THRD's Blog

Workforce Planning 2012

2012-02-15T16:33:00.002-05:00

Combine a stronger Labor Market with a large percentage of workers planning to seek new jobs in 2012, and you risk the potential for large gaps in your workforce and increased hiring activity.

In workforce planning, an organization conducts a systematic assessment of workforce content and composition issues and determines what actions must be taken to respond to future needs. The actions to be taken may depend on external factors (e.g. skill availability) as well as internal factors (e.g. age of the workforce). These factors may determine whether future skill needs will be met by recruiting, by training, or by outsourcing the work.

Workforce planning involves working through four issues:

The composition and content of the workforce that will be required to strategically position the organization to deal with its possible futures and business objectives.

The gaps that exist between the future "model" organization(s) and the existing organization, including any special skills required by possible futures.

The recruiting and training plans for permanent and contingent staff that must be put in place to deal with those gaps.

The determination of the outside sources that will be able to meet the skill needs for functions or processes that are to be outsourced.

Finding Outside Sources to Meet Outsourcing Needs

In business/HR alignment and planning, processes and functions are found that might need to be outsourced to accommodate strategic positioning scenarios. As a result of the more detailed staffing assessment and a review of critical skills availability, additional outsourcing needs may surface.

A skill that is critical, in short supply, and needed only periodically is a prime target for outsourcing. If such needs can be handled through contingent staff, for example, by using retirees, the organization will, of course, be ahead. However, many high demand, low supply, leading edge skill needs may have to be met through outsourcing to specialized contractors.

Whatever the reason for outsourcing, a key HR issue is helping to select the outside sources that can supply the needed numbers of people and skills, and their track record with other organizations. Since there are financial and other considerations, selection of outside sources should be a team process. Contact THRD: http://www.thrd.com/staffingservices.html

Five Suggestions for a Successful Year

2012-01-10T12:10:00.004-05:00

I like to start each day with a clean slate. I got this practice from a former boss who believed coming into the office each morning with a clean desk set the stage to begin the day with enthusiasm and a fresh look. I definitely feel that way about the new year. It’s a new opportunity to review methodologies, objectives, processes, mission, human resource practices, why we keep the extra toner by the kitchen instead of next to the printer. So to start the year off right here are five suggestions for a successful year:

Plan what is needed to execute new ideas or fix current processes. Without an overarching roadmap for what you want to accomplish, nothing else can get done.

Evaluate your team for skills or needed training. Determine what capabilities your staff will need to develop in order maximize your chances of reaching your goals. Now is the time to research options such as additional training or outside assistance to fill those gaps.

Clearly explain to your team what is expected of them. Many departments are still smaller than in past years. Make sure each person understands his or her new roles and responsibilities to reduce the risk of falling through the cracks.

Establish a mechanism to provide an early warning for failure. Sometimes it really is best to quit while ahead.

Determine the consequences of failure. Are the consequences big enough for everyone to want to do their best but small enough that employees won’t leave the team rather than fail? If you want your team to follow you through fire, they need to know they won’t get burned…too badly.

What are you waiting for? Let’s get to work!

Authored by Jeanine Maddox

Social Security Administrations Provides Assistance to HR Professionals

2011-12-08T21:53:00.006-05:00

Do you want to help your employees understand their options as they transition to retirement or other life events? If so, the Social Security Administration has a webpage just for you! Go to http://ssa.gov/hrm/. This site provides information to human resource professionals regarding the various Social Security programs and Medicare. Direct your employees to the site too. There are benefits calculators, retirement planning videos, and a link to find the nearest Social Security office for face-to-face interaction.

NLRB Postpones Posting of Notice of Employee Rights

2011-10-06T17:10:00.002-04:00

The National Labor Relations Board has postponed the implementation date for its new notice-posting rule by more than two months in order to allow for enhanced education and outreach to employers, particularly those who operate small and medium sized businesses.

The new effective date of the rule is January 31, 2012.

Challenges to NLRA Employee Rights Posting

2011-10-04T09:54:00.003-04:00

Several organizations allege the NLRB (National Labor Relations Board) exceeded its statutory authority by requiring, beginning on November 14, 2011, most private sector employers to post a notice advising employees of their rights under the National Labor Relations Act. The following organizations have filed suit in various federal courts against the NLRB to prevent the posting:

National Association of Manufacturers

National Federation of Independent Businesses

National Right to Work Legal Defense and Education Foundation

U.S. Chamber of Commerce

South Carolina Chamber of Commerce

In addition, Representative Benjamin E. Quayle (Arizona) introduced the Employee Workplace Freedom Act (H.R. 2833) to repeal the notice-posting rule. The bill has been referred to the House Committee on Education and the Workforce.

Ohio Minimum Wage Increase for 1/1/12

2011-10-03T14:03:00.006-04:00

Ohio's minimum wage rate will increase to $7.70 an hour from $7.40 an hour on Jan. 1, 2012. The minimum wage rate for tipped employees will rise to $3.85 an hour from $3.70 an hour. The threshold for employers covered by Ohio's minimum wage also will increase Jan. 1, and will include employers that have gross receipts of more than $283,000 a year, up from the current threshold of $271,000 a year. Employers with less than the threshold of gross receipts must pay the federal minimum wage of $7.25 an hour.

NLRA Employee Rights Posting

2011-10-03T09:48:00.007-04:00

Effective November 14, 2011 Employers are required to post notice of employee rights under the National Labor Relations Act (NLRA). This far reaching notice covers most private-sector employers including labor unions. Agricultural, railroad and airline employers are excluded from the requirement. Small employers that conduct less than $50,000 worth of business across state lines are also excluded.

A workplace poster that describes employee rights under the National Labor Relations Act is now available for free download from the NLRB (National Labor Relations Board) website at www.nlrb.gov/poster. In addition, copies of the Notice will soon be available without charge from any NLRB regional office.

A few frequently asked questions about the notice are included below.

Q&A
ANSWERS TO COMONLY ASKED QUESTIONS ABOUT THE NLRB NOTICE POSTING

QUESTION: Where do I have to post the notice?
ANSWER: The notice should be posted in conspicuous places, where other workplace rights notices and company notices concerning personnel rules or policies are customarily posted. Employers must also post the notice in another language in addition to English if at least 20% of their employees are not proficient in English and speak another language. The NLRB will provide translations of the notice, and of the required link to the Board’s website, in the appropriate languages. If a translation of the appropriate language is not available, the employer will not be liable for non-compliance.
QUESTION: What if I communicate with my employees electronically?
ANSWER: If an internet or intranet site is typically used to post personnel policies, the notice of NLRA rights may be placed there along with a physical posting. Employers are not required to distribute the posting by email, Twitter or other electronic means.

QUESTION: Are there any records retention requirements to comply with this rule?
ANSWER: No, the rule has no record-keeping or reporting requirements.

QUESTION: What happens if we don’t post this?
ANSWER: Although the NLRB does not audit workplaces or initiate enforcement actions on its own, employees, unions, or other persons could accuse the employer of unfair labor charges and bring this to the NLRB’s attention. In most cases, the employer will be made aware of the rule and given time to comply when requested by a NLRB agent. In such cases, the unfair labor practice case will typically be closed without further action. The Board also may extend the 6-month statute of limitations for filing a charge involving other unfair labor practice allegations against the employer. If an employer knowingly and willfully fails to post the notice, that failure may be considered evidence of unlawful motive in an unfair labor practice case involving other alleged violations of the NLRA.

QUESTION: Can an employer be fined for failing to post the Notice?
ANSWER: No, the NLRB does not have the authority to levy fines.

VETS 100/100A Filing Deadline Re-Extended

2011-10-03T09:42:00.001-04:00

Due to continuing technical problems, the filing deadline for the 2011 VETS-100 and VETS-100A Report has been extended for a second time, according to an updated announcement on the Department of Labor's Veterans' Employment and Training Service (VETS) website; the deadline is now December 30, 2011, with reporting beginning November 1.

2012 Compensation Budget Highlights

2011-09-22T16:06:00.000-04:00

Overall Projected 2012 Increases :

3.0% (excluding organizations not providing increases)
2.9% (including organizations not providing increases)

Observations:

Due in large part to unemployment, the rate of inflation (3.2% for the 12-month period ending August 2011) exceeded the average 2011 salary budget increase of 2.8%.

In spite of continued high unemployment, employers are concerned about finding, keeping and rewarding top performers. Both WorldatWork and Mercer report that organizations are continuing “pay for performance” practices: tying salary increases to employee performance. WorldatWork reports an average estimated merit increase of 4.0% for top performers, 2.7% for middle performers, and 0.7% for low performers.

A number of factors may influence projected salary increase budgets: industry sector, ownership (public, private or non-profit), organization size, employee category (officer/executive, exempt, non-exempt).

It is not uncommon for actual salary increases to fall short of the projections. WorldatWork reported that average merit increase budgets for 2011 were 2.8% - slightly below the 2.9% projection.

Salary structure adjustments in 2011 were projected to average 2.0%. A salary structure adjustment is made in an effort to maintain competitive salary ranges. Bear in mind that a structure adjustment is not the same as the salary increase pool. The salary increase pool is based on additional factors, including the organization’s compensation and talent management strategies, what the organization can afford to do based in part on business performance, and wanting to remain competitive within a particular market. Historically, structure adjustments have been 60%-70% of projected salary increase budgets.

sources:
Mercer 2011/2012 U.S. Compensation Planning Survey report
WorldatWork 2011/2012 Salary Budget Survey

Technical Issues Cause Delay in 2011VETS 100 Reporting

2011-08-03T15:56:00.003-04:00

The U.S. Department of Labor (DOL) has announced that the online filing system for VETS-100 and VETS-100A Federal contract reporting will be unavailable until October 1, 2011, due to technical problems. While the electronic filing system is offline, Federal contractors will not be able to register or file VETS-100 or VETS-100A submissions for the 2011 cycle, which typically ends on September 30 each year.

Federal contractors will have until November 30th to file the reports for 2011.

The website for filing and further information is http://www.dol.gov/vets/programs/fcp/main.htm.

Pay Practices for 2011 - and Beyond

2011-06-01T16:30:00.000-04:00

Sometimes there's no going back. I smiled when I read "You're Out: 20 Things That Became Obsolete This Decade" in The Huffington Post. I'm not certain if my smile was one of nostalgia or simply one of acknowledgement that I am, as one of my favorite Simon & Garfunkel songs says, "Older than I once was, but younger than I'll be." What I do know is that there was at least one thing they forgot to add to the list: the average 6% (sometimes more!) salary increase pool of the 1990s. Ahhhh... those were the days, my friend!

Base pay salary increase pools are projected to be 3.0% in 2011 (source: WorldatWork 2010-2011 Salary Budget Data). But historically, the actual increase pool typically falls a little short of the projected pool. In 2010, the actual came in around 2.7%, about 90% of the 3.0% that was projected for 2010.

The good news is that whereas base pay adjustment pools are declining, incentive opportunities as a percent of base pay have been on the rise. WorldatWork (in the Salary Budget Data report cited above) reported the following projected median variable pay opportunities for 2011:

Nonmanagement Hourly Nonunion: 5%
Nonmanagement Salaried: 7%
Management Salaried: 15%
Officers/Executives: 30%

These projections are similar to the 2010 projections, and actual payouts in 2010 held pretty close to the projections. That's good news, because it means that more organizations were achieving their performance targets.

But base pay, dare I say, is still king. Why? Because it's guaranteed. And if the base pay isn't right (choose your favorite synonym: competitive, fair, etc.), the upside potential of the variable piece is the carrot that very few will have the appetite to wait for.

So whether you've got 3.0% or something less, you're faced with a cultural and mathematical dilemma: how to slice a very small pie into enough pieces to feed the masses.

Here are some practical strategies for your salary increase process:

Benchmark key jobs against the market. If you haven't gauged your market-competitiveness in a while, and don't have time to take a wholesale look now, focus on a handful of jobs: those for which you've had difficulty recruiting; jobs where you've had excessive voluntary turnover; jobs where you have your high-potential or highest performing employees and jobs that require special, hard-to-find or hard-to-build skills. Make sure that your salary structure base pay levels are competitive with the market.
Identify your high performers and most critical employees. If you use a ratings-based performance management process, that's one source of input. But don't rely on that alone. Consider feedback from managers, customers or other employees. Take a look at client feedback or satisfaction surveys, productivity metrics and service quality reports. Do a "gut" check. Who do other employees like working with and who do managers want working for them? Who are the people who are innovative, reliable, hardworking? Make sure their base pay is market-competitive.
Acknowledge that treating people fairly does not mean that you need to treat them all equally. Or, put differently, if you attempt to give everyone something, you've diluted your ability to make some important impacts with your small salary budget. If you've got employees under the minimum of the range, begin to make some fixes. If you've got underperforming employees within the range, think hard about the message you're sending if you adjust their pay.
Hold back 0.5% (or some small portion) of the budget to make other adjustments. Maybe you've got a top performer whose base is near the top of the range. Consider a lump sum instead of a base adjustment. Or use some of the funds to add to the adjustment for employees who are being promoted.
Consider creating a Total Rewards Statement. These statements typically include base salary, any incentive paid in the previous year, the value of paid time off and employer contributions to benefits plans, retirement/savings plans and legally required taxes. Total Rewards Statements are a great tool for helping employees see the full value of their compensation and benefits. They're even more effective if they become part of a face-to-face conversation during the salary increase process.
Talk to your employees. Thank them for a job well done. Ask them what they like about their job and the company. Listen to what they have to say.

Pay meets a basic need. In Maslow's Hierarchy, it's near the foundation of the pyramid. It meets the "safety" need. But the good stuff - the stuff that separates the great employees from the others - is about achievement, respect by and for others, creativity. spontaneity. And when those needs are met, you don't just have "employees." You have high-performing employees.

To my dismay, handwritten letters made the list of "20 Things That Became Obsolete This Decade." Let's make sure that the face-to-face conversation and the spoken thank-you don't meet the same fate.

Authored by Sandy Turba

You Can't Motivate People

2011-05-18T15:00:00.000-04:00

There. I said it. I've been thinking about this a lot lately, especially in the context of pay for performance and the development of incentive compensation plans. Mostly I've been living it at home with my children.

There's no shortage of expert opinions when it comes to giving kids an allowance. I'm an allowance advocate. I say it helps children understand the value of money, and therefore helps to create sensible spending habits and the building blocks for financial awareness.

But you're probably wondering what this has to do with motivation and incentive pay. Everything!

You see, in my household, I take it one step further. The allowance is the "base pay" -- consistent from week to week, and tied to my kids' basic job duties (translation: chores). But I've instituted an incentive program, too. Sometimes there are things that need to be done -- like washing windows in the spring or pulling weeds. But I've got a full-time job, a bad back and an aversion to yard work. So I attach extra money as an incentive for the completion of specific jobs.

For years my plan was foolproof! My now 14-year-old daughter was clearly motivated by my incentive program. She would create a list of the various jobs and total the amount of money she could earn from them, checking off each job as she completed it, and collecting her reward. Perfect!

Until I tried it with my 10-year-old. First, let it be said that the jobs are always age-appropriate. But I came to learn that the 10-year-old wasn't motivated by money. It's not that she doesn't enjoy having her own money to spend. She does. But apparently not so much that she was willing to forego a repeat episode of iCarly long enough to earn an extra five bucks.

I couldn't understand why my plan - whose effectiveness I believed to be self-evident and empirically substantiated - wasn't working with her. Then she said the unthinkable. I can't recall exactly what I had asked her to do. But when she finished she said (and I quote): "Mom, I feel such a sense of accomplishment!"

That was my "a-ha" moment. It wasn't the money that motivated her. It wasn't me who motivated her. The source of the motivation was something instrinsic. She felt some sense of achievement. Maybe she enjoyed some aspect of the work itself (much the way I find ironing to be cathartic).

There are several theories of motivation. I happen to like Frederick Herzberg's. Herzberg theorized that money was not a motivator, but a "hygiene factor." In other words, salary and benefits have to be adequate (I'll say competitive) but beyond that, in and of itself, they won't noticeably improve the level of motivation. The important factors, according to Herzberg, the true motivators, are instrinsically-oriented: recognition, achievement, growth, responsibility, advancement/promotion, and the work itself.

I'm not saying that incentive pay doesn't have a place in your total rewards program. What I am saying is this: think about your people -not simply as a collective workforce but as individual parts of a whole. What conditions or what sort work environment or opportunities will help jump-start their self-motivation? Those are the things that you can influence. The rest is up to them.

I like the way Stephen Covey describes it: "Motivation is a fire from within. If someone else tries to light that fire under you, chances are it will burn very briefly."

Authored by Sandy Turba

Three Good Reasons for an Anti-Bullying Policy

2011-04-26T15:25:00.000-04:00

I don't know if I've ever really been bullied. I can picture the quintessential bully: the big kid that pins the little kid against his locker, demanding his lunch money as ransom. And who can forget Farkus, the town bully in A Christmas Story? But bullying isn't relegated to the school lunchroom or playground. Heck, it's not confined to physical boundaries at all. You've heard of cyber bullying, right?

Most companies have policies and programs designed to prevent harassment and workplace violence. So how is bullying different? And why do you need a anti-bullying policy?

The basic difference between bullying and harassment is that harassment typically refers to repeated, hostile behaviors based on religion, age, ethnicity, sexual orientation, gender, disability or another legally protected status. With bullying, these behaviors aren't specific to individuals who fall into one of these categories. And whereas workplace violence refers to physical violence, bullying is typically non-physical. It's psychological. On the surface, it can appear subtle. It's consquences are anything but.

At minimum, an anti-bullying policy reinforces your code of ethics or code of conduct.

From a purely practical business perspective, there are at least three strong arguments for taking the time to implement an anti-bullying policy:

Reduce employee turnover

Improve productivity

Mitigate the risk of litigation

According to research presented in The People Bottomline, victims of work place trauma can spend up to 52% of their time "defending themselves, and networking for support, thinking about the situation, being demotivated and stressed, let alone absences due to stress-related illnesses."

But aside from the return on investment for implementing a policy or program that lifts morale and productivity and keeps employees in the workplace instead of the courtroom, at the most basic level, it's the right thing to do.

Authored by Sandy Turba

Dollars and Sense: Cost of Living or Competitive Wage Increase?

2011-04-08T15:00:00.000-04:00

The difference is really a question of philosophy. Unlike a lot of philosophy I’ve read over the years, this one is simple logic.

First, the basics:

Cost of living reflects the price of goods and services required to maintain an “average” level or standard of living. When companies provide a Cost of Living Adjustment (COLA), it is based on inflation from the Consumer Price Index (CPI). (Didn’t take a class in macroeconomics? No problem - check out the BLS for enough of a primer on the CPI to make you dangerous.)

Cost of labor reflects the wages paid to workers. (Doesn’t this sound much simpler? And don’t people want to be paid similarly to their peers?) In part, cost of living is cost of lifestyle. Clearly, there’s lots of room for variation. Competitive wages, however, are tied to the cost of labor – which logically will include relevant cost of living considerations based on the labor market.

I’m no fan of the cost of living increase as a pay strategy. Here’s why:

The CPI, and hence, the cost of living, fluctuates. But you don’t see companies taking money away from employees when it drops. I’m not advocating that they should, but adjustments to pay based solely on cost of living are expensive over time. Worst case scenario is that wages are frozen, and that does little to retain the people you can’t afford to lose.

Providing across-the-board COL increases to all job holders devalues the market and internal worth of various jobs, individual contributions and performance. It can also exacerbate pay inequities. That’s why you’re annoyed when you’ve worked your back end off all year only to receive the same increase as your slacker co-worker three cubes over.

Coupling COL adjustments with longevity pay inevitably results in wages that far exceed the market and ultimately becomes cost prohibitive. But the employees love them – and so they rarely leave! (That’s not always a good thing.)

Sure, we can easily compute the future value of a bad compensation decision in dollars and cents. It’s a little more difficult to quantify the loss of key employees who aren’t paid competitively or the decline in productivity due to lack of employee engagement. Those costs, I’m afraid, are very real.

Authored by Sandy Turba

Day in the Life Summary Report

2010-09-03T10:31:00.000-04:00

In early 2010, The Human Resource Department, Inc. (THRD) hired an outside firm to assist in our marketing strategy. In total, HR executives and core staff members from sixteen employers participated with us in a key phase of this project.

Here is the summary report. Although some of what we learned was expected, there were also some surprises.

Based on the outcome of our strategic initiative, including the collective feedback from participating organizations, we have clarified our target market and redefined some of our service offerings. In addition, we intend to develop a new service to enhance our compliance practice. Look for more on this in the coming months.

On behalf of The Human Resource Department Inc. and our consultant, Lazorpoint LLC, we hope you find this summary useful and interesting.

To learn more, click here.

This blog has moved

2010-04-30T11:20:00.001-04:00

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How long is too long for a temporary assignment?

2010-03-22T13:11:00.000-04:00

A contingent workforce is often necessary to support operational requirements. Employer concerns over long-term temporary assignments have been on-going since the well-known litigation during the 1990s involving Microsoft Corp. (Vizcaino v. Microsoft).

A common misconception is that length of assignment should determine if a temporary or contract worker is in fact a common-law employee. There will always be a need for utilizing leased employees, and sometimes the need will extend well beyond a year or longer. To protect your company from exposure to litigation, make sure the staffing firm you select implements "best practices" to reduce risk of misclassifying employees.

The American Staffing Association (ASA) suggests the following guidelines.

Staffing firms should take responsibility for:

Recruiting, screening, testing, training, and interviewing the employees
Determining the employees' wages, benefits, and expense reimbursement
Hiring, firing, assigning, and reassigning the employees
Handling the employees' complaints and discipline
Distributing the employees' paychecks

Other steps that can be taken include:

Requiring distinctive badges for employees supplied by staffing firms
Making separate reference to the staffing firm employees in client communications
Channeling any client social invitations through the staffing firm
Making appropriate distinctions between staffing firm employees and regular employees in business cards, letterheads, etc.
Maintaining a staffing firm supervisory presence at the work site

Length of assignment is not the sole issue in determining the employment status of employees supplied by staffing firms. For tax and benefits purposes, it is one of many factors under the common-law control test. Assignment limits may even carry some risk if the client has not clearly excluded the staffing firm employees from its benefit plans because they might be construed as an effort to deny benefits by preventing the staffing firm employees from reaching the hours needed for plan participation.

In addition to minimizing contact with staffing firm employees, amending benefit plans to exclude staffing firm employees, and executing employee waivers, are important steps clients should take to protect against retro-benefits liability. Staffing agencies typically have benefits options to offer to their temporary employees.

Employers should be encouraged to review their assignment limit policies to determine whether they are too restrictive or even unnecessary. In any case, following the recommended guidelines will increase the value of staffing services to clients and reduce clients' exposure to liability.

Social Media and Self Preservation

2010-01-29T13:57:00.000-05:00

The choice is yours: ride the train or be squarely positioned on the tracks as it comes barreling by. That's how I feel about social media. Social networking is ubiquitous. It enables us to be "uber" connected with others in a way that transcends any other form of media.

You can't see me blushing, but the truth is that I just created my Facebook profile a month ago. One of my initial observations was the role that social media plays in employment - both from a "push" and a "pull" perspective. Companies use social media as marketing and branding tools. Individuals use social media as networking and job search tools. Employers use social media as a recruitment tool.

So I told myself what I told my daughter when we bought her a cell phone and signed up for unlimited text messaging: "Don't send anything in a text message that you would be embarrassed to let me read." My general guidelines for using social media aren't that much different: whatever we write should be at best, thought provoking but not provocative; and at worst, ordinary and innocuous.

The way we present ourselves on a social networking site is, in effect, our "brand." If I look at someone's profile, I get a virtual video of who they are, simply by looking at pictures, comments, personal information, writing style, and how they spend their time. That's when I became aware of simulation games such as FarmVille and Mafia Wars. I haven't played them, but I can't begin to count the number of white mystery eggs that my Facebook "friends" have discovered on their farms. Some of my friends are animal lovers, too - like my friend Susan, who extricated a purple sea horse from a tangled mess of kelp. I'm flummoxed by how much time people appear to spend playing these games. And while Tony Soprano may give you props for earning amethyst cuff links in Mafia Wars, I'm underwhelmed. As for me, I've achieved gold medal status playing ping pong on the Wii. Don't misunderstand me. I'm proud of this (largely because it's my primary form of exercise). But you'll never see it on my Facebook wall.

To my point: be cautious about what you reveal to your friends (and the friends of your friends). It's easier to avoid the pitfalls of "TMI" with business-oriented networking sites like LinkedIn. But if you're using a site like Facebook, muster up a little restraint. I leave you with my own tips for protecting "brand you":

1. Learn how to use the privacy settings for your profile. The privacy settings in Facebook allow you to control who can see your profile, who can post to your wall, and who can see your search results in Facebook and on search engines. You also have the ability to block specific people from interacting with you on Facebook.

2. Give serious consideration to what type of information and how much detail you're willing to share. Do you want to share your political views? I'm not suggesting you shouldn't - just that you should carefully consider every piece of personal information that will become public.

3. What about that photo of you from spring break in Cancun? You get the picture. Don't post any photos that even hint at being inappropriate.

4. Avoid using Facebook while you're on the clock at work! I'm often amazed at notifications of friends' activities during times when they are clearly at work - and it's not even lunchtime.

5. Avoid mixing friends and business associates. Decide how you want to use the site - as a means of connecting with family and friends, or connecting with business associates.

I don't doubt that employers and recruiters use social networking sites to vet potential employees. Your profile may only be visible to friends and friends of friends, but people are pretty resourceful.

There's a lot to learn - check out the Holy Grail of Facebook Privacy.

In the meantime, I'm keeping a low "profile" and staying out of FarmVille. That is, until a friend notifies me that it's time to harvest a real money tree.

Authored by Sandy Turba

Navigating an OFCCP Audit

2010-01-12T14:11:00.000-05:00

In my previous blogs, I've discussed wage and hour requirements and the elements of a compliant AAP. But what should you do if you've received the dubious honor of being selected by the OFCCP for an audit? Read on.

Under the OFCCP's new Active Case Management system for conducting non-construction compliance evaluations, all compliance reviews now begin with a standard desk audit.

If you receive notice of a desk audit, you will need to send a copy of your AAP (both the plan for females and minorities and the plan for veterans and individuals with disabilities) for the current plan year, as well as the items on the listing attached to the letter (11 total). This includes activity data for the first six months of the current plan year if you receive the audit letter in the second half of your plan year. The AAP and supplemental data to be sent is based on the address where the audit letter is sent; that location is the "establishment" that is being audited.

The itemized listing of data/information to be sent also includes:

compensation data for all employees included in the AAP,
copies of any bargaining unit contracts; and
copies of the last three years of EEO-1 filings

You will have 30 days from the receipt of the letter to provide the current AAP and the additional information requested. Once the response package is received at the OFCCP office that issued the audit letter, they will check to see if all required items are included and will analyze the information provided to determine if there are indicators of "systemic discrimination" (i.e., a potential affected class of 10 or more applicants/workers). If there are no indicators and your AAP is compliant with the regulations, you will receive a closure letter. If there are indicators, a full desk audit will be conducted. This will entail further requests for information and possibly an on-site review. If there is an on-site review, it will likely include a review of I-9 records, interviews of employees and managers, and a review of employment records.

Based on our experience over the past 12 years in support of numerous clients through the audit process, we leave you with the following tips to help you navigate the process:

Verify that the data you submit is accurate and complete and in full response to the request. It is very difficult to explain away errors in the data submitted.
Respond in a timely manner to all items listed in the audit letter, as well as additional requests for information, to the extent that they are reasonable requests. If you need more time to respond accurately and completely, ask for it.
Be ready to explain the non-discriminatory reasons for negative results in the analysis.
Get your I-9's in order.
Document your efforts in outreach to veterans and individuals with disabilities.
Check your workplace and applicant process for accessibility; and your documentation of postings of job openings to state agencies.
Ensure that you have met your EEO-1 and VETS 100/100A filing requirements.
Make sure your applicant flow data meets the standards expected by the OFCCP (see the previous blog for details).
Review your employee files to confirm that they do not contain information that should be in separate confidential files (e.g., medical information, internal investigation reports).
Prepare a list of accomplishments and good faith efforts for the previous and current plan years.

The audit will either be closed out with a closure letter indicating that no violations were found or that only technical violations were found that are easily remedied. If discriminatory practices are found, a conciliation agreement and possible monetary settlement will result.

Here's the good news: once an audit is closed out, you cannot be audited again at that location for two years.

Authored by Dave Waldorf

Surviving a Wage and Hour Audit

2009-12-18T12:59:00.000-05:00

So you've prepared as best you can for a wage and hour audit. Or maybe you haven't prepared at all. Either way, don't panic! You'll feel a bit more comfortable if you know what to expect, and how to manage the process.

The investigator will ask questions about what the company does, and who makes decisions. He or she will ask for a Federal Tax ID number, annual dollar volume of business, structure of the business and other information in order to verify coverage of the Federal Fair Labor Standards Act (FLSA). The investigator will then ask to see the I-9's, payroll and employee records.

One person (preferably an employee with some authority) should be assigned to work with the investigator. That person should keep a list of all records examined, all questions asked, and all employees or other persons interviewed by the investigator. The investigator should be advised that this employee is being assigned as the designated point of contact during the course of the investigation and that in seeking company records or making inquiries about them, the investigator is to work exclusively through this employee only.

Provide the investigator with a private office or other area that is reasonably separated from other employees, especially those employees who have access to office records.

Escort the investigator about the premises as needed. Don't allow him or her to wander about freely.

Allow the investigator to examine all payroll and time records for the most recent two-year period. When time records are requested, bring in no more than two or three weeks of time records at one time. All time records for terminated employees should be pulled and kept separately from current employees' time cards, and only supplied if requested.

You are not required to permit employee interviews on company time or on the company premises. However, the investigator has a right to interview employees about work performed, hours worked and pay received. We recommend that you allow them to do this on company time and on company premises rather than making them do this at the employee's home after work. The investigator should be advised that when he or she wants to speak to any employees, each employee will be brought to the investigator individually, upon request, by the person you've designated to work with the investigator.

At the conclusion of the investigation, the investigator will discuss any violations (if there are any) and will ask for the company's position with respect to future compliance and the payment of back wages on the basis of the violations found. You can (and should) defer a response in order to review this with your legal counsel.

We recommend referencing the Wage and Hour Division's Fact Sheet on employee visits for further details.

Last tip: make sure that your I-9 records are up to date and the forms are certified properly. This is checked in the routine audits that are conducted. Keep your I-9s for all employees in a separate file so that it is easy to provide these to the auditor.

Authored by Dave Waldorf

Preparing for Wage and Hour Audits

2009-12-01T13:28:00.000-05:00

Recordkeeping. Compliance. Audits. These aren't a few of your favorite things. But the reality is that the U.S. Department of Labor's Wage and Hour Division has stepped up its enforcement of the wage and hour laws under the Fair Labor Standards Act (FLSA). The number of FLSA cases filed each year has nearly tripled since 1997.

What do you need to do? Get ready!

Review all of your jobs for proper classification as exempt or nonexempt under the law. Many employers have reorganized their operations and modified jobs in response to the decline in business over the past year. This may change the classification of the job. If the classification changes from exempt to nonexempt, you need to record hours worked and pay overtime premiums as required. This could also happen if pay rates are reduced as cost cutting measures, dropping an exempt employee's pay below the required threshold for exempt classification. Be aware that employees must be paid at least the state and/or federal minimum wage ($7.25 per hour), whichever is higher.

It's critical to determine correct status of the job, and it's not always clear cut. Check out this DOL Fairpay Presentation for guidance. Exempt employees must be paid on a salaried basis (exceptions: computer professionals, outside sales workers, certain professions). Any deductions made from an exempt employees pay must comply with the Safe Harbor policy under the FLSA.

Review timekeeping practices (these practices apply to nonexempt employees) to ensure compliance with the regulatory requirements.

Timekeeping records

Maintain for two years
Capture start and stop times and total daily hours worked
Ensure that supervisors review and approve time cards

Timekeeping practices

Discourage clocking in ahead of start times.
Check to see if employees are docked for lateness and if so, that you are complying with the rounding rules under the regulations.
Require employees to clock in and out for lunch and other breaks.
Review your lunch break practices. Make sure employees are off duty during the lunch break, and that the lunch break is at least one-half hour. If the break time is paid, it does not have to be counted towards time worked as long as there is a written understanding with employees to exclude the time from overtime calculations.
Rest periods less than 20 minutes should be paid.
In certain instances, activities performed before or after the formal "shift" or work period, is compensable (for example, time for donning and cleaning protective clothing for the job).
Travel time practices must comply with the Portal to Portal Act. Factors such as when the travel time takes place, whether it is overnight travel or not, whether the employee is a passenger or driver, all affect whether the travel time is paid time or not. If it is paid time, it could also be overtime (if all time worked plus travel time exceeds 40 hours for the work week).
Are employees allowed or required to work at home? If so, make sure that all time worked is recorded (and paid) for nonexempt employees.
Review compensatory time practices (applicable to public/government employers) for compliance with regulations.

See the following DOL fact sheets:
Hours Worked under the FLSA

State and Local Governments under the FLSA

Verify Overtime calculations

Regular rate of pay calculation - You must include non-discretionary bonuses, shift differentials, commissions in the calculation of regular rate of pay, which is then used to compute the overtime premium. Also, if the employee is paid at two or more rates of pay in a pay period, this is averaged in the regular rate of pay based on the number of hours worked at each rate of pay. Retroactive pay increases must also be taken into account.
All "hours worked" must be included in the calculation, including off premises work.
The calculation of overtime is to be done on a weekly basis, using one of the allowable methods under the regulations (e.g. standard over 40 hours/week method, fluctuating work week method).

See DOL Overtime Pay for more details regarding overtime pay requirements under federal and state regulations.

Review practices for payroll recordkeeping and keep payroll records for at least three years.

For all employees:

Employees full name and SSN
Address including zip code
Birth date (if less than 19)
Gender
Occupation (job title)

For nonexempt employees only:

Employees full name and SSN
Time and day of the week when the workweek begins
Hours worked each day
Total hours worked each workweek
Employee's regular hourly pay rate and the basis for pay (hourly, weekly, piece rate, incentive)
Total daily or weekly straight-time earnings
Total weekly overtime earnings
Additions to or deductions from pay
Total wages paid each pay period
Date of payment of wages and the pay period covered by the payment

Need more information? See Recordkeeping Requirements under the FLSA for more details.

Now that you're prepared, stay tuned for my next installment: What to do if you receive notice of an audit.

Authored by Dave Waldorf

Writing Job Descriptions - Tips and Pitfalls

2009-10-23T13:57:00.000-04:00

I've always been a fan of KISS. Not the 70's rock band with the face paint - but the bacronym for a very powerful principle: "Keep it simple, stupid." This principle has broad application, and most recently I've been thinking about it in the context of job descriptions and their respective job titles.

I have lots to say, so I'm going to muster up some real constraint here. First things first. Are job descriptions required? With one small exception, no! (The small exception refers to the Environmental Protection Agency Regulations, which requires them for jobs where employees handle hazardous waste.) But to be fair, there are some clear benefits of well-written job descriptions:

1. Legally, they can provide some defense in cases involving ADA or FLSA-related issues.

2. Need to do some recruiting? A job description can serve as the basis for articulating the overall purpose of the job and identifying the essential functions. It's one way of making sure that you've got consensus as to what's required. It allows you to more accurately benchmark the job against the market so that your pay package will be competitive. It provides potential candidates with a true sense of what the job is. (Trust me, it makes the recruitment process a heck of lot more effective.)

3.Do you really want to manage performance? A job description can be the foundation for clarifying core expectations. And it can be a great spring board for building out competencies and ultimately, career paths.

If you're convinced that developing job descriptions is a worthy investment of your time (or if your manager has told you that it is), then forge ahead, brothers and sisters. But arm yourselves with the KISS principle and stand firm in your mission to describe the job in all of its glory (or not, depending on the job).

Job descriptions should contain the following:

1. FLSA status (exempt or non-exempt under the Fair Labor Standards Act)
2. Reporting relationships
3. Overall purpose
4. Essential functions
5. Minimum qualifications (be honest)
6. Working conditions
7. Physical demands
8. Disclaimer (indicating that the duties are subject to change and are not intended to be an all-inclusive list)
9. Dates and approvals

If you're going to do them, you'll need to keep them current. That's a strong motivator for keeping them simple. Don't make the mistake of confusing a job description with a mind-numbing list of tasks. Typically, three to five core functions should be sufficient. Indicate the approximate percentage of time that each comprises.

The Two Biggest Pitfalls to Avoid
If you apply this guidance will you have a good job description? Not necessarily. It's like building a house. Maybe your foundation is solid but you've got faulty wiring. I've seen hundreds of job descriptions and the predominant problems with most of them are two-fold: an inflated job title and exaggerated description of the essential duties.

1. Inflated or Meaningless Job Titles
If you've got a moment I'll divulge a true story. It illustrates the importance that people attach to their job title. (This is a nice way of pointing out that ego often trumps common sense.)

I once worked with someone who was promoted (translation: assigned) to a brand new role. Absent a title that seemed intuitive, someone came up with this one: Manager of Transformation. Do you know what the purpose of this job was? Neither do I. But I do recall that this person orchestrated a lovely ice cream social and was ultimately accountable for making sure that there was an air hockey table in the break room.

I thought it would be fun to share a few examples of audaciously silly job titles. Since one of my favorite quips is that "it's all been done before," it took me less than a nanosecond to discover a gem of website with a job title generator. Three clicks later I had three really superlative job titles:

Human Branding Specialist
Executive Enabler of Media Partnerships
Global Accountability Engineer

What do these have in common? More baloney than the lunchmeat factory!

Tip: Call it what it is. If you don't know quite what to call it, focus on the kinds of jobs that your target candidates may have right now. If you need to hire a bookkeeper, don't call it an Assistant Accounting Specialist.

2. Exaggerated Job Duties
Given a choice, I'd rather deal with a lousy job title than a lousy job description. When I benchmark jobs for clients against survey data, I typically ignore the title altogether and dive right into the description. The words don't lie. Or do they? I've found that it can take a strong cup of coffee, two reviews of the job description, the help of a colleague and a serious reading between the lines to get to the truth. I suspect it's our proclivity to sugar-coat more than just our breakfast cereal.

Tip: Choose your action words carefully. Using words such as "responsible for" is too non-specific. Using words that inflate the job duty are equally as dangerous. If you describe the job duties of the warehouse worker as "managing," how will you differentiate the job of a true manager? Here are some sample action verbs to get you thinking: administers, authorizes, carries, coordinates, counts, estimates, files, modifies, procures, records, services, transfers, writes, etc.

Whew! Ready to give it a go? Just remember to use honest language so that you can keep it real. And keep it simple.

Authored by Sandy Turba

Preparing for the H1N1 (Swine Flu) Pandemic

2009-10-07T17:10:00.000-04:00

The World Health Organization declared swine flu a pandemic in June. Here we are in October, spurred to action by months of news reports, the impending availability of a vaccine and the realization that if we haven't done so yet, we'd better prepare.

Government officials estimate that up to 40% of the U.S. workforce will be affected by the H1N1 flu, also known as the swine flu. While this isn't suggesting that 4 out of every 10 of your employees will get the virus, the reality is that those employees - even if they don't get sick - may be the caregivers for family members who do.

Are you ready? Check our list below. We've got some helpful tips and resources to help you increase your readiness.

1. Change your sick leave policies so that workers who are ill are encouraged to stay home until they are well - without fear of impact to their job. This is a good time to review your absence and leave policies. Do they reflect your actual practice? Are they compliant with state and federal workplace laws such as state leave of absence or sick leave laws and FMLA? Update them, communicate them to all employees, and re-educate your managers.

Consider adding the following to your absenteeism policy:

"In the judgment of [name of company/organization], if an employee poses a risk to their own health or the health of other employees or customers based on a medical determination of a communicable illness, they will be asked to stay home and placed on sick leave or medical leave of absence until the threat has passed. If an employee disputes this determination, they must submit a statement from their attending health care provider that such risk does not exist. The company/organization reserves the right to seek a second opinion in that case. In carrying out this policy, the company/organization will comply with all applicable statutes and regulations protecting the privacy of personal medical information."

2. Encourage employees to get vaccinated for both seasonal influenza and H1N1, if it is appropriate for them according to CDC recommendations. (See http://www.cdc.gov/flu/protect/). Vaccines for the seasonal influenza can help prevent illness from influenza strains that may circulate at the same time as the 2009 H1N1 flu. Consider granting employees time off from work to get vaccinated for the H1N1 flu when the vaccine is available. Hospitals and clinics in many communities will be offering vaccines - some free of charge. Post information on these offerings in common areas to remind employees of the availability.

3. Educate employees about preventing the flu. Make sure that written or posted materials are in a format that is easy for all employees to understand. Make an extra effort to promote hygiene in the work environment. Provide tissues, no-touch trash cans, hand soap, hand sanitizer, disinfectants and disposable towels for employees to clean common surfaces. Increase the schedule for sanitizing surfaces that are frequently touched. This could include door handles, telephones, hand railings, tables, eating areas, and restrooms. Provide workers with up-to-date information on influenza risk factors, protective behaviors such as cough etiquette, avoiding touching eyes, nose and mouth, and hand hygiene.

4. Instruct employees who are well (but who have an ill family member at home with the flu) that they can go to work as usual. If these employees become ill, they should notify their supervisor and stay home. Employees who have a certain underlying medical conditions or who are pregnant should call their health care provider right away if they become ill.

5. Be flexible where possible to allow employees to work from home to care for sick family members or care for children if schools close.

6. When possible, minimize face-to-face contact between employees. Consider the use of such strategies as extended use of e-mail, websites and teleconferences instead of face to face meetings and air travel. Encourage flexible work arrangements as a way to reduce the number of employees who must be at the work site at the same time or in one specific location.

7. If an employee does become sick while at work, have a separate room or area (away from other employees) available to them until they can go home. If the employee needs to go into a common area prior to leaving, he or she should cover coughs/sneezes with a tissue or wear a face mask if available. Ask the employee to go home as soon as possible. Employees should stay home from work until they have been fever-free for 24 hours without the use of fever-reducing medication.

8. Identify coverage options for critical business operations. Determine how your remaining staff will assume additional responsibilities while coworkers are out ill. Assess internal skills and identify outside staffing firms that can supply temporary talent if needed. Cross train employees for potential coverage needs.

Want more information? Check out the Business Planning section at http://www.flu.gov/.

Then take a deep breath (with or without your face mask). Once you've done what you can to prepare, you've taken control as best you can. After all, you know what they say about an ounce of prevention.

Authored by Dave Waldorf

Five Tips - Planning Pay on a Tight Budget

2009-09-26T13:19:00.000-04:00

"Show me the money!" When a towel-clad Cuba Gooding Jr. made this demand in Jerry Maguire, he wasn't talking about a 2.8 percent increase to a base salary. But it's all relative,right?

Federal Reserve Chairman Ben Bernanke has spoken and he says that the recession "is likely over." The surveys have spoken, too, and they're projecting merit increases around 3 percent. Both WorldatWork and Watson Wyatt are projecting overall merit increases of 2.8 percent for 2010.

As a self-admitted skeptic, I just want to point out that projected increases for 2009 started out at 3.5%. According to both Watson Wyatt and WorldatWork, actual increases for 2009 came in at 2.2 percent.

The economic tsunami may have lost most of its muscle, but the collateral damage is here for awhile. As a consumer, and a conservative, I'm ambivalent about what some would think are fairly basic, low risk decisions. Should my husband and I trade in his 12 year old gas-gobbling SUV and have two car payments? Or should we stall for a bit? After all, even with 165,000 miles, she still gets the job done.

The comparison may seem trite, but both consumers and businesses are reluctant. So if you have 2 or 3 percent to spend, how do you do it? Here's my shortlist of basic considerations and some simple approaches.

Consider your pay strategy. How does your approach to salary management support your organization and its goals? What do you want to pay for? Is your base pay competitive with the market? Get some competitive data. Can you find and keep the level of talent that you need? Do employees view annual salary adjustments as an entitlement - or do they view them in the context of the value of their role in the organization and the contribution it makes?

1. Identify your key players - these are the people you can't afford to lose. Who do you have to keep and develop in order to succeed? Determine if they're paid at least in line with the market. If not, get them as close as you can as fast as you can.

2. Take a look at your solid performers. If their base pay isn't competitive, consider a phased approach to adjusting their pay to where it needs to be.

3. Realize that pay adjustments aren't required. If you've got average performers whose base pay is in step with the market, the adjustment could be minimal. If you've got people whose performance falls short, why throw good money after bad? Forego any salary increases for employees whose pay is above market. If one of your high performers falls in this category,give them a lump sum.

4. If you have an incentive program in place, shift your pay mix. Put more opportunity in an incentive that pays out only if the organization meets some threshold based on specific measures.

5. Communicate! Help employees understand your approach and show them the value not only of their base pay but their total pay: salary and benefits. Even though they're not "tangible," benefits and other ancillary programs are meaningful to employees and are a critical part of the entire compensation package.

Authored by Sandy Turba

10 Tips for Ensuring Compliance, 8 Tips for Selecting an AAP Vendor

2009-08-18T10:15:00.000-04:00

It sure seems like we're running on empty. Jobs are in short supply. So are small business loans. And what about the funding for the "Cash for Clunkers" program?

But there's been no shortage of change since the Obama administration took office. And the change has filtered down to the OFCCP (Office of Federal Contract Compliance Programs), the agency that oversees compliance with Affirmative Action regulations.

The new administration has proposed a 33% increase in the OFCCP's 2010 budget. This provides for an increase in agency staffing, and consequently, an increase in the number of audits and complaint investigations.

Under its new Active Case Management program, a full "desk audit" (conducted at the OFCCP regional office) will be conducted for every 25 audits, and an on-site review (at the contractor site) for every 50 audits. The focus of the audits is to eliminate "systemic discrimination" (evidence of on-going pattern and practice), with emphasis on discrimination in compensation practices as well as selection, promotion and termination activity.

There is also an emphasis on review of contractor practices with respect to veterans and individuals with disabilities, including efforts in outreach to these groups and job-posting practices.

A new directive has also been issued by the OFCCP for audit of contractors receiving funds under the new American Recovery and Reinvestment Act of 2009 (ARRA).

These directives and increases in budget mean that federal contractors must ensure that they are fully compliant with all of the federal workplace laws enforced by the U.S. Department of Labor. This includes Affirmative Action, I-9, eVerify (mandatory electronic check of employee eligibility to work in the U.S., effective 9.8.09) regulations and prevailing wage and overtime pay regulations. An ounce of prevention will be worth a ton of cure.

10 Tips for Ensuring Compliance

Review sourcing for female and minority candidates for areas of underrepresentation in your workforce.
Review outreach activities to veterans and individuals with disabilities.
Make sure your applicant tracking and record keeping procedures are compliant for sufficiency of applicant flow, an adequate and effective self-identification process, and recording of disposition of applicants (i.e. interviewed, refused offer, did not show up for interview, not minimally qualified, etc.).
Ensure that pay plans are non-discriminatory and that any significant differences in average pay are not due to race/gender.
Provide adequate access to your application process for individuals with disabilities, especially to web-based application systems, as well as to company facilities/programs.
Maintain and update employee information in your HRIS to make sure that the data used as the basis for the AAP is current and accurate.
Conduct mid-year plan reviews to gauge progress towards the goals and other action plans set for the plan year.
Determine the non-discriminatory reasons for any adverse impact identified in employment activity and revise practices/policies as necessary.
Communicate and implement the action plans included in the AAP narrative, and train supervisors/managers as needed.
Keep records for two years (one year if under 150 employees).

8 Tips for Selecting an AAP Vendor

The regulatory requirements are complex and the potential costs of non-compliance are high. If you choose to hire outside help for preparing your AAP, consider the following:

Will the vendor provide support to you throughout the year, including support during an OFCCP audit?
Does the vendor consider this to be a full plan-year relationship?
Are optional services provided, such as EEO-1 and VETS-100A preparation?
How qualified is the staff that provides the services?
Do they have proven track record and solid references?
Will the vendor provide periodic updates for changes in regulations and procedures?
What do the deliverables look like?
Does the vendor provide management level reporting (i.e. executive summary)?

Need help? Contact us for more information on our compliance services.

2009 HR Staffing Survey Results

2009-07-07T11:46:00.000-04:00

Here are the results from our HR Staffing survey conducted via e-mail on June 2, 2009:

I believe the HR department is understaffed due to the economic impact of the recession.
Answer Options	Response Percent
agree	30.6%
disagree	65.3%
don't know	4.1%

The company currently outsources some function of HR.
Answer Options	Response Percent
agree	36.7%
disagree	63.3%
don't know	0.0%

The company will delay implementing new employee programs to cut costs.
Answer Options	Response Percent
agree	57.1%
disagree	34.7%
don't know	8.2%

A hiring freeze was implemented during 2009 in at least one department/functional area.
Answer Options	Response Percent
agree	76.1%
disagree	23.9%
don't know	0.0%

The company downsized HR staff in the past six months due to organization-wide cuts.
Answer Options	Response Percent
agree	35.4%
disagree	64.6%
don't know	0.0%

I am involved in decision making that affects my job.
Answer Options	Response Percent
agree	87.5%
disagree	8.3%
don't know	4.2%

I'm encouraged to develop new and more efficient ways to do my work.
Answer Options	Response Percent
agree	97.9%
disagree	2.1%
don't know	0.0%

I have used HR contractors or interim HR professionals to meet business requirements.
Answer Options	Response Percent
agree	30.6%
disagree	69.4%
don't know	0.0%

I would use an interim HR professional for the following reasons (check all that apply).
Answer Options	Response Percent
Special Project	50.0%
Peak Work Period	21.1%
Unexpected Resignation	26.3%
Leave of Absence	23.7%
Temp-to-Hire opportunity	13.2%
Other	23.7%

I believe there is value added and cost savings when using contingent workers.
Answer Options	Response Percent
agree	53.2%
disagree	19.1%
don't know	27.7%

Total number of FTE's.
Answer Options	Response Percent
1-100	14.6%
101-500	47.9%
501-1000	14.6%
1001-10,000	18.8%
10,000+	4.2%

Industry:
Answer Options	Response Percent
Manufacturing	29.2%
Financial	4.2%
Service	12.5%
Transportation	0.0%
Wholesale/Retail	6.3%
Health care	6.3%
Nonprofit	14.6%
Government	4.2%
Education	4.2%
Other	18.8%

What is your title?
Answer Options	Response Percent
President	4.1%
Vice President	18.4%
Director	28.6%
HR Manager	34.7%
Recruiter	4.1%
Generalist	10.2%
Other	0.0%

Thank you for your participation!

Bad news, folks. Your resume will not get you a job.

2009-06-24T10:13:00.000-04:00

Before you accuse me of being:

a) pessimistic
b) overly critical
c) psychic
d) all of the above

step back and think about this for just a moment. Your resume has two purposes - to represent "brand you" and to score you an interview. Period. End of story.

I began my career as a recruiter. Initially, I recruited accountants. Then I set my sights on computer programmers. But I didn't hit the mother lode until I worked for one of the largest professional services firms in the world. I hope I'm not dating myself too much (because it doesn't seem like it was that long ago...) but this was old-school recruiting - before the internet. Hundreds upon hundreds of resumes later, I had inescapably become a resource for job-seeking family and friends (and friends of friends) simultaneously confronted with and confounded by a blank sheet of paper (or a blank screen) and a six letter word. I had learned what seemed to work, and conversely, what didn't work at all. I'm relatively ruthless when it comes to paring down to the bare bones essentials - because one of the caveats of resume writing is, as Joe Friday said, "Just the facts, ma'am." Actually, what he really said was, "All we want are the facts." But that's not as interesting and I digress.

Before I give you my short list of resume writing tips, let me give you a little perspective to chew on: the person tasked with reviewing resumes WANTS (let me repeat that) WANTS to find the right candidate fast. Said person also wants the resume to be a clear and accurate representation of your expertise. So rather than thinking that the process of reviewing resumes is a process of ruling out, understand that it's more a process of ruling in.

So here they are - some of my cardinal rules of resume writing (in no particular order).

Do your research. Find some examples of effective resumes and incorporate what you learn into yours. Really, it's all been done before.
Your resume should be easy to read. Use bullet points to tell the reader where to focus.
Describe your experience in terms of the value you brought to your position and the organization. Focus on accomplishments that you can quantify.
Replace the career "objective" paragraph with a couple of brief sentences that summarize your experience and competencies.
Don't use acronyms that are specific only to your employer. If no one else knows what they mean, they won't do you any good. Spell them out, or better yet, briefly describe them to provide some context.
Consider which resume format may work best for you. Sometimes a functional resume may work better than a chronological one.
Some of us don't want our age to be apparent. It's okay not to indicate the year you graduated from college.
Less is more. Don't mention your reason for leaving an employer. And don't include your salary requirements. Leave out any personal information relative to marital status, children, or frankly anything else that isn't related to your professional experience.
Write your resume, set it aside for a day or so and then go back and edit it. Pare it down. Send it to a couple of folks who are willing to give you honest, constructive feedback, and take it!
Spell check. Spell check again. Proof read. (I don't completely trust spell check.)
Two pages are plenty. If you have anything really important on page three, the reader may never make it that far.
Never assume that the same resume' will be equally effective for every job opportunity you're pursuing. Be willing to modify your resume' based on the specifics of the opportunity or the organization.

I'm the first to admit that none of these is a revelation. But absent the kind of connections that can get you in the door without one, your trusty resume is pretty darned important when it comes to finding that job that doesn't feel like a job.

Author Wayne Dyer said that there's no scarcity of opportunity to do what you love, just a scarcity of resolve to make it happen.

Make it happen.

Authored by Sandy Turba

Everyone loves a Top Ten List

2009-06-11T11:10:00.000-04:00

Everyone loves a Top Ten List. So imagine my delight when I came across "10 (or More) Things I Hate About Compensation Departments." Having been in the compensation field for the better part of the last ten years, I swallowed hard, took a larger than normal swill of my Starbuck's and prepared for the onslaught.

I won't rehash the list here, but I will repeat reason number 1: the allegation that compensation managers are unwilling to be accountable for anything, even though the combined employee compensation budget is generally the largest single variable corporate expense.
Okay, fair enough. Because when you read the remaining nine or so things that the good Dr. Sullivan hates (Dr. Sullivan is the author of the list), what I believe that he is really saying is what we all know to be true enough: that the compensation function alone can't, in a typical corporate structure, answer to all of challenges inherent in attraction, retention, development, and performance. I'm by no means condoning or condemning compensation departments across our fair country. But what I am saying is the same thing that I've been saying for the last ten years: that compensation isn't just a "science" and that it certainly can't be relegated to a silo.

When we work with our clients to help them understand if their employee pay is competitive, we look to build some business intelligence that reaches well beyond the raw numbers of a salary structure. In truth, the pay rates are the starting point. They represent the proverbial "stake in the ground." We can look at similar organizations in similar industries across the country and pretty quickly tell you if your pay is running with the pack. But really, does anybody want to finish the marathon in the middle of the pack?

Don't get me wrong. I'm not at all suggesting that outpacing your competitor's base pay is the way to win the gold medal. What I am saying is that we need to start looking at compensation as a total approach. How do you develop your people? How do you reward them? What's your compensation strategy? Is it what I like to call "the butts in seats" strategy? In other words, do you provide them with an increase simply for being employed? Are they rewarded more for innovation and risk than for mediocrity? Can your employees even articulate how pay decisions are made? Do they understand the value of their pay? Their benefits? Their career development opportunities? Do they believe they can really influence their opportunity to earn variable pay?

You may not have initially thought that all of these questions were related to compensation. But they are. And if you start asking them, and listening to the answers, I'm betting that you'll see what I believe is painfully apparent to many compensation professionals: that compensation isn't simply one core area of human resources. It is core to the culture of your organization.

Authored by Sandy Turba