Posts Tagged ‘North Carolina’

CAI’s HR Certification Study Course Boasts a 90% Pass Rate for PHR®/SPHR® Exam

Thursday, August 18th, 2016

SignUpAn HR certification will distinguish you from your peers, build your self-confidence, and earn you greater respect from your organization. According to a Payscale Survey, this certification typically translates into the ability to advance more quickly and earn significantly more money.

Did you know North Carolina HR partner, CAI, offers a PHR®/SPHR® Certification Study Course Program that far exceeds the pass rate of the national average of 50%? Program participants who study with us achieve an impressive 90% pass rate PHR®/SPHR® exam!

CAI’s 11-session PHR®/SPHR® Certification Study Course will have you prepared to the best of your ability to pass the exam. You’ll receive a complete study manual, online videos, practice test questions, chat and discussion boards, and testing games. Audio CD’s are included too, so you can listen on your commute.

“I couldn’t imagine taking the exam without the help of your prep class. The materials and experiences, combined with genuine teacher interest and support, really helped me focus my energies and determination,” states Terry L. Taylor, SPHR, HR Manager for Penske Racing Team.

This course is offered days, evenings, and weekends as both in-class sessions here in North Carolina or via live webinar. That means no matter where you reside, or how busy your schedule, you can study with the best and be on your way to the coveted HR certification!

David Siler, SPHR, GPHR, HRBP, HRMP, Managing Partner of Distinctive HR, Inc. has taught the PHR®/SPHR® study course for over 20 years. His engaging, motivational method of teaching will set you up for success!

Still not sure how it will help you? Sign up for the FREE 60-minute LIVE webinar to find out the benefits of achieving your HR certification, eligibility requirements to sit for the exam, and why this study course is the best one to register for.

Take the next step and register today.

For information on course dates/times or to register go to www.capital.org/siler or contact Ashley Modica at 919.431.6080.

CAI is a trusted resource for HR, compliance and people development. With locations in Raleigh and Greensboro, CAI is a membership-driven organization that helps North Carolina employers maximize employee engagement and minimize employer liability through human resources and management advice, training, survey data, public policy advocacy and consulting services. For more information, visit www.capital.org.

CAI Celebrates Big Move with Open House Bash

Tuesday, August 9th, 2016

CAI_Open_House_CollageCAI, Human Resources partner to 1,100+ North Carolina member companies, celebrated its new Raleigh location at 3150 Spring Forest Road, #116,
with a ribbon cutting and open house event. “After 32 years, we needed more parking for class participants, an open floor plan suitable for team collaboration and space for our state-of-the-art training facility,” stated Bruce Clarke, CAI’s CEO.

More than 220 CAI members, local business leaders, and special guests were in attendance for the big event which was held on August 8.  Guests mingled and enjoyed hors d’oeuvres, wine, and live jazz while touring the spacious, modern facility. Popular guest speaker and author of The Freak Factor, Dave Rendall, delivered a motivating message on “Initiating Change and Inventing the Future.”

Storr Office Environments, Vision Contractors, and Little Design were acknowledged for turning CAI’s vision into reality.  Included as an integral part of the office transformation team were CAI member companies: Precision Walls, Strategic Connections, Stephenson Millwork and Atcom Business Technology Solutions.

Clarke and CAI board member, Randy Neuhaus, CEO of S&ME presided over the ribbon cutting ceremony and champagne toast.  After a warm round of applause, members congratulated CAI on their long-awaited new facility. “I love the new space,” said CAI member Sean Walsh of Red Hat, “it’s really great to see a company make this kind of investment in their members as well as their employees.”

CAI is a trusted resource for HR, compliance and people development. With locations in Raleigh and Greensboro, CAI is a membership-driven organization that helps North Carolina employers maximize employee engagement and minimize employer liability through human resources and management advice, training, survey data, public policy advocacy and consulting services. For more information, visit www.capital.org.

Drug Testing Can Greatly Reduce Workers’ Compensation Costs

Tuesday, August 9th, 2016

According to CAI’s most recent Policies and Benefits survey, 30% of employers are not conducting drug tests.  Besides the obvious benefits of having a drug-free workplace, another side benefit from drug testing is that it may reduce your workers compensation costs.  On the one hand, employees who are under the influence are more likely to experience injuries to themselves or others.  So the knowledge that you conduct post-accident drug and alcohol testing will dissuade most employees and therefore reduce accidents and costs.drugfreezone

Also, under the North Carolina Workers’ Compensation Act, no compensation will be paid for a workplace injury or death if it was proximately caused by, among other things, the employee’s intoxication, provided the intoxicant was not supplied by the employer (company social event) or being under the influence of a controlled substance listed in the North Carolina Controlled Substances Act (G.S. 90-86) unless it was prescribed by a doctor and the prescribed dosages were being followed.  Note, there isn’t an automatic denial of claims due to intoxication but odds are in the employer’s favor unless it can be proven the accident was in no way related to the “altered state” so to speak.

The best way to increase the odds that such claims will be denied is to incorporate a comprehensive drug and alcohol testing policy. Without such a policy, denial of workers compensation claims due to being under the influence may be harder to achieve.

North Carolina employers who drug test are required to comply with the NC Controlled Substances Examination Regulation Act which regulates notice requirements to examinees, requires approved laboratories and chain of custody safeguards, specifies conditions for applicant and employee testing, requires confirmation tests on positive samples, and entitles an employee who tests positive to have a retest, if requested, of the same sample at the employee’s expense.

Many states have a provision in their Workers’ Compensation law disqualifying an employee for compensation if the injury was caused by being under the influence of drugs or alcohol.  A number of states also give discounts on Workers’ Compensation premiums (generally 5-7%) for implementing a Drug-Free Workplace Program.  CCH, the Members-only resource, provides State Law Summaries on Workers’ Compensation laws.

The US Department of Labor has resources for developing a drug-free workplace program.  While this is a requirement for federal contractors, the resources are helpful to all employers.  Consult the state law for specific requirements in other states.  Our drug-testing partner, PDSS, is also a resource for policy development, testing, and in-depth expertise in this area.

CAI encourages drug-free workplaces. Learn how drug testing programs can increase the efficiency and productivity of your organization at CAI.

The 2011/2012 NC Healthcare Benefits & Cost Survey Offers Employers Local Data

Tuesday, April 3rd, 2012

Employers in North Carolina are curious to know how their benefit plan design and premium costs compare to other local companies. The NC Healthcare Benefits & Cost Survey shares local benchmark data from North Carolina companies, which differs from most benchmark surveys that focus on national data.

CAI and HCW co-developed the 2011/2012 NC Healthcare & Benefits Cost Survey. The state-wide, annual health plan benchmark survey offers North Carolina employers information that is most critical in managing their employee benefits plan.

More than 700 N.C. companies participated in the survey with a majority of participants located in the Research Triangle region of the state. Small to medium-sized employers with less than 1,000 employees nationwide accounted for the majority of survey participants.

The survey also captures organizations from several different industries to give employers multiple views for benefit and policy trends. The top five industry groups include Durable Manufacturing; Professional, Scientific and Technical; Healthcare and Social Assistance; Finance, Insurance, Real Estate, Rental and Leasing; and Non-Durable Manufacturing.

Of the survey participants, 539 employers reported offering a Traditional Plan only, 76 employers offered a Consumer-Driven Health Plan (CDHP) only, and 100 employers reported offering both. Below are key insights from the two different plans.

Key Findings: Traditional Plans

  • 22 percent of employers with traditional plans offer a non-rollover Health Reimbursement Account (HRA)
  • 76 percent of employers with a traditional plan have a PPO plan, 18 percent have a POS plan and 4 percent have an HMO plan
  • Average Health Plan premium cost for single coverage is $5,436.36 per year
  • Average Health plan premium cost for family coverage is $15,595.08 per year
  • Employer contributes to 83 percent of single-coverage premium costs
  • Employer contributes to 54 percent of family-coverage premium costs

Key Findings: Consumer-Driven Health Plans (CDHP)

  • 77 percent of employers with  a CDHP have a Health Savings Account (HAS)
  • 23 percent of employers with a CDHP have a rollover Health Reimbursement Account (HRA)
  • Average Health Plan premium cost for single coverage is $4,701.72 per month
  • Average Health plan premium cost for family coverage is $13,312.92 per month
  • Employer contributes to 85 percent of single-coverage premium costs
  • Employer contributes to 56 percent of family-coverage premium costs

Please find more information on NC healthcare benefits and costs from the local survey here.

Use Professional Development to Motivate and Retain Top Talent

Thursday, June 9th, 2011

Many organizations believe that increasing salary is the most effective way to retain their stellar performers. Although higher salaries might keep employees at their jobs, it is not a cost-effective solution for employers. To help staff members remain content without maxing out budgets, companies can devote time to staff development and education.

Employees stay in their positions when they believe they are accomplishing their goals and advancing in their careers. Showing serious interest in the development of your staff demonstrates to employees that they are essential in achieving success for the company. Support within management to invest in workforce coaching will help your organization attain a lower turnover rate and strengthen employee morale.

The entire organization benefits when time and resources are allotted to professional growth and job preparation. Employees are satisfied and become more productive, which leads to increased efficiency and greater revenue. Here are a few tips to promote the growth of your team members:

  1. Help staff set goals. Have employees evaluate their responsibilities to determine their strengths and weaknesses prior to setting goals. Help them establish obtainable goals that align with their interests and strengths to support success. Goals should be measurable, and a timeline can track progress.  Personally praise employees when goals are achieved.
  2. Inform employees on training opportunities. Alert staff of different training and educational opportunities that benefit their position, and encourage them to participate. Offer to sponsor their attendance for different activities, such as conferences and seminars. If sponsoring is too expensive, partial payment still exhibits your vested interest in their career.
  3. Encourage membership in professional groups and associations. Organizations relevant to employees’ positions allow them to network with similar professionals, learn best practices and even gain new clients. To help facilitate their involvement, consider providing them annual stipends to partake in group activities related to their fields or reimbursing membership dues and other fees. Provide flexibility in scheduling and options to work nontraditional hours to allow employees to attend events as well.
  4. Recognize training progress. Employees need positive reinforcement when they continually perform their duties well. By attending training sessions, they invest in their career development as well as benefit the organization, so it is important to acknowledge their efforts. Take time to discuss what they learned from their experiences, and advocate that they integrate new knowledge into their responsibilities. Congratulating team members on earning certifications also promotes company loyalty.

Members of management should consider training options for themselves as well in order to set positive examples for all employees. Company leaders should also explain the value of continual education and professional development during staff gatherings or one-on-one meetings.

For more information on staff development and professional training, please contact a member of CAI’s Advice and Counsel Team at (919) 878-9222 or (336) 668-7746, or ask for an account manager to discover the different training options CAI offers.

Photo source: lumaxart

2011 Ovation Award Spotlight: Novo Nordisk Pharmaceutical Industries, Inc.

Tuesday, May 31st, 2011

Novo Nordisk’s Clayton site began building a foundation for a strengths-based organization several years ago, and in 2008, the insulin production company decided to accelerate its use of strengths-based practices to build employee engagement and increase operating efficiency. The company’s approach and success of its initiative won the 2011 Ovation Award in the mid-size employer category (companies with 250 to 500 employees).

The Clayton site’s decision makers strongly believe that engaged employees desire to stay with an organization long term and strive to contribute to business success, which can lead to revenue growth. Through research, the organization learned that engaged workers are 20 percent more productive than those who are disengaged. With the Gallup Q12 Pyramid and the Clifton Strengthsfinder Inventory assessment already in use at the site, managers discovered that 85 percent of their own employees could be 20 percent more productive.

To implement the strengths-focused initiative, an OD consultant was certified by Gallup as a “strengths performance coach” to design a program allowing employees to discover their strengths and use their talents more effectively. Managers also developed and shared tools to learn employees’ strengths, such as using strengths language when talking with their direct reports.

Employees created individual development plans targeting their strengths. Novo Nordisk used the development plans to help employees gain skills and knowledge to become more effective contributors. The company also provided employees with strengths-based workshops, and all team members received one-on-one meetings with the boss to review their growth and development plan. The organization asked employees to reflect on their best work day in order to find areas of work that would energize them to recreate similar days.

Other strengths-based activities the Clayton site applied included:

  • Using strengths language during performance reviews
  • Creating teambuilding exercises
  • Requiring managers to track and record employee talents.

Once Novo Nordisk determined each employee’s key strengths, it redesigned its company structure to help them attain their goals.

Keeping the program’s momentum up, Novo Nordisk continued delivering its strengths-builder workshops to all 400 employees and created more teambuilding activities centered on appreciating the diversity of others. The Clayton site also developed a DVD showcasing best practices and tips for and from managers. Strengths-based activities are part of the company’s on-boarding process as well.

The organization has achieved success in several areas of its business since implementing its strengths-based program, and it continues to grow. The Clayton site has the shortest lead-time of all Novo Nordisk plants, is one of the premier new product launching sites, and its staff continues to break records on insulin produced per shift. Not only did the strengths-based approach earn the company a 2011 Ovation award, but the program helped the Clayton location remain the number one Novo Nordisk site based on high productivity and low cost.

For more information on how to implement a strengths-based plan for your organization, please contact Novo Nordisk’s Organizational Development Manager, Diane Cox at dncx@novonordisk.com.

CAI recognizes North Carolina companies for innovative HR/People solutions with Ovation Awards during its annual HR Management Conference in February.  If you’d like to be considered please send a 2-3 paragraph description of your program to doug.blizzard@capital.org.  The description should summarize the business need, describe how the solution was implemented, and highlight the measurable and/or forecasted business results.

Photo source: net_efekt

Government Audits: Readiness is Key

Tuesday, May 24th, 2011

Preparing your company for a government investigation is important as the current administration increases the amount of money and resources allocated to auditing companies from different industries and of various sizes. Although your company might follow correct policies and procedures mandated by the government, communication from a displeased worker or fault-finding town citizen can create cause for an investigator to review your workplace standards.

For some audits, such as an OSHA audit, inspections are conducted without advance warning to the organization, so attentiveness to rules and regulations is vital. Creating an action plan for the possibility of an inspection is critical to avoiding costs, penalties and loss of credibility associated with a bad review. Here are a few tips that are applicable to all audits and will ensure a successful evaluation:

  1. Keep Staff Informed! Even though some audits occur without warning, audits or investigations that are expected should be on everyone’s radar. Managers should be aware of the scope of the audit and when it is slated to take place. Company leadership should also inform employees that cooperating with the auditor is necessary to ensure a smooth review process.
  2. Organize! Organize! Organize! Employee documentation, computer files, financial information and similar records should be neatly arranged and easily accessible for the auditor. Retrieve records kept at off-site locations as well. Organizing documents before the auditor’s arrival will allow you to identify and locate missing or misfiled information. Failure to keep records readily available can result in a slower investigation process or several follow-up visits from the auditor.
  3. Take Interviews Seriously! No matter which type of audit your company encounters, preparing for questions that might arise is crucial. Some report that the initial management interview is the most influential part of the process, because it sets the course for the remainder of the audit. Demonstrating preparation during this component will alert the auditor that your company takes the investigation process seriously. For interviews with employees, allow the auditor to speak with them during work hours to avoid contacting them at home. Although you should avoid explicitly telling your employees what to do during an interview, it is important to make them aware of their rights during the process.

CAI offers an Investigation Survival Webinar Series for more information and tips that apply to audits. The program includes seven 90-minute webinars designed to guide you through various government investigations, including ICE, EEOC, Wage and Hour, and OSHA audits. Led by experienced professionals who have supported many employers through different investigations, the series will help answer any specific questions you have concerning audits. You can take the courses individually, or you can register for all seven and receive a volume discount.

For additional information or to register, please visit www.capital.org and use the search code CISWS.

Photos Source: erix!

2011 Ovation Award Spotlight: The Accreditation Commission for Health Care, Inc. (ACHC)

Thursday, May 19th, 2011

As the first health care accrediting agency in the world to achieve the international quality management distinction of certification to ISO 9001:2000, the Accreditation Commission for Health Care, Inc (ACHC) holds a commitment to quality service. The firm stays proactive in learning new quality principles that benefit its customers and employees, and its recent employee engagement program earned ACHC a 2011 Ovation Award in the small employer category (companies with 250 employees or less).

ACHC strives to provide exemplary support to its customers and employees. However, when the company reviewed less than ideal results from a 2008 employee satisfaction survey, its leadership team resolved to implement change.  Because ACHC believes that employee engagement is the central driving point for its business, the agency knew addressing employees’ concerns would be critical to business sustainability and productivity. So, ACHC embarked on its next level of quality: optimal employee engagement.

The company first investigated the reasons for employee dissatisfaction in order to address items from the survey. After uncovering the roots of its employees’ sentiments, ACHC turned to its human resource team and quality assurance department to spearhead the “Total Quality Improvement Initiative.” The program was a comprehensive employee engagement system designed to include every staff member in the planning and execution process for business programs. Based on the Malcolm Baldrige Criteria for Performance Excellence, the initiative indentified the agency’s strengths and opportunities for improvements in employee satisfaction while also encouraging total workforce involvement and innovation.

The new initiative showed the company that each employee has valuable insight into what customers want, so ACHC tapped into their valuable resources to gain knowledge and ideas that would drive business. Through the program’s whole-team brainstorms, employees learned more about the business planning process and ACHC listened to the ideas of its employees, creating team unity.

Overall, the initiative proved to be a beneficial endeavor for both employees and customers. ACHC understood that developing this program was necessary because of its belief that employees who are fully involved in and enthusiastic about their work provide superior customer service and reach business goals.  The unique approach accomplished three measurable outcomes for ACHC:

  1. Increased employee satisfaction scores
  2. Reduced employee turnover
  3. Increased employee team involvement

Since its introduction, “The Total Quality Improvement Initiative” has expanded, and regular cross-sections of employees are involved in ACHC’s strategic planning, including choosing medical benefit plans and new facility locations.

With employee satisfaction at an all-time high and overall employee turnover reduced, it is clear that the ACHC staff is fully engaged. Employee satisfaction directly affects customer service positively and yields more success for the agency. ACHC’s dynamic program that empowered and engaged its business process made the company a clear winner for CAI’s Ovation Award in the small employer category. Companies looking to increase employee morale and productivity should consider implementing a similar initiative.

CAI recognizes North Carolina companies for innovative HR/People solutions with Ovation Awards during its annual HR Management Conference in February.  If you’d like to be considered please send a 2-3 paragraph description of your program to doug.blizzard@capital.org.  The description should summarize the business need, describe how the solution was implemented, and highlight the measurable and/or forecasted business results.

Photo Source: jModus

Are You Using Social Media for Employee Communications Yet?

Tuesday, May 17th, 2011

The post below is a guest blog from Stephanie Clark who serves as the Marketing Coordinator and Social Media Manager for CAI’s employee benefits partner Hill, Chesson & Woody Employee Benefit Services.

Have you seen the social media traffic stats on the night of Sunday, May 1, 2011? While President Barack Obama announced to the world that a U.S. military team killed Osama Bin Laden, Twitter topped 5,000 tweets per second.  Care to guess how many of your employees updated their Facebook status that night? The news spread like wildfire on various social media channels, per CNN’s report, as details unfolded through reputable and highly-followed twitter users.

More and more businesses are jumping into social media to educate consumers and create brand awareness. At the same time, this way of communicating has also changed how organizations approach their own workforce, by offering another method of sending out information. A 2010 Watson Wyatt survey showed the most popular topics to engage employees through social media are collaboration and team building, adapting to change, and promoting health and wellness. On the other hand, for messages around business changes, employees widely prefer face-to-face communication. Social media provides another avenue to engage employees in a way they like to receive information.

Paper memos are a thing of the past. Long-winded emails may be going in that direction as well. Here’s a thought: Try pasting the next employee memo you compose into Microsoft Word and conduct a Flesch-Kincaid readability test. If your memo scores higher than a seventh or eighth grade level, some employees may not understand it. It’s hard for employees to genuinely care about what goes on in your company when information is presented at a level they don’t understand. Keep it simple if you want to reach everyone in your company with the message.

For years now, IBM has engaged with employees through social media, even before they used social media externally for marketing. Companies such as Virgin Media have gone the route of video blogging on a YouTube channel exclusively for employees. Viewers see and hear someone as if they are speaking only to them, and yet a wide audience is being reached.  Also, this offers workers the opportunity for commenting in a public forum.

Who doesn’t like to hold the remote? Like most individuals, your employees probably prefer to control their own communication experience. By asking questions, offering suggestions and learning other employees’ perspectives, they create news that is relevant to them on a level that makes sense. What is a better way to become a true stakeholder? Forums, blogs and social networks are a great way to encourage employees to connect and interact.

If you’re not using social media in your organization yet, internally or externally, it’s never too late to start. Many resources are out there to help you get started. A few helpful links are listed below.

How to create a LinkedIn company page
http://learn.linkedin.com/company-pages/

How to create a Facebook page for your business
http://www.facebook.com/pages/create.php

How to create a YouTube channel
http://www.ehow.com/how_4493894_create-youtube-channel.html

How to create a Twitter account
http://support.twitter.com/entries/100990-how-to-sign-up-on-twitter

How to optimize your Facebook privacy for business
http://blog.hubspot.com/blog/tabid/6307/bid/12067/How-to-Optimize-Your-Facebook-Privacy-for-Business.aspx

Six non-fluff answers to your social media questions
http://blog.hubspot.com/blog/tabid/6307/bid/10268/6-Non-Fluff-Answers-to-Your-Social-Media-Questions.aspx

Benefits for Part-Time Employees

Thursday, May 12th, 2011

According to the U.S. employment statistics reported by the Bureau of Labor Statistics (BLS), there were 26,560,000 employees working part-time in February 2011.  Approximately 31 percent worked part-time because of economic reasons (unable to find a full-time job, full-time hours cut to part-time or seasonal declines in demand).  The remainder worked part-time out of choice or due to personal reasons such as child care, attending school, limits on social security earnings, etc. Women accounted for 62 percent of the part-time workers.

Because they are not as common for part-time employees as they are for full-time employees, benefits packages can be a huge recruitment and retention advantage for employers with part-time workers.  Although involuntary part-time employees will be moving on to full-time jobs as the economy improves, voluntary part-time employees are likely to seek out part-time jobs that offer the best benefits.

The latest data available from BLS regarding benefits for part-time employees was released in July 2010.  From that data, here’s the percentage of employers who provided specific benefits to part-timers (working 1-34 hours):

Retirement plan         39 percent

Paid vacation             37 percent

Health care                26 percent

Paid sick leave           24 percent

The CAI 2011/2012 Policies & Benefits Survey reports that roughly half of employers provide some benefits to part-time employees, with some on a pro-rata basis.  The majority require a minimum of 30 hours per week to qualify for benefits (although some only require 20).

Approximately 50 percent of employers (total responses) who provide part-time benefits provide 401(k), medical and dental insurance, life insurance, AD&D insurance and bereavement pay.  Sixty percent of non-union employers provide vacation and holiday pay.

Benefits provided may vary by size of employer.  For full data on the local provision of benefits to part-time employees and other benefits data, please see the CAI 2011/2012 Policies & Benefits Survey.

Photo source: Earls37a

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