We have rightfully spent the last decade debriefing Baby Boomers regarding the unique work habits, motivators and keys to success for Gen Y team members. Amidst these adaptation challenges it is equally essential to debrief Gen Y workers the same about Baby Boomers. Is it possible to mitigate the skills gap by properly addressing this issue?
The skills gap was once defined by the shortfall of available skilled labor in today’s workforce. Experts have since expanded the skills gap to include deficits in critical thinking and communication. Some say the lack of latter skills is twice as prevalent as the lack of technical skills. http://www.cnbc.com/id/101012437 Can we better empower Gen Y and Gen Z by better tapping the Baby Boom?
As a 30-year professional who spent the first 20 years of her career being perceived as “too young,” I’m watching people my own age suffer age discrimination. We, the “50 and fabulous” younger Boomers went quickly from being too young to being too old. This alone tells us that age does not matter. Competency, contribution and adaptability do matter, and ageism is a barrier to success. Beyond the missed opportunities of ageism, we continue to warn against discrimination. The best way to be litigation-proof is to make decisions which are both actually and perceived to be legally compliant.
Since 2003, HRS has been called upon by nationwide academia, media, professional associations and employers of choice to deliver findings and solutions related to the generation shift. We commenced this campaign by forecasting the breakdown of trust and 5 global impacts to millennial motivators. We were absolutely correct, much attention has ensued, and we now transition our change agency by posing new questions and delivering new study. Many experts continue to deliver works on generational differences in attempt to reach those still too stubborn to respond to the original messages. We return to addressing those who are open to learning… those seeking more in depth action planning. In collaboration with several experts, we are creating an updated blueprint for decision planning.
Gen Y Brings Great Promise
The Gen Y professionals with whom I am proud to collaborate push back against today’s stereotypes. They pride themselves on accomplishment and resilience. They pride themselves in individuality and knowledge that each Gen Y peer has handled the impact of their generation uniquely. They bring the same “save the world” commitment I saw in my peers at that age and still today. These emerging leaders are willing and anxious to learn from the successes and failures of their predecessors. If handled correctly, Boomers have an open door for collaboration, if not mentorship.
Although every unique household enforced its own set of beliefs, outcomes and motivation principles, Boomers were not exposed to widespread media of de-motivators to include the dot-com bust, housing bubble burst and, of course, the twin towers collapsing in their living rooms. While we coddle and apologize to Gen Y, are we missing the point that Gen Y is the very generation that witnessed 9/11 as children, both witnessing and proving resilience at early age? This generation has also been listening to our well-founded observations, and many have taken heed to resist the stereotype. Each generation has been stereotyped, and as always, stereotypes and generalizations pose danger. Matthew Bare, HRS AVP, is at the top of his generational class and openly questions “Are we ‘feeding the beast’ in over-attending Gen Y needs? Are we convincing some they are delicate flowers? Were participation trophies a bad idea?” Admittedly, I was one of those little league coaches who ensured my team received the same participation ribbons as the other teams, but the trophies were always a noticeable step above the ribbons. There was always motivation to excel. Gen Y and Gen Z represent current and future leaders, and the best of them offer some astounding deliverables.
Matthew Bare continues, “Our parents strived to give us a better world than they had, especially in light of the tragedies that occurred during our upbringing. For most of us, this resulted in positive praise, almost at an excessive level. We were told that we could accomplish anything, and we believed it. All of the focus on positive praise and putting an end to bullying led us to one thing - loads of self-esteem. If there is one, consistent fact about our generation, it's that Gen Y might be the cockiest generation to ever walk this planet. Each and every one of us believes that we can accomplish whatever we want. Work ethic doesn't even become an issue for some. We were rewarded for our efforts no matter what the outcome (trophies, ribbons, etc.). You combine that self-esteem with the world events that we had to witness… and the world has created an entire army of individuals who are cocky, self-obsessed, and resilient. Why do some people my age not work? Because they don't feel the need to. Either they feel that they can accomplish what they desire without working hard, or, thanks to the economic depression, they don't see the benefits of working hard. This is no one's fault, while also being everyone's at the same time.”
Gen Y is questioning everything that did not work for the prior generations and is incorporating new age thinking into new decisions. Is this different than what high-achieving Boomers did in their 20’s? Isn’t change a component of progress? Some perceive Gen Y as owning a lesser work ethic. Is this really a generational trait, or is it just a symptom of age… time for kids to be kids? We begin to see a shift as Gen Y ages. Most Gen Y are no longer kids… enter Gen Z and a forthcoming set of studies.
Gen Y is showing substantial signs of resilience, learning and fiscal prudence. Fidelity Investments’ “Five Years Later” study reports that Gen Y has “learned more and (has) taken the most positive action post-crisis of any generational cohort.”
Boomers Adapt & Continue to Deliver
At this recession’s start, many Boomers presented unreasonable demands and found themselves out of work. Demanding future pay based upon past performance was rarely effective in an economy of belt-tightening and youth-oriented technology. Seasoned egos were replaced with equally competent and more developable talent for less money… specifically Gen X and Gen Y. Most employers have been pummeled with employment solicitation from unemployed Boomers. As a single employer, since 2008, HRS alone has received more than 12,000 resumes from seasoned professionals seeking to join our consulting team. Flattered as we were, sadly we were unable to provide any meaningful response to candidates not accepted for excess jobs we could not offer. This is true of many employers, and Boomers have adapted. Those who just five years ago presented unreasonable demands have either learned, have exited the job market, or to this day…“stick out like a sore thumb.” It is time for employers to circle back and re-tap this valuable resource. While promotion from within remains productive methodology, we need mentors. Enter Boomers.
Doug Franklin, President of FLHRPS and Principal of Epic Business Strategies, has spent a great deal of time researching and addressing this very topic. “I believe many of we Boomers have had long great careers, but due to a number of factors, many of the Boomers will find they need to continue their careers well past the dates they had targeted.” Reasons for the extended careers are well documented. We concede the economic impact to retirement funds, asset value and household income. On the positive side, Boomers are enjoying longer career-life expectancy than generation predecessors. Some Boomer business owners will stay involved due to the “brain drain” and the challenge to replace themselves. Franklin continues, “Most senior-managers have now turned their thoughts towards extending their careers and not retiring as early as they had thought or maybe hoped. I regularly speak to Boomers who are in their mid-sixties who are continuing to work and have their eye on 3-5 more years of very strong career path. For some I think this is economically driven. I think for others it is because they enjoy working and are open to taking on a lower level position which they may feel is fun and less stressful. I think many Boomers now are thinking of working full time until they are closer to 70 than 65.” Whereas Boomers are known as the generation of hypertension, many are responding with wellness routines and stress management, efforts which keep them productive in the workplace.
An August 2013 SHRM article “Invest in Older Workers” discusses the stereotypical characteristics of Boomers. Low absenteeism, low turnover, high problem solving and customer service patience are among the positives. The US Bureau of Labor Statistics reports Managerial, Administrative Assistant and Driver positions among the most popularly held by age 55+. Other popular roles include retail sales, teaching, health care, accounting and law.
One Gen Y start-up business owner recently told me,
“I understand patience is key to my business success.”
Are you kidding me? If I had been patient for even one day and often just one hour, HRS would not be here. In fact, if I hadn’t pushed back or walked away every time someone deployed a work avoidance technique, HRS would not be enjoying 30 years, and you would not be reading this article. Except for happenstance, working smart and working hard are the keys to business success. Is this a Gen Y problem for Boomers to solve or just an individual given bad advice? Is it an inherent Gen Y trait to redirect after experiencing resistance… is this a learned trait, an individual trait? Is there an opportunity for Boomers to assess and contribute? Are some Boomers just plain crazy, needing to wind down by talking with a calm, patient Gen Y?
Whereas some professionals will continue to shout at those still ignoring the basic concept of demographic adaptation, and while some employers will extinct themselves like dinosaurs, we understand those reading this article are already among the select few who are well-researched and will use this information to succeed. It is time for us to now focus upon reassessment and blueprint of balance.
“Most of my Client companies do not seem to be directly addressing head on the large future loss of the Boomer ‘Resource’ that they now rely on and cherish. However, some are putting serious resources into a variety of programs to try to keep up with the large loss of Boomer talent they expect to lose in the coming years,” advises Doug Franklin. “Some of these programs include strong succession planning...and even more aggressive internal training programs coupled with remote learning initiatives by progressive major universities to train younger generations.”
Boomers offer attributes, experience and knowledge in need of transfer to the incoming generations. The communications gap and electronics age challenge us to relay information more easily handed down in prior generational transitions. Gen Y’ers who step up to meet Boomer communication styles will find competitive edge in collecting the data. Boomers willing to meet Gen Y halfway may find equal reward.
The mobile and virtual workforce model at HRS provides a valuable prototype for employers eligible to reduce brick and mortar. Working families are accommodated while businesses grow with reduced costs. Today’s Gen Y offers more alignment with longstanding ethics than typically recognized. Adaptation always has and always will be an essential. Our Gen Y team has always appreciated and contributed to our invention. HRS work life pioneering to include the initially scoffed at “Casual Friday,” wellness programs, corporate charitable initiatives, as well as, the in-house day care center we dared to attempt in the 80’s are everyday happenings today. It is the Boomers who led Gen Y to this place in time. Boomers can continue to augment future success, as long as Boomers practice what they’ve preached, showing respect, active listening and collaboration.
We at HRS are recommending a balance of collaboration between the generations. If you want a better approach to solving a problem, ask someone likely to disagree with you. As with all team collaboration, negotiation and management skills, know your audience’s motivators and anticipate objections. Franklin comments further on keys to success for achieving generational balance. “Companies have added onsite recreation and gyms, coffee bars in-house… and provide wireless internet access as just a few ways to attract the younger generations. Companies are also catering to Boomers to encourage them to stay working longer by offering flexible work weeks, virtual positions, and even company provided financial planning services. This team effort helps to train younger generations… and allows X and Y generations to have opportunities to step up and fill Boomer positions at times in a trial period. However, it remains to be seen as to the overall impact on companies as Boomers finally phase out permanently. Gen X and Y workers have different life expectations and work thoughts.”
Doug Franklin is Principal of Epic Business Strategies and President of FLHRPS, Florida's affiliate of the national HRPS, dedicated to HR executives. Franklin held industrial executive leadership positions during the first 30 years of his career with companies such as Honeywell, Ferguson Enterprises, SPS Technologies, and Pacific Scientific. A former HRS client, Doug now serves as a partner consultant to HRS, contributing knowledge-based resources.
Matthew Bare is Associate Vice President of HRS. Matt works with key HRS clients locally, nationally and abroad to understand pressing concerns and deliver timely solutions. He pursues an extraordinary knowledge base in legal compliance, relationship development, employee motivation and best practices for efficiency. Summary bio.
Article by Jessica Ollenburg, HRS President & Senior Consultant. Summary bio.
Jessica Ollenburg - Thursday, September 12, 2013
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The Fair Credit Reporting Act (FCRA) and its effect on employment practices are finding new court scrutiny, case precedents and employer confusion. The following blueprint simplifies employer “need to know” information.
The Federal Trade Commission (FTC) enforces the FCRA. As of August 2013 the FTC’s Bureau of Consumer Protection advises employers to perform the following steps before conducting a background criminal, court or credit check:
Provide the applicant or employee a written stand-alone notice, outside of the employment application, which advises of the pending background check.
Gain written permission from the applicant/employee which includes forward moving checks as performed.
Certify compliance to the company from which you are getting the applicant or employee's information. You must certify that you notified the applicant or employee and got their permission to get a consumer report, complied with all of the FCRA requirements, and will not discriminate against the applicant or employee or otherwise misuse the information, as provided by any applicable federal or state equal opportunity laws or regulations.
Thereafter, according to the Bureau: “Before you reject a job application, reassign or terminate an employee, deny a promotion, or take any other adverse employment action based on information in a consumer report, you must give the applicant or employee:
Notice that includes a copy of the consumer report you relied on to make your decision; and
Copy of “A Summary of Your Rights Under the Fair Credit Reporting Act.”
Giving the person the notice in advance gives the person the opportunity to review the report and tell you if it is correct.
If you take an adverse action based on information in a consumer report, you must give the applicant or employee a notice of that fact – orally, in writing, or electronically. An adverse action notice tells people about their rights to see information being reported about them and to correct inaccurate information. The notice must include:
Name, address, and phone number of the consumer reporting company that supplied the report;
Statement that the company that supplied the report did not make the decision to take the unfavorable action and can't give specific reasons for it; and
Notice of the person's right to dispute the accuracy or completeness of any information the consumer reporting company furnished, and to get an additional free report from the company if the person asks for it within 60 days.”
According to the Bureau, “Employers who use ‘investigative reports’ – reports based on personal interviews concerning a person's character, general reputation, personal characteristics, and lifestyle – have additional obligations under the FCRA. These obligations include giving written notice that you may request or have requested an investigative consumer report, and giving a statement that the person has a right to request additional disclosures and a summary of the scope and substance of the report. (See 15 U.S.C. section 1681d(a),(b)).”
Additional information is available at…
State and federal courts have recently set case law enforcing these notices and rights of appeal as related to not only agency checks, but also employment references and interviews. Several employers have found themselves embroiled in legal battle, settlements, fines and adverse publicity specifically over failure to notify candidates of their rights to be provided notice or appeal. A few of these found additional EEOC complaint by treating protected classes dissimilarly, thereby creating discrimination.
In light of these and other risks, it becomes increasingly important to manage incoming and outgoing background check data. Employers who publish a policy denying reference checks will continue to find a demotivation and “What happens in Vegas…” attitude among staff. Employers must control information without avoidance of information.
Employers cannot ignore responsibilities for candidate background checks and have been held responsible for negligence by ignoring reasonable care in hiring. Additionally, bona fide occupational qualifications (BFOQs) remain legitimate hiring criteria. Employers need to conduct these checks lawfully and fairly with consideration to comprehensive risk management.
Crafting of policies considers the staging of notice, probabilities of disqualification, hiring steps, differentiation in screening among company job descriptions and unique employer compliance strategies. HRS recommends the incorporation of full scale screening permission, most recently including job-specific Internet records research, into the crafted notice. HRS is available for custom crafting of expert policies and permission/notice forms according to unique employer needs and practices.
Jessica Ollenburg - Tuesday, August 13, 2013
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Update: Shortly after this article's publication, the US Federal Government announced a one-year delay of certain ACA mandates including the "pay or play" component. According to the US Government, employers and individuals are still responsible to "pay or play" as of 1/1/2015. Follow-up articles shall be posted as developments unfold. eNews offers interim updates as certain employer mandates are currently in force.
As employers sift through immediate and forward moving impact of the Patient Protection and Affordable Care Act (ACA, PPACA or “ObamaCare”), we consulted with nationwide ACA experts to provide a quick blueprint of action items, FAQs and debunked myths. In respect to our expert unbiased objectivity, HRS employer clients have been asking us for credible and clear answers on this topic.
Preparation & Timeline
While some employers still believe they have until 2014 to make decisions, a more practical deadline is October 1, 2013, when health exchange notices need distribution to employees. Once these notices hit, employee questions will abound, and the risk of providing inaccurate or unsavory answers will impact employee retention, engagement, productivity and legal compliance. With employee access to health exchange, employer programs will find heightened scrutiny and explanations must be ready. In addition to impact upon talent resources, employer failure to meet ACA guidelines will result in substantial fine. While employers initially pledged to “pay” are shifting to “play,” due diligence is essential to “play.”
With minimum coverage covenants higher than ever before, minimum premiums are expected to increase as well. Employers are encouraged to anticipate this perception gap and to strategically educate employees as to the comparison between employer-sponsored and health exchange coverage. Summaries of benefits and coverage (SBCs) will not be enough to address this topic.
Matthew Weimer, Director of Employee Benefits Operations for Diversified Insurance Solutions, advises employers to prepare for employee surprise once the exchange opens. Weimer advises that many individuals are expecting exchange premiums to be lower than they actually will be, and an opportunity for an employer “win” is present.
Karen McLeese, JD, Vice President of Employee Benefit Regulatory Affairs for CBIZ Employee Services, Inc., advises employers of all sizes to “work with insurers, TPAs, benefit consultants, brokers and other advisors to ensure compliance with all ACA market reforms.” McLeese further advises to be prepared to deliver notices to all employees, not just those covered by the health plan, by October 1, 2013; to be familiar with single source market place applications; to ensure summaries of benefits and coverage (SBCs) are properly distributed; and to properly classify and count workers. HRS, Diversified and CBIZ are addressing these mandates by providing guidance as to crafting exchange notices, counting employees, educating team members and selecting plans to meet affordability standards.
Criticism, Fact Versus Fiction & Recent Developments
The relentless politicizing and profit taking on this topic have created mistrust and frustration among employers, so HRS has stepped in. We have no vested interest in insurance program sales. Our interest and reputation are tied only to accurate top shelf information and legal compliance standards. We have additionally invited adjacent field experts who have responded with transparency and integrity to our news campaign.
While arguments abound, opponents of the Act assert that the “Patient Protection” provisions can be mutually exclusive to the “Affordable” provisions, and employers need to address this concern. Some employees will undoubtedly be forced to buy more coverage than perceived necessary. Whereas the counter-argument is that these forced coverage levels will ultimately decrease overall health care costs, we cannot ignore and must address the initial sticker shock. Along that same line of thinking, Weimer addresses that many of his insured clients are already electively providing coverage levels that exceed ACA standards, and therefore, when employee premiums exceed health exchange premiums, the gap must be addressed to safeguard employee trust and engagement. Under affordability standards the employer must absorb the majority of premium costs, and therefore, while employees may pay higher premiums through the employer, it is imperative that they fully understand the value received and that the employer is absorbing the majority of excess benefits costs.
Employers were justifiably concerned by the initial ACA language which required employer review of “household income” in determining affordability. Not only did this pose an infeasible burden of costly administration but also a grave concern over privacy rights and employee discomfort. Affordability measurements have been thankfully addressed by updated calculation methods to include the W-2, rate of pay and federal poverty line (FPL) methods. These investigations are simpler, less invasive and consider only employee income rather than household income. As the federal ACA regulations shift substantial administrative burden to individual states, HRS urges employers to research state regulations and not just the federal. As the federal regulations do not protect spousal coverage, look to states for spouse and domestic partner rights.
Strategies & Caveats
Employers will choose plans based upon overall compensation scheme, labor intensity and workforce demographics. Benefits should be tailored to unique team attributes and perceived needs. Several HRS clients are employing primarily young, entry level, and therefore typically healthier teams who prioritize basic health but would rather receive other forms of compensation over benefits plan upgrades. For these employers we suggest consideration of a Minimum Value (MV) plan offering optional buy-ups. By deploying this strategy, the employees see premiums competitive to the exchange but also see their employers willing to absorb costs toward employee-elected upgrades. Employers who determine to trade plans down without proper employee education will likely find disaster rather than reward by this practice. “Design your health plan in such a way as to facilitate attracting and retaining your employees. Design the program to maximize personal engagement.” advises McLeese.
Some of the most common pitfalls will likely be linked to employer size, affordability and minimum value coverage. Small businesses (less than 25 FTEs) are offered conditional tax credits but not for business owners. Large businesses (50+ FTEs) will be fined for offering inadequate coverage. Minimum Value (MV) and Actuarial Value (AV) are impractical to calculate for most employers, and therefore working with insurance brokers and carriers you trust becomes more important than ever before. Safe harbor rules allow employers a small margin of error. Weimer advises employers to look to carriers for proper disclosure of MV and AV data. He tells us Diversified is overseeing these calculations for insured clients. McLeese adds that employers should properly classify employees as a new hire routine and to “work closely with a payroll provider who can assist in these recordkeeping requirements.”
Matt Weimer, Karen McLeese and HRS are all addressing proper FTE calculation methods. Weimer and Diversified have released a webinar rich with affordability calculators and employee counting rules. McLeese adds to these metrics a few cautions, including proper classification of employees versus independent contractors. HRS advises that improper 1099 classification is suffering more scrutiny and penalty than ever before, and not just with regard to ACA guidelines but also overall taxation and FLSA compliance impact. McLeese summarizes “Determine which employees are full-time, part-time, variable or seasonal. Decide whether to take advantage of a look-back (measurement) and stability period, and if you're not using a measurement/stability period, analyze status each month.” “Know your shared responsibility risk. How many full-time employees are offered minimum essential coverage? Is it affordable? To avoid a penalty risk, offer adequate coverage at an affordable rate. It is the offer, not the take-up rate, that matters,” continues McLeese.
McLeese recommends to “Establish a wellness program that promotes health and well-being; and ensure it is compliant with new ACA rules. If a wellness program currently exists, review it to ensure compliance with new ACA rules.” The ACA addresses wellness programs, and Weimer adds that wellness, HRA and HSA programs are under current review for their rightful position in coverage ratio calculations.
ACA guidelines will continue to address access and will require annual open enrollment for employer-sponsored plans. Employees will need to be offered health exchange notice within 14 days of new hire following group notification by October 1, 2013. Many employees will not be eligible to purchase insurance on the exchange but must be advised by employers as to availability for application.
HRS is addressing the Affordable Care Act with three new dedicated initiatives: 1) PPACA News Campaign, 2) Individualized Employer Workshops, and 3) Employee Education Tools. We remind that much of law is based upon case precedents rather than statutory language. Look for PPACA to be taking shape for years to come. Please consider us a resource, and stay tuned for more information.
Matthew Weimer is Director of Employee Benefits Operations for Diversified Insurance Solutions. Matt’s extensive insurance industry knowledge and leadership helps to keep the entire benefits department abreast of legislation. He is Diversified’s Health Care Reform onsite expert and sits on the Board of Directors for the Independent Insurance Agents of Wisconsin (IIAW) along with several other industry and legislative committees. Matt has served on a number of advisory councils for the Wisconsin Office of the Commissioner of Insurance and still meets regularly to discuss state and federal insurance regulations. Matt holds a Bachelor of Arts degree in Business Administration and Marketing from Carthage College.
Karen R. McLeese, J.D., is Vice President of Employee Benefit Regulatory Affairs for CBIZ Employee Services, Inc., a division of CBIZ, Inc. McLeese serves as in-house counsel with particular emphasis on monitoring and interpreting state and federal employee benefits law. She follows and analyzes trends and provides information and technical support in response to technical questions regarding employee benefits. McLeese is a member of the Employee Benefits Committee for both the Kansas City Metropolitan Bar Association and the Missouri Bar Association. She is also a member of the Health Law Forum and the Labor and Employment Law Section of the American Bar Association. She has spoken professionally on wide variety of topics related to employee benefits, including HIPAA, COBRA, Welfare, Medicare, FMLA benefits. McLeese serves as an editorial board member for the publication Benefits Law Journal and is a graduate of Notre Dame and Duke Universities.
Article by Jessica Ollenburg, HRS Senior Executive Consultant & CEO. Summary bio.
Jessica Ollenburg - Wednesday, June 26, 2013
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Whereas it took decades to carefully pioneer and wait for technology to catch up, HRS became a fully mobile business in 2009 with new triumphs in 2013, and we are likely not going back! We enjoy a blend of fixed and flex offices, and we travel by appointment in between sites. We enjoy entirely web-hosted work tools. As we began pioneering this new wave of organizational development thirty years ago, we have managed the risks and replaced challenge with reward. We endured the pitfalls so that our clients need not follow. We now have a turnkey solution and blueprint for client use. We could not be more pleased with our success.
Richard Branson, founder of Virgin Group, advises “Many employees who work from home are extremely diligent, get their job done, and get to spend more time with their families. They waste less time commuting and get a better work/life balance. To force everybody to work in offices is old school thinking.”
To be truly mobile, work from home is somewhat inevitable, and HRS offers consulting to employers seeking this transformation. We have endured the work from home challenges, and we have conquered. We have learned that we (at HRS) really never stop working anyway, so boundaries are impractical. That being said, we at HRS do take “power breaks” to recharge for the next great thing, and we strongly promote wellness routines. We advocate certain “home hygiene” when establishing in home offices.
Not all businesses can break down the brick and mortar, but as we are in the information business, we can. Our manufacturing and distribution clients are learning the efficiencies of mobile solutions where possible.
Our greatest challenge in creating a mobile workforce has been employee supervision. We have developed a number of custom and proprietary trade secrets which have addressed this concern. Mostly, we have changed how we hire, whom we hire, and how we measure work. We at HRS are entirely pleased with outcomes, and we have adapted our business model to capture these new opportunities.
Hidden benefits include improved documentation and better communication habits. Work from home policies must achieve balance between personal privacy and company risk management. Accepting in person visits only by appointment allows improved focus upon the customer and spontaneous client needs. Our clients deserve our immediate attention and top priority. A mobile workforce allows us improved client access. We offer more satellites with nationwide and global reach, and we can be where the clients want us as needed through flex offices.
Jessica Ollenburg - Thursday, May 23, 2013
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Culture of entitlement, questions regarding capitalism, redefining “success” and Gen Y characteristics are some of the many gamechangers affecting today’s organizational outcomes. While we do not advocate creating a leadership culture that entertains repetitive and burdensome employee questions, we do advocate an employer-driven commitment to education which enhances engagement and motivation toward shared employee-employer success. This article discusses considerations and blueprints toward that success.
Today’s Gen Y career entrant speaks in terms of “I feel,” phraseology we Baby Boomers were taught to be unacceptable. America’s leadership postures for votes by touting principles of entitlement, birth right, refusal to work and socialized benefits. These characteristics feed a de-motivation to work harder or smarter than the next person. In an era where state government leaders can organize an initiative to refuse work which arguably outweighs their initiatives to demonstrate work, how can we expect impressionable youth to grasp real work ethic? When we are willing to question our constitution, why shouldn’t employees question workplace rules?
Collective bargaining was created in an era where employees worked hard and employers often lacked principle and know-how to properly keep checks and balances toward mutual economic success. Today we find employers committed to lifelong learning while many employees cannot construct a meaningful sentence. Checks and balances are once again off while the best workers in America are held back by concepts of seniority and union dues, at least until employers have as much power as self-serving, dues collecting unions who are among the biggest businesses of all… next to government. Nonetheless, we recommend employers do not entangle with the NLRB unless willing to wage a costly war. Except for some successful adjustments by Governor Scott Walker in Wisconsin, employers need to recognize that unions have more “solicitation” leverage than that allowed of employers. The general population continues to listen to the loudest voice in the room.
Financial success is being undermined, capitalism and its complexities are in question, and profiteers take advantage of conflict, sensationalizing every issue. Employees are more uncertain than ever before as to their own goals and how to attain them.
Amidst this chaos we have worked hard to simplify the steps for employer response. The blueprint for workplace best practices is a 6-step program:
1) Problem Recognition: Accept and understand the larger de-motivation of the community at large. Accept reasons behind de-motivation where it exists.
2) Apply Appreciative Inquiry: Assess and create focus upon what the organization does best.
3) Evaluate Unique Organizational Demographics & Motivation Trends: Assess the motivation culture of your company’s own workforce and evaluate trends. Consider the power of workplace outcomes and how they are affecting the overall mindset of employees. Each organization is unique and is affected uniquely by the impact of the community at large. Local success can overpower widespread deficiencies. If it is not broken, do not attempt to fix it.
4) Tap Into 3rd Party Solutions: Reach out to field experts as means to deploy proven toolsets, to optimize credibility and to avoid appearance of bias. Refuse to experiment in this risky area offering noteworthy ROI for success. Consider HRS as an expert resource here.
5) De-Politicize the Company Stance and Comply with NLRA Regulations: Work ethic, wealth and big business versus small business topics all evoke personal politics. Today’s politics are quite polarized. Avoid biases and stick with the facts. Discussion of unions and collective bargaining risks NLRB repercussions or heightened collective bargaining activity. Stress merit-based outcomes without indicting union methodology. Derive merit-based incentives that work well and are easily communicated.
6) Be Consistent, Build Trust and Deliver on Promises: False promises will create long term damage, but failure to inspire will cause such short term damage that the long term becomes jeopardized. Apply practices consistently and within policy. Create and troubleshoot an action plan before broaching this highly essential topic.
Democracy is complicated, and motivation remains fragile. HRS recommends a keen eye on changes and a quick and accurate response to keep engagement on track. Case studies and specific solutions are available upon request.
Jessica Ollenburg - Monday, February 11, 2013
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Social media. It’s different and unique. We’ve never seen anything like it. We’re fascinated by it, yet we’re not sure how it can help most businesses, especially ours. A totally new, modern paradigm, right? Maybe not.
In the mid-1990s, nearly every business leader had some degree of fascination with the “Worldwide Web.” They suspected it was important to have a “page” on the “Information Superhighway.” But for what? Well, most weren’t sure, but everyone was doing it and the Internet seemed to have mysterious potential, so everyone jumped in. Thousands and sometimes millions of dollars were spent, often times with very little ROI or alignment to business goals. And some got burned. Yet we learned and the Web proved to be an integral part of the way we do business.
Fast forward to today. For many, the feeling about social media is similar. A vague, uneasy, queasy feeling. “Social media might be good,” you say, “but what if it’s too early for my business to embrace it?” Or “What, if anything, can it do for a business like mine?” Or “I want to do something with social media, but I don’t want to look stupid or waste money!”
It’s a brave new world, so it’s understandable that the business benefits from social media might seem nebulous. Sure, consumer goods companies and entertainment entities have been embracing social media for several years, but the rest of the B2B and B2C herds are still trying to figure out how to use it, and many are even avoiding it altogether. Sure, you might have personal accounts on Facebook, LinkedIn, Twitter, or even Pinterest, and you might even use blogs or mixed content strategies at work, but that doesn’t translate into having a clue about how social media can work for your business, right?
Of course, you might delay or hide, but you know social media, like the Internet, is not going away. In fact, depending on your business goals it might already be a necessity for your business—regardless of what your business is or whether it’s B2B or B2C—in the same way the Internet became a necessity in the late 1990s. Don’t believe it? According to an industry survey done in early 2012, 93 percent of B2B companies and over 95 percent of B2C companies use social media to market their businesses. Moreover, over 56 percent of B2B marketers and 45 percent of B2C marketers acquired new business partnerships via social media.
While the methods and tools might vary depending on your business, you should at the very least be seriously considering how social media can be an effective part of your strategy. Here are a few tips to help you get up to speed and make your social media efforts successful:
• Social media will be an evolution for you, but you should already be using it. Social media itself is evolving daily. It will also be an evolutionary tool for your business, just as the Internet was “back in the day.” That said, it is imperative you take it seriously now, else you’ll be well behind your competitors who are already learning and growing with it. And they are learning and growing with it, right now!
• Social media will be a continuum for you. Perhaps you are already using Facebook and Twitter as simple announcement forums to post press releases, product or event announcements, or even job openings? Not good enough. Social media is not a PR megaphone—it is first and foremost a listening post! Even if you are savvy enough to post questions in an attempt to elicit a response—“Hey, what do you think of our new product?” —your audience smells when they are being told rather than being asked. You’ll see that in the few responses you get. Once customers are doing the talking, then you should evolve that into using strategy. Strategy then leads to the ultimate goal: client and community engagement. Depending where you are on the listening/strategy/engagement continuum, you will have different social media needs.
• It’s not about the number of followers you have. The number of followers you have is merely an outcome of your efforts. What you’re ultimately looking for is highly-engaged customers who actively embrace your social media efforts, help you improve your business, and increase the bottom line, so quality trumps quantity. Social media allows you to engage with your customers at moments when they’re not normally thinking about you. Moreover, the viral nature of social media is the equivalent to an old-school concept every businessperson understands: referrals. Each time a visitor shares your Facebook post, re-tweets a link you posted on Twitter, or re-pins an infographic you posted to a Pinterest board, they are creating new relationships for you.
• Your social media messaging needs to align and integrate with your other brand messaging. A business-to-business software company I know, one whose audience is mostly male and over 40, recently posted a link to a positive quarterly earnings announcement. Innocuous enough, except below it they also posted a meme, a picture of a puppy with the caption “Who’s awesome?!” Not so good. Social media can indeed provide a unique way to humanize and personalize your brand, and can give it a softer, friendlier tone. But any humanization must be in sync with your other messaging. Unless you’re targeting a youthful consumer audience, avoid being too cute. In your effort to appear personable and likeable, you erode respect for your business and credibility for your brand.
• Don’t believe the smoke and mirrors. There are many firms that claim to be social media experts. Because the genre is evolving so quickly, few are. They are just trying to capitalize on a new service that businesspeople are only now embracing. Find a communications firm that talks first about your business, then about the methods to reach your goals. The firm should talk about aligning your social media efforts to your business goals and desired results. If a firm uses daunting language you don’t understand, they are not the right firm for you. You don’t need a specialty firm or Madison Avenue agency that tries to dazzle you with social media gobbledygook and expertise—you need one that takes a “business-first” approach to your marketing. Social media is a marketing tool, and it needs to work well with all the other tools in your toolbox. Use a firm that understands your overall communications needs and has experience integrating social media as part of your larger goals.
Social media for use in everyday marketing communications is still new and evolving, but it needn’t be scary, and you needn’t have perfect knowledge to use it effectively today. Just make certain to focus on your business goals, define the long-term business results you’re looking for—Building brand or product awareness? Stronger lead generation? Better prospect conversion rate? Being seen as a thought leader?—and use people who are holistically focused on your business and brand rather than just the social part of social media. Because as the Internet era taught us, it’s all about the business.
- By Dar Hackbarth
Dar Hackbarth is an innovative thought leader with high-level strategic successes in marketing, digital media, branding, PR, social media, and creative development. In various management and consulting roles across more than 20 industries, he has worked with or for some of the world’s leading names. Among his diverse achievements, Dar co-founded a successful graphics and Web development company, has been a driver behind several well-known marketing innovations, and has received more than two dozen creative awards. He serves as Vice President, Strategy, for The Point Group, a full-service marketing communications firm.
The Team At HRS - Thursday, November 15, 2012
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Getting pummeled with newsletters? Of course you are. We all are. While many senders are deploying shotgun approach with rapid fire muck and will never notice your unsubscription, many will receive a bold type alert of your action and will be instantly insulted.
Today’s social media and technology often allows the filter of incoming information with discretion and ease, so why send a deliberate insult? Those who prefer the insult are alive and well and they shall stop reading here. Those seeking diplomacy will continue reading.
As both example and shameless plug, HRS e-News boasts less than 1% unsubscription rate and a 10% rising subscription rate annually. We accomplish this by distributing only 2-4 newsletters annually, and we use headlines, organization, provocative editorial and concise relevant content to get the reader in and out quickly with appreciated value. Nevertheless, a few will unsubscribe. When approached regarding the unsubscription, the most common answer has postured upon too many newsletters and too little time. Many newsletters are never read.
As in many organizations, every unsubscription is noticed and monitored by our key team. Some of these unsubscribing geniuses sell to us, enjoy our donations or have subscribed us to their newsletters without our consent. In most mass mailings the link to unsubscribe is typically present only in sender avoidance of the internet “blacklist.” Our team has learned that unsubscribers may lack knowledge of outcomes; however, many recipients of the controversial unsubscription are insulted by the act or consider it buffoonery. Please think it through.
A better time-saving and relationship-saving fix exists. Rather than taking time to open the newsletter and navigating the quagmire of unsubscription clicks which may very well get you negatively noticed, use technologies to vanish the unwanted more quickly. If you are receiving infrequent correspondence from a sender, the best use of your time is probably to ignore or delete. If frequent, please be aware that your unsubscription may be ineffective, and deploy your inbox filter rules to reroute the sender to another folder, a clearly labeled folder which distances itself from your normal viewing panes. You may offload the correspondence for future viewing opportunity, or perhaps you may send it to Siberia. Should you find yourself annoyed by this onslaught of the uninvited, consider your filtering as the letter wrote but never sent. Take comfort that a well-executed filter will absolutely clean up your inbox and ease your busy workday.
Facebook and other social media platforms can be even easier. Sans a business policy to do so and mutual understanding beforehand, to unfriend someone is quite the middle finger. Facebook allows us 10 levels of unsubscription which the other party may never notice, so why not use them? There are no “take backs” on the blatant unsubscription or unfriend, so ponder the outcomes of your next move.
HRS delivers organizational communications with expert guidance in social media practices, conflict management, technology use and internal/external information flow.
Jessica Ollenburg - Friday, September 21, 2012
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FMLA, ADA, Disability and PTO (Paid Time Off) leaves require proper sequencing in avoidance of fiscal waste, unlawful activity and costly confusion. While there are certain acceptable conditions under which paid leave can be substituted for FMLA, HRS recommends sequencing leave with clear consistent policies. As it is unlawful to penalize an employee in any way based upon his or her proper execution of legal rights or benefits, keep it clean and risk free. Beyond PTO and where permitted by law, leave concurrency should be clearly stated and practiced with consistency.
In terms of medical and disability leave, employers are strictly accountable to FMLA and ADA according to company size, location and unique definition of “undue hardship.” Employers must create a distinctive policy whereby employee receipt of disability benefits does not necessarily constitute approved disability leave. Consider the elective disability policies available. While these may be a smart purchase for employees, employers must be consistent with available leave and need not recognize these private purchases as employer mandates. A few sentences in the employee handbook and a consistent practice accomplish these goals quite nicely. Workers’ compensation lost time is treated in accordance with FMLA, ADA, DOL, EEOC and company leave policies.
Customize a PTO policy which addresses your company’s unique needs. Consider benefits for using PTO during company preferred times such as periods of less activity. Contemplate blackouts for PTO during bottleneck activities. Take into account the minimum and maximum length of absence preferable, and structure a written policy in advance accordingly. Having created a custom policy that appropriately addresses unique company wishes, many employers will find value in requesting use of PTO prior to any unpaid leaves. Remember that legally entitled leaves require certification. That is, when you have a finite amount of leave certified, this needs not extend the total leave amount, and everyone wins. Most employers will find the following sequence most beneficial: PTO >> FMLA >> ADA Extension (if applicable) >> Company Elected Medical or Disability Leave (if any). ADA extensions are still being shaped by case precedents, whereby 30 days beyond FMLA was recently determined a maximum.
Any company elected leave not legally mandated should be titled as such, creating clear distinction as to what is legally mandated and monitored and what is not. It is most definitely a lost opportunity to create company elective leave without proudly announcing this generosity of this benefit to treasured team members. This announcement can optimize engagement and employer brand equity.
The legal compliance professionals at HRS are on call for policy establishment and implementation guidance. Please consider us a valuable resource to any of the topics mentioned herein.
Jessica Ollenburg - Monday, July 30, 2012
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While not biologically correct, "the mind is a muscle" offers some merit, and it is true... "when you don't use it, you lose it." Think tank studies overwhelm us with evidence that memory is contingent upon attention and interest. To a certain extent we can, in fact, hold others accountable for the ability to remember.
On the flip side, however, the best of us can overwhelm, over-absorb, spread too thinly and/or burn out.
"I forgot" is not a legitimate excuse. To that end here is a quick organizational trick to ensuring top efficiency in daily priorities and task handling...
Use technology wisely. Use task reminders and event invitations. Require email correspondence as a paper trail to avoid confusion.
Create email folders and filters. Use subject lines, keywords and especially senders to automatically sort incoming and outgoing correspondence for quicker future reference. Use technology to automatically attach correspondence to contact records. Consider privacy protection for items of public sensitivity.
Use flags, priority codes and subject line keywords to set expectations of deadlines and urgency.
If you do not have someone on your team to help you with this, make it a priority to acquire someone, internally or externally to set this up. Give that priority a big red flag on your desktop of "to do's." For those who do not work at a desk, mobile desktops and PDAs are available.
Jessica Ollenburg - Tuesday, May 29, 2012
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The Department of Labor tells us they are overwhelmed, understaffed and shifting additional burden to employers for employment law compliance. This can be a great deal for the average employer to undertake. HRS has taken some time to prepare a quick “how to” blueprint for employers.
P3, also called “Plan/Prevent/Protect” or “P Cubed,” will require every entity covered by the FLSA, OSHA, OFCCP, and MSHA to make written plans ("Plan"), create processes ("Prevent"), and test the processes with designated compliance employees ("Protect").
The following guidelines create a simplified and sustainable P3 protocol:
1. Stay On Top of Changing Laws.
Review not only government postings, but also secure a 3rd party compliance expert as needed and for annual overview. Our “overwhelmed” government states outright there is no government responsibility to educate employers. Enforcement is their responsibility, however, and fundraising is high. Case precedent law is just as impactful here as statutory law. While it is necessary to be a member of the Bar to litigate or serve as “officer of the court,” it is not necessary to be a member of the Bar to be a legal compliance expert. Full-time research commitment is essential for such expertise.
2. Avoid Copycat or Adaptation of Other Employers’ Handbooks.
Beyond the immediate intellectual property law threats, other employers are not recognized as experts. “Because Company X Did It” is not a reasonable defense. There are some terribly non-compliant practices circulating out there like “old wives’ tales.” Even policies that actually work for one company may not work for yours.
3. Build Legal Arguments from Day One.
Maintain records to prove either experts consulted on or approved your policies… or if self-constructed… save expert resources and statutory evidence as future “reasonable care” affirmative defense. Use scenario planning to create and document activities which defend the company against complaint. “Willful violations” pose the greatest threat. Negligence and lack of attention can be considered “willful” acts.
4. Protect Chain of Information.
Knowing what to keep and for how long as well as what not to keep are essential. Knowing who can have access and how to use this information without breaching privacy laws or risking discriminatory complaint are equally essential.
5. Follow Policy Outcomes.
With the overuse of “cookie cutter” policies, many companies are unaware that better policy options exist. Regardless of genesis for your policy, track outcomes to ensure it is working for you and not creating adverse impact or unlawful side effects. Designate specific individuals with reasonable ongoing access, and empower them with job description authority to monitor policy success.
HRS offers extraordinary legal compliance expertise, P3 design services and further information on any topic herein. Consider an HR certification audit as proactive P3 compliance. ROI is exponential.
Jessica Ollenburg - Monday, January 23, 2012
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