Category: Archive

Hi there. Let me confess something to you. Everywhere I go, people ask, “What does a contributing editor do?” Well, it has got to be one of the best jobs in the world.

As a contributing editor to Workforce (previously Personnel Journal), I’ve had the chance to interview, meet and just get to know some of the smartest, most thought-provoking, and most dedicated people around the world. That’s you.

Since 1986, together we’ve grappled with such ideas as employee loyalty and productivity, domestic violence and its impact in the workplace, gender issues and how you can assist your employees to balance their work and family commitments, and grief and HR’s role in critical life passages that affect us all.

If you’ve read some of my articles, you can probably guess that my special interests are global trends as well as work and family issues. As a writer and observer for Workforce, I’ve traveled to some of the most incredible places around the globe – Hong Kong, Amsterdam, Barcelona – talking to global HR managers, line managers, expatriates and their families.

Of course, it’s great fun, but equally important, I love my travels because they give me a gut-level, tangible “feel” for the issues you’re facing every day and a sense about how so many of you are trying to address those concerns.

I’d love to hear from you. Please e-mail me by clicking on charsol@aol.com. Take care.

You may be violating the overtime law—without even realizing it—if your employees are putting in overtime without authorization. To try to avoid incurring unauthorized overtime, consider implementing the following policies for non-exempt employees:

• Prohibiting employees from eating or drinking at their workstations and working before hours, after hours, or during lunch.
• Prohibiting food at employees’ desks
• Having supervisors periodically patrol the work area during lunch to enforce the rule against working during a lunch break
• Not allowing employees on the premises more than five minutes before or after the workday
• Requiring permission to work at home.

It’s important that supervisors can spot when non-exempt employees are working extra hours. If they know about it, there can be substantial liability. A couple problem areas: restaurant or retail employees who help out before or after their shift, and sales employees who make special deliveries, phone calls, house calls, or write thank-yous.

 

Source: Defusing the Overtime Bomb: How to Comply with the FLSA, http://www.hrhero.com,” Julie Athey, 1999. 800/274-6774.

There is no legal requirement to document the reason of non-selecting an applicant, at least under federal law, and regardless of whether an employer has a government contract or not. There are various legal and strategic reasons as to whether or not such documentation would be desirable.

The following arguments favor documenting the reason for non-selection. First and most importantly, it could assist a company to reconstruct and prove the reason for non-selection, particularly if key personnel are no longer available who could otherwise offer an explanation. Also, the action may discipline the employer to properly make selection decisions, and select or non-select for legitimate, job-related reasons. Likewise, the documentation could facilitate an employer’s proving that it applied its standards equally, by showing other similarly situated persons, such as white males, who were treated in the same manner.

There are some equally compelling reasons not to document the reasons for non-selection. First and foremost, the company will basically be bound by the stated reason for the non-selection. If the company “documents” a legally inappropriate, or inconsistent or false reason, its legal defense will be severely jeopardized. Similarly, in the process of documentation, the company’s data could conceivably prove that a certain type of selection criteria adversely impacts protected categories by disqualifying them to a substantially greater extent than other persons.

The best answer may largely depend on the quality of an employer’s record keeping. If the employer can accurately and lawfully record the reason for non-selection, then the concept is probably a good idea; otherwise, it is not worth the risk. If the company has made egregious errors in record keeping of the reasons of non-selection, it is a bigger problem than it is an advantage, to have proper record keeping. The reason is that it is easier for a company to later “reconstruct” the reasons for the non-selection, than it will be to explain why the record keeping was inaccurate, erroneous, or stated an illegal reason.

There are some possible approaches that warrant consideration that serve to potentially benefit the employer while minimizing the risk of erroneous or illegal record keeping. Some employers use a coding system to state the common reasons for rejecting an applicant, or not considering an applicant, by listing certain general grounds for not hiring an applicant. Such reasons might be as follows:

1. No positions available.
2. Not interested in positions available.
3. Not qualified for positions available.
4. Not qualified for position being sought.
5. Better qualified persons were hired instead.
6. Cannot work hours offered.
7. Rejected our job offer.
8. Unable to communicate effectively in the English language (if required for position).
9. Obviously under the influence of drugs or alcohol during the employment interview.
10. Did not return for follow-up interview or otherwise failed to complete the pre-employment process.
11. Employment interview revealed no interest in type of work.
12. Underage.
13. Has no work permit.
14. Cannot legally work in the United States or cannot provide documentation necessary to complete I-9 forms.
15. Unsatisfactory prior work history.
16. Falsification or omission of significant information on application.
17. Failure to meet (job-related) experience requirements.
18. Relevant criminal conviction record is disqualifying.
19. Did not pass drug or other job-related tests.

The above criteria for rejecting an applicant are generally lawful, at least assuming the employer’s policies are consistently applied and reasonable in their application. There may be some categories that simply might be listed as “miscellaneous.”

SOURCE: Wimberly, Lawson, Steckel, Nelson & Schneider, P.C., Atlanta, GA, March 1999. 404/365-0900.

Imagine the new breed of HR decision makers reading about your HR product and service — and how it solved a business problem for one of your most successful clients.

They’ll share your Success Story with their HR colleagues, quote your client’s results in a presentation and name your product or service in a proposal to the CEO. That’s real impact — for HR and for your advertising.

Success Stories show how your product has real impact.

To get this kind of impact, you’ll need to be in the Success Stories special section in the December issue of Workforce. Success Stories — written by a Workforce freelance contributor — is a series of case studies demonstrating the real impact of HR programs on a company’s success.

These Success Stories showcase the HR products and services that make these programs successful.

Success Stories is a two-page advertising package.

• One full-page, four-color magazine ad in Workforce
• One full-page, four-color Success Story with a picture of the client company
• An experienced HR journalist to write the Success Story
• 200 four-color, two-sided reprints of your Success Story and advertisement to use in direct-mail promotion, at trade shows and with other promotions
• Magazine reader service program
• A 50-word product description in the Workforce Extra supplement.

Only $9,425 — SAVE OVER $5,000.

If each of the Success Story elements (not including the hiring of an experienced HR journalist) were purchased separately, the total cost would be $14,770. By taking advantage of this special offer, you can benefit from a special savings of over $5,000.

Success Stories is only available in the December issue.

Remember, Success Stories is only offered once a year-in December-and includes Workforce with your two-page case study and a 50-word product description in the Workforce Extra supplement.

Participating 1999 Success Stories Advertisers

• American Dental Association
• American Media
• Behavioral Technology
• CareerMosaic
• Cyborg
• Human Synergistics
• JobOptions
• KnowledgePoint
• RezLogic
• Spectrum
• Ultimate Software

Success Stories Guidelines
The HR Business Problem: What was the real HR business problem that the company and the HR department were trying to solve? What were the quantifiable goals? And what were the subjective measures of success?

The Solution: What options were considered in solving this HR business problem? How did the HR decision maker select this particular solution? How did it fit with the company’s business objectives, culture and definition of the problem? What other criteria influenced the selection of this solution and the vendor who provided it?

Implementation: What were the steps required to implement the solution? Were there any obstacles, course corrections or midstream changes? What happened? What lessons were learned?

Real Impact: What happened? What was the outcome? How did your solution solve the HR business problem? How did the client measure success? What advice would the client have for others who face similar issues?

Steps

1. Select Your Client: Review the article outline above to help you decide which client to select. Then you will need to provide the following information:

• Name and address of the client company profiled.
• Contact person and telephone number at the client company. This person should have had the most integral role in the process discussed in your Success Story. If several people shared this role, include the names and phone numbers of all of them.
• Include a brief description of why you chose this customer. Include a brief explanation of the HR business problem the customer needed to solve and what product or service you provided to help solve that problem.
• The contact person and telephone number of the individual(s) in your company who partnered with your customer and could comment for the article.

2. The 500-word Article: An experienced Workforce freelance writer will interview your client and individuals from your company, and write the Success Story.

3. Approval Process: Once the article is in galley form (right length, picture inserted, headline and so on), it will be sent to a designated individual from your company for approval. The approval process is for factual errors only. Any corrections must be submitted within 24 hours in writing, via fax or e-mail. If no comments are received, it is assumed that the article is correct as written. Please provide:

• Contact name and phone and fax numbers of the person at your company who will approve the final Success Story article.

4. Questions & Comments: Paul Temple, Edito-in-Chief, can answer questions and provide further guidelines. Telephone: 714/751-1883 ext. 248.

Success Stories clearly demonstrates real HR and its real impact on corporate success. Make sure your product is included. Space reservation deadline is October 13.

Printed: Offset web, perfect bound.

SPECIFICATIONS

Trim size:………………………….8-1/8″ x 10-7/8″

• Double-page spread:…………16-1/4″ x 10-7/8″

Live Matter:………………………7″ x 10″ on full pages

Bleed Size:…………………………8-3/8″ x 11-1/8″

• Double-page spread:…………16-3/4″ x 11-1/8″

 

REQUIRED ADVERTISING MATERIALS

B/W Film: Right-reading, emulsion-side-down negative. 150-line screen. Laser prints are unacceptable for publication reproduction. All materials other than composite negatives will incur production charges.

4/C Film: Right-reading, emulsion-side-down negatives. 150-line screen. Indicate bleed, trim and center marks on film. Mark each negative for color. Total 4/C density must not exceed 280% maximum. All materials other than composite negatives will incur production charges.

Color Proof: One color proof is required. Advertiser will be billed $75 per page if proof is missing.

Digital File: For a current digital specification sheet, call (714)751-1883 or e-mail material to material@workforcemag.com.

Production Charges: Materials that do not meet specifications will be converted and billed to the advertiser. Advertiser will be billed for other production, including key codes, typesetting and line shots, etc. Minimum charge $25. Production services are non-commissionable.

Storage: Materials will be stored for 12 months and then destroyed unless otherwise instructed by advertiser in writing.

 

CLOSING DATES

Insertion orders are due the 25th of the second month preceding publication date (i.e., January 25th for March issue).

Film materials are due the 1st of the month preceding publication date (i.e., February 1st for March issue).

 

SHIPPING INSTRUCTIONS

To guarantee safe delivery of ad materials, we recommend using an overnight delivery service. All advertising material and correspondence should be sent to Workforce, 245 Fischer Avenue B-2, Costa Mesa, CA 92626. Telephone: (714) 751-1883. All correspondence, with the exception of film and payments, can be faxed to (714) 751-4106.

Audited by BPA.

DISPLAY ADVERTISING RATES

	1x	4x	6x	9x	12x	18x	24x
Black & White
Full Page	4,070	3,870	3,700	3,600	3,455	3,295	3,175
2/3 pg	3,250	3,085	2,955	2,875	2,760	2,635	2,535
1/2 pg island	3,075	2,920	2,795	2,720	2,610	2,495	2,400
1/2 pg	2,700	2,565	2,460	2,390	2,290	2,185	2,105
1/3 pg	2,075	1,970	1,890	1,840	1,765	1,680	1,615
1/4 pg	1,615	1,530	1,470	1,430	1,370	1,305	1,260
1/6 pg	1,290	1,225	1,175	1,145	1,100	1,045	1,000
2-Color: Black & one process color; PMS matched with process color.
1 pg	5,155	4,955	4,970	4,690	4,540	4,385	4,260
2/3 pg	4,335	4,175	4,045	3,960	3,850	3,720	3,620
1/2 pg island	3,855	3,700	3,575	3,500	3,390	3,270	3,175
1/2 pg	3,475	3,340	3,235	3,165	2,070	2,960	2,885
1/3 pg	2,490	2,385	2,300	2,250	2,180	2,090	2,030
1/4 pg	1,920	1,840	1,775	1,735	1,680	1,610	1,565
1/6 pg	1,500	1,435	1,380	1,350	1,300	1,250	1,215
4-Color
1 pg	6,280	6,080	5,915	5,815	5,670	5,510	5,385
2/3 pg	5,465	5,230	5,170	5,085	4,975	4,845	4,745
1/2 pg island	4,930	4,775	4,650	4,575	4,465	4,350	4,255
1/2 pg	4,555	4,420	4,310	4,245	4,145	4,040	3,960
1/3 pg	2,950	2,850	2,765	2,715	2,640	2,555	2,495
1/4 pg	2,285	2,195	2,140	2,095	2,040	1,970	1,925
1/6 pg	1,755	1,690	1,640	1,605	1,560	1,510	1,475
5th Color: Plus $1,045 per page. Metallic Color: Plus $1,265 per page.

COVERS (Four-color)

	1x	4x	6x	9x	12x	18x	24x
Cov 2	7,545	7,245	7,105	6,990	6,785	6,590	6,440
Cov 3	7,230	6,945	6,810	6,695	6,510	6,315	6,170
Cov 4	7,865	7,550	7,395	7,280	7,070	6,865	6,705

 

Guaranteed Positions: Full-page space can be guaranteed on a space-available basis; page rate plus 15%.

Online assessments can reduce your pre-employment screening costs. Objective “job fit” screening online is the most accurate and least expensive method for eliminating unsuitable applicants. You can cut both the costs of interviewing unnecessarily and the costs of turnover by beginning the hiring process with online assessments. An employee whose core personality traits and learning capabilities fit the demands of the job is most likely to provide long-term value to the organization. The low cost of web-based assessments allow you to use advanced personality testing for every employee at every level, not just for upper-level management.

Use online assessments to match applicants to a performance benchmark. Assessments can be used to measure traits shared by peak performers in your existing work force. Based on those shared traits, you can create a benchmark for workplace success. Applicants whose assessment scores most closely match your benchmark are the only ones you need to call back for an interview.

SOURCE: Advantage Assessment Inc., Pensacola, FL, March 15, 1999.

Want more information on HR Technology? Search the Workforce Online Research Center, or click here to find out about the June IHRIM conference in Salt Lake City.

The Older Workers Benefit Protection Act (OWBPA), a law intended to ensure that employees voluntarily waive their rights to file age discrimination claims, does not prohibit an employer from revoking an early retirement offer while an employee is considering it.

After he received notice of his termination, Lorin Ellison, the 62-year-old chief financial officer at Premier Salons International Inc., was given a separation agreement and release of claims. Before Ellison decided to accept the offer, the company revoked it, and offered a second, less attractive severance package. After the company revoked the first offer, but prior to receiving the new offer, Ellison signed the original offer. When the company refused to honor the first offer, Ellison sued for breach of contract, arguing that an offer of a severance package is irrevocable during the 21-day review period provided by the OWBPA.

The federal district court and the U.S. Court of Appeals for the Eighth Circuit, upon appeal, rejected Ellison’s argument. The Eighth Circuit held that the OWBPA merely provides that older workers must not be forced to sign releases without having 21 days to consider them. However, it does not bar employers from revoking offers during that same time period. Ellison vs. Premier Salons International Inc., 8^th Cir., No. 98-1384, 1/6/99.

Impact:
Employers may revoke unaccepted severance packages, even during the 21-day review period provided by the OWBPA.

 

Source: D. Diane Hatch, Ph.D., a human resources consultant based in San Francisco, and James E. Hall, an attorney with the law firm of Barlow, Kobata & Denis, with offices in Los Angeles and Chicago.

A Day in the Life of HR

The trademark cover stories in Workforce set the agenda for HR’s new breed. These in-depth stories explore the forces that shape business today the economy, the law, social change, globalization. And they show the immediate implications for HR.

These features are torn from (and sometimes precede) today’s headlines as they help readers face the fact that gangs, genetic testing, terminal illness, the Asian economic crisis, labor disputes, and other timely topics are as much a part of HR as benefit plan design and recruiting.

Workforce tackles controversial, hard-hitting and important topics.

As an example of Workforce’s leading-edge editorial coverage, see the following cover stories:

• “Why Employees Are So Angry”
• “The Harsh Reality of Diversity Programs
• “Has Downsizing Missed Its Mark?”
• “Sexual Harassment: New Rules, Higher Stakes”
• “Overload: Workers Are Stressed Out and Burned Out from Overwork”

Workforce presents award-winning articles.

Articles are crafted by the most experienced editorial team in the HR market — a team that has been recognized with more than 70 awards by the American Business Press, the American Society of Business Press Editors, the Western Publications Association, and other business-media organizations.

The features are controversial, challenging and enlightening. They provoke intelligent discussion and heated debate. They inspire action and change.

These cover stories are the reason so many readers say that Workforce is the one thing they pull from their in-box to read immediately.

Make sure your advertising has the right editorial environment. Schedule your ads in Workforce the first choice of the new breed of HR decision makers.