicable:


  11. “How would you describe the relationship between her and her subordinates?”

  12. “Which supervisory practices did you like and dislike?”

  13. “How would you describe her success in training and developing subordinates?”

SOURCE: Richard H. Magee, Helene Curtis Industries, Chicago, Personnel Journal (now Workforce).

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