Posts Tagged ‘Human Resources’
Tuesday, April 26th, 2011
Lifestyle adjustments have become the new norm for most Americans. Many of those modifications have been small and easy to make, such as cutting back on splurges, carpooling or dining at home, but for those whose career has been impacted, the changes can be significant. Unemployed workers have altered both their lifestyle and career expectations of growth and stability. When seeking new employment, many professionals have turned to positions of lower income, employment outside a previous career or an additional part-time job to make ends meet.
Rutgers University researchers revealed that 26 percent of the unemployed workforce in 2009 was successfully employed by 2010. Within this group of newly employed professionals, nearly 50 percent found employment in a different career or new position. Though the career transition may have been paired with a salary decrease, the majority felt satisfied and content in their new line of work.
The Assumption and Benefit
Many organizations may be hesitant to employ staff outside their industry because seasoned professionals often eliminate the necessity for a majority of the training process, making for an overall smoother transition. It is obvious why companies pursue top talent, but that mindset can be expanded to a variety of potential job candidates, not just industry experts.
Though career changers will need additional time invested up front with training and support, they come with long-term benefits for the organization as a whole. Consider these career changers as new sets of eyes for the company. Your staff and those who have previously worked in similar environments function under related concepts concerning operations and processes. Bringing in new talent allows for an innovative and fresh perspective that may not have been previously available to employers under different economic conditions. The economy has forced everyone to think and maneuver in new ways, so consider seizing the current job market and taking the opportunity to bring in a different kind of talent.
For additional information, please call a member of CAI’s Advice and Counsel team at (919) 878-9222 or (336) 668-7746.
CAI, career, Career Change, Career Changer, Career Expectations, employee retention, HR, Human Resources, Jobs, NC, North Carolina, Professionals, Unemployment Posted in Human Resources Management No Comments »
Tuesday, April 19th, 2011
The post below is a guest blog from Laura Bibb, JD, who serves as the Compliance Officer for CAI’s employee benefits partner Hill, Chesson & Woody Employee Benefit Services.
On March 25, 2010, the Equal Employment Opportunity Commission (EEOC) issued final regulations implementing the ADA (Americans with Disabilities Act) Amendments Act, which was signed into law by George Bush on Sept. 25, 2008.
These regulations, which become effective May 24, 2011, provide clarification for the ADA Amendments Act. Specifically, the regulations state that the primary purpose of the ADA Amendments Act is to “make it easier for an individual seeking protection under the ADA to establish that he or she has a disability within the meaning of the ADA.”
The ADA and the final regulations use a 3-prong approach to define disability:
- A physical or mental impairment that substantially limits one or more major life activities; or
- A record of a physical or mental impairment that substantially limited a major life activity; or
- When a covered entity takes an action prohibited by the ADA because of an actual or perceived impairment that is not both transitory and minor.
The regulations confirm that the definition of “disability” is expansive and should be broadly construed. Additionally, the regulations identify the following specific impairments that will be easily concluded to be disabilities that substantially limit a major life activity:
- Deafness
- Blindness
- Intellectual disability
- Partially or completely missing limbs
- Mobility impairments requiring the use of a wheelchair
- Autism
- Cancer
- Cerebral palsy
- Diabetes
- Epilepsy
- HIV infection
- Multiple sclerosis
- Muscular dystrophy
- Major depressive disorder
- Bipolar disorder
- Post-traumatic stress disorder
- Obsessive-compulsive disorder
- Schizophrenia
These regulations are intended to shift the focus away from the issue of whether someone is disabled to the issues of prohibited conduct and reasonable accommodations. What this means practically is that it will be easier to fall into the ADA definition of disabled and the court battles will likely be focused on whether an individual was denied reasonable accommodation.
To assist employers, the EEOC has published on its website a FAQ document as well as a Fact Sheet regarding these regulations.
For more information on the ADA and how it is also interacting with incentive-based corporate wellness programs, be sure to check out Hill, Chesson & Woody’s most recent Eyes on Benefits newsletter.
ADA, CAI, Chesson & Woody Employee Benefit Services, Disabled, Disabled EMployees, EEOC, employee retention, Equal Employment Opportunity Commission, Hill, HR, Human Resources, Laura Bibb Posted in Compliance, Human Resources Management No Comments »
Thursday, April 14th, 2011
These days, most employers include background checks as a mandatory part of the hiring process, as they should. When conducting background checks it is very important that you follow the letter of the law. Here are three important considerations for your background checking process:
- Are you complying with the federal Fair Credit Reporting Act (FCRA)? A lot of companies get derailed on the word “credit” – they feel that since they are not looking at the financial record of their applicant/employee that the FCRA does not apply to them. In reality, the FCRA actually applies to any sort of background check that is compiled by a third party, such as your background checking company. It is almost impossible to avoid using a third party in some part of the background check. Many companies and a lot of universities refer verification inquiries to third party companies that act as the repository, instantly bringing your background check under the purview of the FCRA.
- Is your decision point job related? The Equal Employment Opportunity Commission (EEOC) rules are clear—you should only hold items against your applicant that are job related. If you are unable to show a correlation to the work your applicant needs to do, you are better off not considering the unrelated negative background check results when making your hiring decision. In fact, the EEOC has said that you must take into account “the nature and gravity of the offense or offenses for which the applicant was convicted; the time that has passed since the conviction and/or completion of the sentence; and the nature of the job held or sought.
- Should you look at financial credit reports? The answer is yes, if it is important to the job requirements of the position for which you are hiring. Recent actions by legislators and the EEOC should make you take pause before requiring a financial credit report on all applicants. A good litmus test (unless you are in Hawaii, Oregon, Washington and Illinois) is if the position includes any of the following characteristics:
- is a managerial position which involves setting the direction or control of the business;
- involves access to customers’, employees’ or the employer’s personal or financial information other than information customarily provided in a retail transaction;
- involves a fiduciary responsibility to the employer, including, but not limited to, the authority to issue payments, transfer money or enter into contracts; or
- provides an expense account.
CAI works closely with its Background Checking clients to ensure they are fully compliant with local and federal laws. If you have questions about background checks, please contact Kevin von der Lippe at 919-878-9222 or 336-668-7746.
Photo Source: HaxNetwork
background checking, background checks, CAI, EEOC, employee retention, employees, Equal Employment Opportunity Commission, FCRA, Federal Fair Credit Reporting Act, hiring, HR, Human Resources, North Carolina Posted in Uncategorized No Comments »
Tuesday, April 12th, 2011
The interview process – it’s what some refer to as the “make it or break it” moment of careers. The face-to-face time with potential employers is the one opportunity job seekers have to sell themselves, leave a lasting impression and give reason to why they are most fitting for the job at hand.
With most interviews, employers tend to ask the same question across all industries: What questions, if any, do you have for us?
Don’t miss this opportunity. This is the last chance before the selection process to stand out among the competition. By not asking a question, or asking the wrong question, you could possibly close the doors altogether. Consider the following as you prepare for your next interview.
Responsibilities – You have seen the job description and are aware of the basic skills and responsibilities required for the current position. Take time during the interview to decipher the day-to-day expectations and uncover what is of most importance. Out of all the roles this position fulfills, what makes it vital to the long-term health of the company?
Management – To perform well, employees must comprehend the type of leadership the organization employs. Discuss the management styles within the given department and consider how they match with the kind of communication you work best under. Employers will respect your desire for clear communication and working under a team-oriented mindset.
Culture – A majority of interview discussions are centered on the required tasks and functions of a position, but take the opportunity to redirect the close of conversation toward corporate culture. People most often remain loyal to an organization because of its culture, and employers will be pleasantly surprised to know that you value the work environment just as much as the job you fulfill.
Vertical growth – Most people aren’t satisfied with performing the same job for the rest of their career. If your personality is one that is focused on growth, it’s important to inquire about the internal advancement process. Are there any formal processes in place and is internal advancement a common occurrence within the organization? Discussing advancement doesn’t mean you won’t be focused on the current position, but shows employers that you desire challenge, additional responsibility and a long-term relationship within the organization.
For additional information, please call a member of CAI’s Advice and Counsel team at (919) 878-9222 or (336) 668-7746.
Photo Source: TenSafeFrogs
CAI, company culture, culture, Employee Satisfaction, HR, Human Resources, interview, Interview Questions, job hunt, job search, North Carolina, retention, vertical grwoth Posted in Human Resources Management No Comments »
Thursday, April 7th, 2011
A recent study by Sylvia Hewlett of the Center for Work-Life Policy revealed that 64 percent of surveyed employees were considering leaving their current job, while 24 percent are actively seeking employment elsewhere. As businesses begin to recover from layoffs, consolidations and decreased earnings, 73 percent of employees surveyed still feel discouraged, and 64 percent feel a lack of motivation in their current jobs.
The recession has prevented most employers from being able to dedicate tangible funding toward compensation increases and improved benefits for employees, which has led high-performing employees to look for new opportunities. Without exhausting the precious funds needed to sustain the business through these difficult times, employers must find new ways to engage their high performers and keep them motivated.
Here are three no-cost suggestions:
- Create an atmosphere of clear, two-way communication. Start with company-wide meetings and then split into the department level, or even the team level, to continue the meeting. In these smaller groups, employees are more likely to speak up if they have a suggestion, comment or criticism. Make sure their voices are heard so they always feel that they are an important part of the overall organization.
- Instead of money, offer time. Flexible work schedules, including working from home and exercise breaks during the day, can boost productivity without breaking the bank.
- Seek ways to create career opportunities. As organizations and departments consolidate, there will be opportunities for remaining team members to assume cross-functional roles and stretch for new assignments. Look for those opportunities to train employees with direct, hands-on experience.
Now is the time to find creative ways to nurture your top talent and make their engagement a priority. Reward their contributions so both the organization and the individual employees will be successful. If you have questions regarding this opportunity to encourage your top performers, please contact a member of CAI’s Advice and Counsel team at 919-878-9222 or 336-668-7746.
Photo Source: ICMA Photos
CAI, Career Opportunities, Center for Work-Life Policy, employee retention, HR, Human Resources, North Carolina, Nurturing Employees, Syvlia Hewlett, talent, Two-way communication Posted in Employee Training No Comments »
Tuesday, March 29th, 2011
There are two types of employees – those who view their work as a job and those who view their work as a component of a long-term career. Both professional types can excel in performance, but for employees who are career motivated, operating as a subordinate is not enough.
For the employee seeking to climb the company ladder, it’s important to understand the qualities companies seek, and what can currently be done to assist in career advancement. Consider the following as you strive to claim your seat in management.
Showcasing your worth –The benefits of internal promotions are obvious to the individual – increased finances, added respect from company peers and a voice that carries a greater influence and reach, but how does the company benefit from your advancement? To join the management team, your value needs to be recognized. Whether it’s generating additional revenue, cutting cost or bringing new insight, the benefit needs to be clear.
Solid working habits – Members of the management team share common characteristics of dependability and decision-making. Can you do what you say you’re going to do, when you say you’re going to do it? In moments of challenge, when answers need to be received, can you call the shots? It’s the reliability that companies count on from management that results in success.
Level of efficiency – Companies value the employee who is time-oriented. Because the speed at which you operate is fundamental, form a habit of completing work in an efficient manner. Understand the difference between critical assignments and those that can be put on hold. A majority of CEOs agree that employees on track for advancement have a keen ability to establish priorities and sift through the essentials.
Teaching abilities – An essential quality of management is that the person’s level of expertise can be relayed and transferred to other employees. You can perform well, but to manage, you need to be able to teach, support staff, communicate information and share knowledge clearly for others to follow.
Avoid silence – You may be the best person to ever fill your job, but if no one knows about your achievements, how will your work ever be recognized? In the business world, it helps to occasionally “toot your own horn.” Give updates on your success to supervisors, find a mentor within the company that can spread your praises, but most importantly, make your voice heard.
A management role is not appropriate for all individuals. If you’d like to be a manager, make it a point to concentrate on your present performance. Those currently sitting at the table are continuously evaluating employees for when the team is ready for expansion. What you are doing right now will be the leading factor in the decision process six months down the road.
For additional information, please call a member of CAI’s Advice and Counsel team at (919) 878-9222 or (336) 668-7746.
Photo source: half-blood prince
CAI, career growth, Employee Efficiency, Employee Training, HR, Human Resource Management, Human Resources, management, North Carolina, Promtion Posted in Employee Training, Human Resources Management No Comments »
Thursday, March 24th, 2011
As the economy slowly begins to improve, many employers are starting to focus on employee retention. AccountTemps, a division of Robert Half International, surveyed more than 1,400 CFOs to learn what perks their companies were either offering or planning to offer in their effort to recruit and retain top performers.
While subsidized training and education topped the list, flexible schedules and mentoring programs came in tied for a close second place. Overall, the most popular incentives appear to be those that aid in career development:
- Subsidized training/education – 29%
- Flexible work hours or telecommuting – 24%
- Mentoring programs – 24%
- Matching gift programs – 13%
- Free or subsidized lunch or snacks – 11%
- On-site perks such as childcare, dry cleaning, fitness center, cafeteria – 11%
- Subsidized transportation – 10%
- Subsidized gym membership – 9%
- Sabbaticals – 8%
- Housing or relocation assistance – 7%
Many of the perks listed above go hand-in-hand with the top 10 reasons employees stay with an organization. These perks assist businesses in the development of a more skilled workforce, often cost very little to implement and can assist with providing work-life balance for your employees.
While employees may be sensitive to pay concerns, especially after a few years of salary freezes or cuts, it is important to note that pay is not the primary reason people stay or leave an organization.
Also, while there are certainly common themes that come through in the list above, these same perks may not be what your organization’s employees would prefer. The best way to assess how you can get the biggest bang for your buck when investing in employee perks and retention strategies is to ask your employees directly what is most important to them.
If you have questions regarding employee retention efforts, please contact a member of CAI’s Advice and Counsel team at 919-878-9222 or 336-668-7746.
Photo Source: U.S. Fish and Wildlife Service – Midwest Region
AccountTemps, CAI, employee communication, Employee Recognition, employee retention, HR, Human Resources, Job Perks, Mentoring, North Carolina, Robert Half International, training Posted in Employee Training, Human Resources Management No Comments »
Tuesday, March 22nd, 2011
If your company has 50 or more employees and holds a federal government contract or subcontract of $50,000 or more, you must prepare a written affirmative action plan (AAP) and update it annually. These plans are audited by the Department of Labor’s Office of Federal Contract Compliance Programs (OFCCP).
So if you are considering a government contract or subcontract, or if you are a government contractor or subcontractor, and would like more information on affirmative action requirements, the slide presentation below highlights the details you need to know. If you would like additional information please contact CAI’s AAP team members Kaleigh Ferraro or Madison Gray at (919) 878-9222.
AAP, affirmative action, Affirmative Action Plan, Affirmative Action Planning, CAI, Department of Labor's Office of Federal Compliance Programs, Government Contract, HR, Human Resources, Kaleigh Ferraro, Madison Gray, North Carolina, OFCCP Posted in Uncategorized No Comments »
Thursday, March 17th, 2011
In Somebodies and Nobodies: overcoming the abuse of rank, Robert W. Fuller discusses the importance and impact of employee recognition in the workplace, by saying that “eliminating deficiencies of recognition in the workplace is proving to be as good for the bottom line as eliminating nutritional deficiencies were in the past for the productivity of day laborers.” Because of the current economic shift, the focus for most organizations has turned toward maintaining continuous workflow, and keeping the company, its clients and employees intact. With the day-to-day impact the economy has left on organizations, employee appreciation may often be forgotten. But can organizations really afford to place employee recognition on the back burner?
Employee recognition can easily be linked to employee engagement and company morale, potentially determining internal performance and results. Overlooking the importance of employee recognition may cause negative impacts to spill through the workplace and company culture. The reality is that all staff members work hard and want your organization to succeed and thrive through this challenging time. Now is the time to take a step back, recognize the value of the individual and show your appreciation. Yes, the stable paycheck is more than enough, but small gestures of recognition go far, and help employees remember they are a valued and integral part of the team.
Highlight employee successes – When customers or clients speak to the performance and service of your employees, do you make them aware? Publicly recognizing the efforts of your staff, and acknowledging the work they are committed to, is appreciated and respected.
Facilitate peer-to-peer recognition – Positive feedback from management is valued and always welcomed, but the recognition that comes directly from peers is often a true reflection of an individual’s performance and contribution. Coworkers who work together on a consistent basis see the moments of excellence that management may overlook. Find a way to allow employees to acknowledge each other. Do you have weekly staff meetings? If so, try and include this recognition by allowing staff to highlight the achievements of a teammate.
Take a break from e-mail communication – In a society that moves at such a fast pace, it’s rare that we take moments to handwrite our appreciation. This simple gesture goes further than you may realize. By taking time to write your thanks through penmanship, you remind your employees they are worth more than a quick “click and send” e-mail praise.
Food always does the trick – No one ever turned down a surprise staff breakfast, group lunch or gift certificates to dinner. Food is always a fan favorite and is a great way to gather employees for conversation that doesn’t involve the ongoing to-do list.
Celebrate the special occasions – Birthdays, engagements, wedding and baby showers – they all encompass the monumental moments of your employees’ lives. Organizations are able to connect with staff outside of a professional relationship if you celebrate the special moments of an employee’s personal life. As you begin to incorporate these celebrations into your culture, your company will feel less like a business and more like a family.
For additional information, please call a member of CAI’s Advice and Counsel team at (919) 878-9222 or (336) 668-7746.
Photo source: CCL Staff
CAI, Employee Recognition, employee retention, Employee Satisfaction, employee success, HR, Human Resources, North Carolina, Somebodies and Nobodies: overcoming the abuse of rank, team Posted in Uncategorized 1 Comment »
Tuesday, March 15th, 2011
If employee retention is a focus area for your organization, you may want to consider asking this question during the discussion phase when giving your next employee performance review:
“What would it take for you to leave?”
In fact, you may want to do it sooner. You might be very surprised at the responses you hear. Many of your employees will not be able to think of a reason they would leave, which says a lot about your organization. And those that do respond with reasons they would consider leaving your company provide valuable insight into how you can make improvements to retain your most valued employees.
Why wait until an exit interview to determine why an employee decided to leave? Engage your good performers when the opportunity presents itself and find out what might cause them to leave before they really do leave.
Beverly Kaye and Sharon Jordan-Evans surveyed more than 17,000 employees with various organizations for their book Love ‘em or Lose ‘em about reasons why employees stay with an organization. Below are the top 10 reasons from their survey:
- Exciting work and challenge
- Career growth, learning and development
- Working with great people
- Fair pay
- Supportive management/good boss
- Being recognized, valued and respected
- Benefits
- Meaningful work and making a difference
- Pride in the organization, its mission and its products
- Great work environment and culture
It’s often assumed that pay is the chief lure for an employee to jump ship. However, that is clearly not the case. Even if you’ve had to freeze salaries over the past couple of years, if you can provide your employees with challenging work, give them the opportunity to learn and grow, and have created a work environment of support and camaraderie, you have a very good chance of being able to retain your top performers.
But, of course, the best way to find out where you stand is by asking your employees directly. Take some time to find out from your employees why they stay with your organization and, more importantly, why they might leave. If you have questions regarding employee retention, please contact a member of CAI’s Advice and Counsel team at 919-878-9222 or 336-668-7746.
Photo Source: Shuttleworth Foundation
benefits, Beverly Kaye, CAI, career growth, employee retention, Employee Satisfaction, HR, Human Resources, Love 'em or lose 'em, management, North Carolina, Sharon Jordan-Evans, survey, What would it take for you to leave Posted in Human Resources Management 1 Comment »
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