Set Them Free: Two Musts For Employee Motivation
What Organizations Can Do About Employee Motivation
Minimize Rules and Policies
Every person is motivated. The challenge at work is to create an environment in which people are motivated about work priorities. Too often, organizations fail to pay attention to the employee relations, communication, recognition, and involvement issues that are most important to people.
The first step in creating a motivating work environment is to stop taking actions that are guaranteed to demotivate people. Identify and take the actions that will motivate people. It’s a balancing act. Employers walk a fine line between meeting the needs of the organization and its customers and meeting the needs of its internal staff. Do both well and thrive.
An attention-getting Gallup Poll about disengaged employees was highlighted in a recent Wall Street Journal. Gallup found 19 percent of 1,000 people interviewed "actively disengaged" at work. These workers complain that they don't have the tools they need to do their jobs. They don't know what is expected of them. Their bosses don't listen to them.
Based on these interviews and survey data from its consulting practice, Gallup says actively disengaged workers cost employers $292 billion to $355 billion a year. Furthermore, Gallup concluded that disengaged workers miss more days of work and are less loyal to employers. With this in mind, let’s look at a couple of areas in which balance is critically needed for employee motivation in organizations today.
Rules and Policies
Want to be a cop? That’s how some supervisors feel in organizations that operate on the assumption that people are untrustworthy. You’ve seen the company handbooks that list pages and pages of rules. Step out of line? Fifty-seven potential infractions, with resultant punishment, are listed on page 74. Need time off for your grandma’s funeral? You get three paid days off to travel 600 miles. Have a question? We have answers. In fact, we’ve got policies that answer almost every question.
Supervisory discretion? What’s that? We’ve got employees who, left to their own devices, will choose to do bad things. You can’t trust supervisors to treat employees fairly and consistently either. John in Accounting is a softy. People who work for him get away with anything, everything. If you work for Beth in Sales however, you can count on the rulebook guiding every decision.
Sound familiar? I‘ve heard these reasons and many more to justify the need for hundreds of rules and policies in organizations.
Guidelines for a Motivating Work Environment
•Make only the minimum number of rules and policies needed to protect your organization legally and create order in the work place.
•Publish the rules and policies and educate all employees.
•With the involvement of many employees, identify organizational values and write value statements and a professional code of conduct.
•Develop guidelines for supervisors and educate them about the fair and consistent application of the few rules and policies.
•Address individual dysfunctional behaviors on a “need-to” basis with counseling, progressive discipline, and performance improvement plans.
•Clearly communicate work place expectations and guidelines for professional behavior.
Helpful Hints for Employee Motivation
•Solicit employee feedback on potential policies, areas in which policies are needed, and so on. (Do not, as one company did recently, announce a new attendance policy by posting it on a bulletin board.)
•If you decide to adhere to and hold employees accountable for an existing policy, don’t ambush your company members. If you have not enforced the policy in the past, meet with employees and explain the policy, the intent of the policy, why the policy is necessary, and why it was not enforced in the past. Then, tell everyone that following the meeting, everyone is accountable for adherence to the policy.
•You’ll be surprised how much support for legitimate policies and rules you receive from the people in your organization. People like a well-organized work place in which expectations are clear. People thrive in a work place in which all employees live by the same rules.
If you create an environment that is viewed as fair and consistent, you give people little to push against. You open up a space in which people are focused on contribution and productive activities rather than gossip, unrest, and unhappiness.
Which workplace would you choose?
Find a second factor in employee motivation: involving people.
Involve People
In one university department, a committee of ten people met for several months and then recommended space use to their dean. He had formed the committee, provided guidelines, and requested their feedback. Talking to a committee member several months after they submitted their recommendations, I was informed they had never received any feedback about their work.
They had repeatedly asked for feedback and decisions but received none. They felt as if their recommendations had gone into a dark hole, never to be seen again.
Demotivated? You bet. These staff members are loath to volunteer for another committee in the future, as well. Fool me once, poor me; fool me twice …
Most people want involvement in decisions that affect their work. Some may not want the final accountability. Ask why. Have people been punished for decisions they made in the past? Have organization leaders provided the time, tools, and information needed to make good decisions? Or have people made decisions that were over-ridden by their managers?
Does the clear expectation for employee involvement exist in your workplace? Are the people who make decisions and contribute ideas rewarded and recognized? These are critical questions if you want involved, motivated employees.
Make Employee Involvement a Plus in Employee Motivation
Too often employee involvement is a bad word. People think of employee involvement as something that is done aside from their "real" work in your organization. The best employee involvement does not require teams, special committees, and suggestion boxes.
It is the expectation that people are competent to make decisions about their work every single day on the job. Teams and committees allow broad participation from all people who may "own" a particular work process or procedure. They are not the backbone of employee involvement in your organization.
Use these tips to create a work environment that emphasizes employee motivation through employee involvement.
•Express the expectation that people make decisions that will improve their work.
•Reward and recognize the people who make decisions about and improvements in their work as heroes.
•Make certain employees know and understand your organization's mission, vision, values, goals, and guidelines so they can funnel their involvement in appropriate directions. Education, communication, measurement feedback and coaching keep employe involvement from becoming a free-for-all.
•Never punish a thoughtful decision. You can coach and counsel and provide training and information following the decision. Don’t undermine the employee’s confidence that you are truly supportive of her involvement.
•If you are a supervisor and people come to you continually to ask permission and receive instructions about their work, ask yourself this question. What am I doing that makes people believe they must come to me for each decision or permission? You are probably communicating a mixed message which confuses people about your real intentions.
When an employee comes to you, ask him what he thinks he should do in the situation. Assuming his response is reasonable, tell him his approach sounds fine and that he doesn’t need to consult with you about this type of decision in the future.
If you can assist the employee to find a better answer, act as a consultant without taking the monkey onto your own shoulders. You will reinforce his belief in his own decision making ability. You also reinforce his belief that you are telling the truth about trusting his competency.
•If you see an employee embark on a course of action you know will fail or cause a problem for a customer, intervene as a coach. Ask good questions that help the individual find a better approach. Never allow a person to fail to "teach her a lesson."
Helpful Hints
•If you already know what you will do in a particular situation, don’t solicit ideas and feedback. You insult your employees, create an atmosphere of distrust, and guarantee unrest, unhappiness, and low motivation in your workplace. If you are genuinely open to ideas and feedback, your employees will know. It is not so much what you say as what you do that communicates your wishes and intentions to them.
•If you are not open to feedback, step back and ask yourself, "Why?" Almost any decision is improved with feedback and input. Even more importantly, the people who have to live with or implement the decision will own the decision. This ownership creates motivation and channels energy in the directions that will help your organization succeed.
•Examine your beliefs about people. The majority of people do not get up in the morning and come to work with the intention of causing problems. How many people do you know who want to go home at the end of a work day feeling as if they failed all day? Not many, if any.
When you experience a problem at work, ask yourself the Dr. W. Edwards Deming-attributed question, “What about the work system caused this person to fail?” You'll be happy you took this approach when employees problem solve rather than pointing fingers and placing blame.
I’ve covered two critical aspects about creating a work environment in which people will choose to contribute and succeed. Workplaces that are successful in fostering employee motivation strike a balance between needed policies and rule overkill.
They create the expectation for employee involvement. They give employees control over decisions that affect their work without turning the workplace into a free-for-all.
These work environments are perceived as fair and structured just enough for perceived emotional safety. At the same time, your more courageous employees feel unfettered and encouraged in their efforts to make a difference. Set them free.
Remove the barriers that discourage work place motivation. Consequent actions and motivation displayed by ordinary people will amaze and gratify you. Can it get any better than this?
By Susan M. Heathfield, About.com Guide
Tuesday, March 16, 2010
Wednesday, February 3, 2010
Avoid Making Bad Hires, Part II
Reference Checks without Legal Repercussions
Verify Credentials
Many employers require applicants to have a certain level of education. Some positions (and state regulations) require that an individual hold a current professional license (e.g., lawyer, certified public accountant, doctor).
The Family Educational Rights and Privacy Act may prohibit a university or college from releasing such information without the written consent of the student/applicant. Therefore, include a written release and disclosure statement as part of the overall employment application.
Military Service Record Checks
There is no federal law that expressly prohibits employers from inquiring about an applicant's discharge from military service. However, the Equal Employment Opportunity Commission (EEOC) takes the position that relying on the type of military discharge may be discriminatory.
Because there are only a few jobs where an honorable discharge may be a bona fide job qualification (e.g., jobs requiring certain types of security clearances), an employer should limit inquiries regarding the type of discharge to asking if the employee received a dishonorable discharge and, if yes, to explain the reason.
The Uniformed Services Employment and Reemployment Rights Act (USERRA) provides that an employer may not be required to reemploy a person after military service if the person's discharge was punitive or other-than-honorable, or if the person was dropped from the rolls of service.
When applying for reemployment, the employee has the burden of proving that he or she meets the eligibility criteria for reemployment. An employee's failure to provide the necessary documentation for reemployment does not necessarily forfeit that employee's reemployment rights if the documentation does not exist or is not readily available at the time that the employer requests the documentation. If the employee is reemployed and documentation becomes available showing that the employee does not meet one or more of USERRA's reemployment criteria, the employer may terminate the employee.
Caution: Some states prohibit any inquiry about the nature of an applicant's discharge from military service. However, the State of NC’s mandatory poster states “you have not been separated from service with a disqualifying discharge or under other than honorable conditions.” I interpret this to mean that documents relating to type of discharge can be requested, however, this is my opinion and interpretation and not intended to be legal advice. Before making the decision to ask for these documents, consult an employment attorney for guidance.
Driving Records
Because an employee may be required to drive or operate a company vehicle during the course of his or her employment, an employer may need to obtain information regarding an individual's driving record and/or personal habits.
An employer may obtain Department of Motor Vehicle (DMV) personal record information upon receipt of a record holder's (i.e., applicant's) written and signed consent.
Caution: Many states further regulate third-party access to individual DMV record information. North Carolina permits ordering DMV records through third parties, however, the third party does not always guarantee the records accuracy.
For commercial truck drivers, the Federal Motor Carrier Safety Administration (FMCSA) requires prospective employers to request certain information from an applicant's previous Department of Transportation (DOT)-regulated employers.
Check References
Often, former employers and supervisors can provide the most helpful information about a candidate's past work experience, ability to work with other employees, customer service skills, attendance, etc.
Information provided by former employers may also help determine if a candidate provided accurate information on the employment application.
Unfortunately, many employers are reluctant to provide detailed references for former employees for fear of lawsuits.
Require applicants to sign a release statement that authorizes the prospective employer to contact past employers for job reference information.
In addition, ask for a waiver signed by the applicant that authorizes the prospective employer to speak with listed references. Typically, such waivers state that the applicant is giving up any claims he or she might otherwise have against reference providers as a result of the information given.
Also, a number of states have enacted laws "immunizing" employers from claims by former employees that they were denied employment because of a negative reference. North Carolina has a law that helps protect employers who provide factual and verifiable information regarding an employee who has demonstrated violent tendencies, committed theft or fraud in the work place to a potential employer. However, before providing any reference information require the company requesting the information to send you a signed release by the applicant.
Source:
Today's HR Daily Advisor
Please contact TheWhitfordGroup@aol.com for assistance in developing an effective hiring process.
Verify Credentials
Many employers require applicants to have a certain level of education. Some positions (and state regulations) require that an individual hold a current professional license (e.g., lawyer, certified public accountant, doctor).
The Family Educational Rights and Privacy Act may prohibit a university or college from releasing such information without the written consent of the student/applicant. Therefore, include a written release and disclosure statement as part of the overall employment application.
Military Service Record Checks
There is no federal law that expressly prohibits employers from inquiring about an applicant's discharge from military service. However, the Equal Employment Opportunity Commission (EEOC) takes the position that relying on the type of military discharge may be discriminatory.
Because there are only a few jobs where an honorable discharge may be a bona fide job qualification (e.g., jobs requiring certain types of security clearances), an employer should limit inquiries regarding the type of discharge to asking if the employee received a dishonorable discharge and, if yes, to explain the reason.
The Uniformed Services Employment and Reemployment Rights Act (USERRA) provides that an employer may not be required to reemploy a person after military service if the person's discharge was punitive or other-than-honorable, or if the person was dropped from the rolls of service.
When applying for reemployment, the employee has the burden of proving that he or she meets the eligibility criteria for reemployment. An employee's failure to provide the necessary documentation for reemployment does not necessarily forfeit that employee's reemployment rights if the documentation does not exist or is not readily available at the time that the employer requests the documentation. If the employee is reemployed and documentation becomes available showing that the employee does not meet one or more of USERRA's reemployment criteria, the employer may terminate the employee.
Caution: Some states prohibit any inquiry about the nature of an applicant's discharge from military service. However, the State of NC’s mandatory poster states “you have not been separated from service with a disqualifying discharge or under other than honorable conditions.” I interpret this to mean that documents relating to type of discharge can be requested, however, this is my opinion and interpretation and not intended to be legal advice. Before making the decision to ask for these documents, consult an employment attorney for guidance.
Driving Records
Because an employee may be required to drive or operate a company vehicle during the course of his or her employment, an employer may need to obtain information regarding an individual's driving record and/or personal habits.
An employer may obtain Department of Motor Vehicle (DMV) personal record information upon receipt of a record holder's (i.e., applicant's) written and signed consent.
Caution: Many states further regulate third-party access to individual DMV record information. North Carolina permits ordering DMV records through third parties, however, the third party does not always guarantee the records accuracy.
For commercial truck drivers, the Federal Motor Carrier Safety Administration (FMCSA) requires prospective employers to request certain information from an applicant's previous Department of Transportation (DOT)-regulated employers.
Check References
Often, former employers and supervisors can provide the most helpful information about a candidate's past work experience, ability to work with other employees, customer service skills, attendance, etc.
Information provided by former employers may also help determine if a candidate provided accurate information on the employment application.
Unfortunately, many employers are reluctant to provide detailed references for former employees for fear of lawsuits.
Require applicants to sign a release statement that authorizes the prospective employer to contact past employers for job reference information.
In addition, ask for a waiver signed by the applicant that authorizes the prospective employer to speak with listed references. Typically, such waivers state that the applicant is giving up any claims he or she might otherwise have against reference providers as a result of the information given.
Also, a number of states have enacted laws "immunizing" employers from claims by former employees that they were denied employment because of a negative reference. North Carolina has a law that helps protect employers who provide factual and verifiable information regarding an employee who has demonstrated violent tendencies, committed theft or fraud in the work place to a potential employer. However, before providing any reference information require the company requesting the information to send you a signed release by the applicant.
Source:
Today's HR Daily Advisor
Please contact TheWhitfordGroup@aol.com for assistance in developing an effective hiring process.
Monday, January 11, 2010
Part 1 - Ways to Help Prevent Bad Hires
Part 1 - Ways to Help Prevent Bad Hires — A Costly Mistake
Are there any HR mistakes as aggravating, time-consuming, money-losing, and lawsuit-threatening as making a bad hire? It can mean wasted training and coaching, disgruntled colleagues, work undone, angry customers, and a likely lawsuit when you are forced to let the person go. Employers should engage in comprehensive pre-interview screening, sound interviewing practices, reference checking and background checks.
To help avoid bad hires, gather as much objective information as possible about prospective employee. In addition to the steps listed above, following is a strong suggestion.
Establish a Background Check Policy
Establish a written policy regarding background checks and train hiring managers in the appropriate use of information obtained. Include the following in your policy:
•A list of jobs for which background checks will be required and what types of information will be collected
•A statement that a background check will be required for any applicant who receives a conditional offer of employment for one of the designated jobs
•Information on who will have access to background check reports
•A procedure for protecting the confidentiality of information obtained
•A statement regarding the types of information that might disqualify a candidate
Avoid conducting background checks on a selective basis. In addition, if certain information disqualifies one individual, similar information about another applicant should disqualify that applicant as well.
Comply with the Fair Credit Reporting Act (FCRA)
When employers hire a third party to conduct a background check or obtain reports from outside agencies, the background checks and reports are subject to the Fair Credit Reporting Act (FCRA).
FCRA distinguishes between two forms of reports—consumer reports and investigative consumer reports. Consumer reports such as credit checks provide general financial and personal data about an individual's payment history, overall indebtedness, addresses of record, etc.
Investigative consumer reports provide in-depth information about an individual's character, general reputation, personal characteristics; mode of living, etc., that may be obtained through searches of public records and/or interviews with neighbors, friends, professional associates, and other acquaintances.
Due to the more "intrusive" nature of investigative consumer reports, FCRA requires employers who request this type of report to comply with additional notice and disclosure requirements. (When employers seek employment references, driving records, and criminal background information, they are requesting an investigative consumer report.)
Notice Requirements
Before obtaining any type of consumer report, an employer must comply with very specific upfront notice requirements under FCRA. Your third party vendor should be familiar with and able to supply all necessary disclosures and forms. If they aren’t familiar or don’t use them, find another provider.
Then, before taking any adverse action against an individual that is based in whole or in part on the information contained in a consumer or investigative consumer report (e.g., termination of employment, refusal to hire or promote), there is another series of notice obligations. Again, your third party vendor should be well versed on these procedures and handle the notice requirements for you. If not, find another provider.
Take Care When Using Criminal History Records in Employment Decisions
No comprehensive federal law regulates an employer's investigation or use of individual arrest and/or criminal conviction records. However, because a reliance on arrest and conviction information may inadvertently result in the disproportionate screening out of minorities and other protected groups, employers need to be particularly cautious in this area.
Because an arrest record is not of itself evidence of criminal guilt, arrest records should generally not be used as definitive grounds for rejection.
In the absence of a controlling federal or state law, employers should generally consider the following before making any negative employment decision based on an applicant's or employee's criminal record:
•The length of time since a conviction
•The nature of the crime
•The relationship between the job to be performed and the crime committed
•The number of convictions
•Rehabilitation efforts
•Subsequent employment history
This article was edited and summarized from an edition of HR Daily Advisor Tip
If you need more information on developing a sound hiring process for your company, please contact me at TheWhitfordGroup@aol.com or 704 905-7749.
Are there any HR mistakes as aggravating, time-consuming, money-losing, and lawsuit-threatening as making a bad hire? It can mean wasted training and coaching, disgruntled colleagues, work undone, angry customers, and a likely lawsuit when you are forced to let the person go. Employers should engage in comprehensive pre-interview screening, sound interviewing practices, reference checking and background checks.
To help avoid bad hires, gather as much objective information as possible about prospective employee. In addition to the steps listed above, following is a strong suggestion.
Establish a Background Check Policy
Establish a written policy regarding background checks and train hiring managers in the appropriate use of information obtained. Include the following in your policy:
•A list of jobs for which background checks will be required and what types of information will be collected
•A statement that a background check will be required for any applicant who receives a conditional offer of employment for one of the designated jobs
•Information on who will have access to background check reports
•A procedure for protecting the confidentiality of information obtained
•A statement regarding the types of information that might disqualify a candidate
Avoid conducting background checks on a selective basis. In addition, if certain information disqualifies one individual, similar information about another applicant should disqualify that applicant as well.
Comply with the Fair Credit Reporting Act (FCRA)
When employers hire a third party to conduct a background check or obtain reports from outside agencies, the background checks and reports are subject to the Fair Credit Reporting Act (FCRA).
FCRA distinguishes between two forms of reports—consumer reports and investigative consumer reports. Consumer reports such as credit checks provide general financial and personal data about an individual's payment history, overall indebtedness, addresses of record, etc.
Investigative consumer reports provide in-depth information about an individual's character, general reputation, personal characteristics; mode of living, etc., that may be obtained through searches of public records and/or interviews with neighbors, friends, professional associates, and other acquaintances.
Due to the more "intrusive" nature of investigative consumer reports, FCRA requires employers who request this type of report to comply with additional notice and disclosure requirements. (When employers seek employment references, driving records, and criminal background information, they are requesting an investigative consumer report.)
Notice Requirements
Before obtaining any type of consumer report, an employer must comply with very specific upfront notice requirements under FCRA. Your third party vendor should be familiar with and able to supply all necessary disclosures and forms. If they aren’t familiar or don’t use them, find another provider.
Then, before taking any adverse action against an individual that is based in whole or in part on the information contained in a consumer or investigative consumer report (e.g., termination of employment, refusal to hire or promote), there is another series of notice obligations. Again, your third party vendor should be well versed on these procedures and handle the notice requirements for you. If not, find another provider.
Take Care When Using Criminal History Records in Employment Decisions
No comprehensive federal law regulates an employer's investigation or use of individual arrest and/or criminal conviction records. However, because a reliance on arrest and conviction information may inadvertently result in the disproportionate screening out of minorities and other protected groups, employers need to be particularly cautious in this area.
Because an arrest record is not of itself evidence of criminal guilt, arrest records should generally not be used as definitive grounds for rejection.
In the absence of a controlling federal or state law, employers should generally consider the following before making any negative employment decision based on an applicant's or employee's criminal record:
•The length of time since a conviction
•The nature of the crime
•The relationship between the job to be performed and the crime committed
•The number of convictions
•Rehabilitation efforts
•Subsequent employment history
This article was edited and summarized from an edition of HR Daily Advisor Tip
If you need more information on developing a sound hiring process for your company, please contact me at TheWhitfordGroup@aol.com or 704 905-7749.
Saturday, January 2, 2010
Happy New Year!
New Year's Resolutions: Twelve to Consider
New Year's resolutions top many to-do lists each holiday season. I personally prefer to call them goals instead of resolutions. I’ve discovered over the years that I rarely stick to “resolutions” but tend to be tenacious about my goals. I also believe it is important to write them down and share them with others. For me a goal that has not been communicated is simply a wish and wishes seldom come true.
Call them resolutions or call them goals, here are a few to consider.
1. Be good to yourself this year. Just do it!
2. Do something you love to do every single day. Again, just do it!
3. Do something just for you every single day. Resolve to set time aside for yourself every day to exercise, relax, reflect, cook a gourmet dinner, eat ice cream, write in a journal, garden, walk your pet or do any other activity that you enjoy. Just make sure the activity is different than what you already do all day long. Enjoy life.
4. Give yourself credit and a pat on the back when you deserve it. If you don’t get praise from others, give it to yourself. You deserve it. It is important that you recognize yourself for excellent efforts. One way to do this is to keep a file of positive notes, thank you letters and reminders of successful ventures. I call mine my, “I Love Me File”.
5. Strive to learn something new every day. It is easy to get bogged down in the same old, same old. Read an article; a book; have an interactive discussion with friends or colleagues. Talk to your kids!
6. Make professional contacts and network. Look up friends and colleagues with whom you have lost touch. Make sure you attend at least one networking meeting each month. You will benefit from the friendships and relationships you develop from active participation. It is not enough to “join.” You need to participate.
7. Practice courage by stepping out of your comfort zone. You know when you are in your comfort zone. An issue occurs. You hear yourself making up excuses in your mind about “why” you shouldn’t speak up or make a change. When you find yourself in this situation, state what you are really thinking or want to do. Once you have begun breaking through your own self-imposed barriers, you will find that exercising courage builds your self esteem and can be exhilarating. Plus, it gets easier every time!
8. Listen more than you talk. The old adage about one mouth and two ears is generally true. In Stephen Covey’s words, seek first to understand, then to be understood.
9. Develop a method to track your life goals, your daily engagements, and your to do list. Using a planner, whether in Microsoft Office Outlook on your laptop or on your smartphone, allows you to empty much of the daily detail from your mind. This gives your mind room for more important thinking.
10. Read. Try to read widely and broadly. Get out of the business books once in awhile to see how other subjects enhance your point of view.
11. Take up a new hobby or activity. If something has always intrigued you and piqued your interest, resolve to take the first steps in participating this year. You’ll add a new dimension to your world.
12. Take yourself a little less seriously. As we strive for business success, we can get bogged down in serious deliberation, advising and problem solving. Take time to laugh, especially at yourself.
Feel free to contact me at TheWhitfordGroup@aol.com or visit my website at TheWhitfordGroup.com
HAPPY NEW YEAR!
New Year's resolutions top many to-do lists each holiday season. I personally prefer to call them goals instead of resolutions. I’ve discovered over the years that I rarely stick to “resolutions” but tend to be tenacious about my goals. I also believe it is important to write them down and share them with others. For me a goal that has not been communicated is simply a wish and wishes seldom come true.
Call them resolutions or call them goals, here are a few to consider.
1. Be good to yourself this year. Just do it!
2. Do something you love to do every single day. Again, just do it!
3. Do something just for you every single day. Resolve to set time aside for yourself every day to exercise, relax, reflect, cook a gourmet dinner, eat ice cream, write in a journal, garden, walk your pet or do any other activity that you enjoy. Just make sure the activity is different than what you already do all day long. Enjoy life.
4. Give yourself credit and a pat on the back when you deserve it. If you don’t get praise from others, give it to yourself. You deserve it. It is important that you recognize yourself for excellent efforts. One way to do this is to keep a file of positive notes, thank you letters and reminders of successful ventures. I call mine my, “I Love Me File”.
5. Strive to learn something new every day. It is easy to get bogged down in the same old, same old. Read an article; a book; have an interactive discussion with friends or colleagues. Talk to your kids!
6. Make professional contacts and network. Look up friends and colleagues with whom you have lost touch. Make sure you attend at least one networking meeting each month. You will benefit from the friendships and relationships you develop from active participation. It is not enough to “join.” You need to participate.
7. Practice courage by stepping out of your comfort zone. You know when you are in your comfort zone. An issue occurs. You hear yourself making up excuses in your mind about “why” you shouldn’t speak up or make a change. When you find yourself in this situation, state what you are really thinking or want to do. Once you have begun breaking through your own self-imposed barriers, you will find that exercising courage builds your self esteem and can be exhilarating. Plus, it gets easier every time!
8. Listen more than you talk. The old adage about one mouth and two ears is generally true. In Stephen Covey’s words, seek first to understand, then to be understood.
9. Develop a method to track your life goals, your daily engagements, and your to do list. Using a planner, whether in Microsoft Office Outlook on your laptop or on your smartphone, allows you to empty much of the daily detail from your mind. This gives your mind room for more important thinking.
10. Read. Try to read widely and broadly. Get out of the business books once in awhile to see how other subjects enhance your point of view.
11. Take up a new hobby or activity. If something has always intrigued you and piqued your interest, resolve to take the first steps in participating this year. You’ll add a new dimension to your world.
12. Take yourself a little less seriously. As we strive for business success, we can get bogged down in serious deliberation, advising and problem solving. Take time to laugh, especially at yourself.
Feel free to contact me at TheWhitfordGroup@aol.com or visit my website at TheWhitfordGroup.com
HAPPY NEW YEAR!
Wednesday, December 23, 2009
COBRA Subsidy Extension
SPECIAL ALERT
COBRA Subsidy Extension Requires Employer and Group Health Plan Administrator Action
Earlier this week President Obama signed the Department of Defense Appropriations Act, 2010, (the "Act") which, among other things, extends the eligibility period for and the length of the COBRA premium subsidy (the "Subsidy"). Introduced earlier this year in the American Recovery and Reinvestment Act of 2009 ("ARRA"), the Subsidy aided "assistance eligible individuals" ("AEIs") who were involuntarily terminated by requiring an AEI's former employer (or insurer, as applicable) to pay 65% of the AEI's portion of the COBRA premium for continued group health plan benefits for up to nine months. ARRA defined an AEI as an individual who is eligible for COBRA coverage because of an involuntary termination from employment that occurred during the period from September 1, 2008 through December 31, 2009. Enacted just before the year's end, the Act makes important changes to the Subsidy and its administration.
First, the Act extends the eligibility period for the Subsidy for an additional two months to include qualified beneficiaries who are involuntarily terminated through February 28, 2010. Notably, the new rule does not require that COBRA coverage begin by February 28, 2010 but that the AEI must experience an involuntary termination of employment by February 28, 2010 to be eligible (even if the COBRA coverage does not begin until March 1, 2010).
Second, the Act provides a longer Subsidy period. Under ARRA, an AEI who continued to qualify could receive the Subsidy for a maximum of nine months. The Act increases the maximum period for receiving the Subsidy to 15 months, which gives AEIs an additional six months of the Subsidy.
Third, an AEI who already reached the end of his or her Subsidy period (a maximum nine months) prior to the enactment of the Act can take advantage of the extension and has additional time to pay the reduced premium under the Subsidy to retroactively continue COBRA coverage. In order to continue COBRA coverage, an AEI has until the later of February 17, 2010 (60 days after the enactment of the Act), or 30 days from the date of the required plan administrator notice, to pay 35% of the premium cost and continue coverage. For example, an individual whose nine months under the Subsidy ran out on November 30 and who did not elect to pay the full premium (without the Subsidy) for December now may pay his or her 35% share of the December premium in January and receive retroactive COBRA coverage for December. In addition, an AEI who continued COBRA by paying the full premium after exhausting initial eligibility for the Subsidy must be reimbursed or given credit for the excess payments (i.e., the additional 65% of the COBRA premium).
Fourth, the Act imposes new notice obligations on plan administrators. On or before February 17, 2010, a plan administrator must send a notice explaining the Act and the changes to the Subsidy to any individual who: (i) qualifies as an AEI on or after October 31, 2009, (ii) experiences a COBRA qualifying event (consisting of termination of employment) on or after October 31, 2009, or (iii) previously qualified as an AEI but either did not timely pay the premium for any period of coverage after the individual exhausted the Subsidy or paid the full premium to continue COBRA coverage after the Subsidy ended. A plan administrator must provide a notice explaining the Act and the changes to the Subsidy to those individuals who experience a qualifying event after December 19, 2009 within the normal time frame applicable to COBRA qualifying event notices.
Employers and group health plan administrators should become familiar with the specifics of the Act and be prepared to provide the requisite notices on or before February 17, 2010. Additional clarification on the Act and the implementation of these changes is expected from the Department of Labor (and possibly the Internal Revenue Service) in the coming weeks.
EmployNews, ParkerPoe, December 22, 2009
COBRA Subsidy Extension Requires Employer and Group Health Plan Administrator Action
Earlier this week President Obama signed the Department of Defense Appropriations Act, 2010, (the "Act") which, among other things, extends the eligibility period for and the length of the COBRA premium subsidy (the "Subsidy"). Introduced earlier this year in the American Recovery and Reinvestment Act of 2009 ("ARRA"), the Subsidy aided "assistance eligible individuals" ("AEIs") who were involuntarily terminated by requiring an AEI's former employer (or insurer, as applicable) to pay 65% of the AEI's portion of the COBRA premium for continued group health plan benefits for up to nine months. ARRA defined an AEI as an individual who is eligible for COBRA coverage because of an involuntary termination from employment that occurred during the period from September 1, 2008 through December 31, 2009. Enacted just before the year's end, the Act makes important changes to the Subsidy and its administration.
First, the Act extends the eligibility period for the Subsidy for an additional two months to include qualified beneficiaries who are involuntarily terminated through February 28, 2010. Notably, the new rule does not require that COBRA coverage begin by February 28, 2010 but that the AEI must experience an involuntary termination of employment by February 28, 2010 to be eligible (even if the COBRA coverage does not begin until March 1, 2010).
Second, the Act provides a longer Subsidy period. Under ARRA, an AEI who continued to qualify could receive the Subsidy for a maximum of nine months. The Act increases the maximum period for receiving the Subsidy to 15 months, which gives AEIs an additional six months of the Subsidy.
Third, an AEI who already reached the end of his or her Subsidy period (a maximum nine months) prior to the enactment of the Act can take advantage of the extension and has additional time to pay the reduced premium under the Subsidy to retroactively continue COBRA coverage. In order to continue COBRA coverage, an AEI has until the later of February 17, 2010 (60 days after the enactment of the Act), or 30 days from the date of the required plan administrator notice, to pay 35% of the premium cost and continue coverage. For example, an individual whose nine months under the Subsidy ran out on November 30 and who did not elect to pay the full premium (without the Subsidy) for December now may pay his or her 35% share of the December premium in January and receive retroactive COBRA coverage for December. In addition, an AEI who continued COBRA by paying the full premium after exhausting initial eligibility for the Subsidy must be reimbursed or given credit for the excess payments (i.e., the additional 65% of the COBRA premium).
Fourth, the Act imposes new notice obligations on plan administrators. On or before February 17, 2010, a plan administrator must send a notice explaining the Act and the changes to the Subsidy to any individual who: (i) qualifies as an AEI on or after October 31, 2009, (ii) experiences a COBRA qualifying event (consisting of termination of employment) on or after October 31, 2009, or (iii) previously qualified as an AEI but either did not timely pay the premium for any period of coverage after the individual exhausted the Subsidy or paid the full premium to continue COBRA coverage after the Subsidy ended. A plan administrator must provide a notice explaining the Act and the changes to the Subsidy to those individuals who experience a qualifying event after December 19, 2009 within the normal time frame applicable to COBRA qualifying event notices.
Employers and group health plan administrators should become familiar with the specifics of the Act and be prepared to provide the requisite notices on or before February 17, 2010. Additional clarification on the Act and the implementation of these changes is expected from the Department of Labor (and possibly the Internal Revenue Service) in the coming weeks.
EmployNews, ParkerPoe, December 22, 2009
Sunday, December 13, 2009
9 Steps in Developing an Effective Hiring Process
The Whitford Report
9 Steps in Developing an Effective Hiring Process
1. Define Key Results for the Position by Having Up-to-date, EEO and ADA Compliant Job Descriptions
The first step to successful hiring is always clearly defining what you need. There is nothing more important than clearly and explicitly defining what you need a new hire to do and what accomplishments and experience best prepare someone to do the job. If you aren’t sure what you are looking for; how will you know when you’ve found it?
Prior to interviewing, provide the applicant with a copy of the job description regarding the position for which they are applying. This provides information to the applicant regarding the essential functions of the job, experience and educational requirements, responsibilities and accountabilities for the position. The applicant may “self-eliminate” if the duties of the job are not what they expected. Additionally, allowing the applicant to review the job description may aid you later if the applicant claims they are unable to perform the essential functions of the job.
2. Review the Application and Resume for “Red Flags”
BEFORE interviewing any applicant, ensure the application for employment is filled out completely. That means no items left blank, work history is complete, reference information is complete (including phone numbers) and the application's acknowledgment has been signed authorizing you to verify any and all information contained on the application.
DO NOT interview from a resume in lieu of a completed application. If an applicant writes “see resume” in spaces that should contain detailed information, ask the applicant to complete those sections. If you receive “push back” from the applicant regarding this issue, here is your first “red flag”. Without a fully completed application and signed acknowledgment, you don’t have full authorization to verify the accuracy of information presented by the applicant.
3. Utilize an Interviewing Team
Have two interviewers (stake holders) sit in on the interview. One interviewer asks questions. The other one observes and listens to the candidate and asks follow up questions. After the interview, interviewers compare notes regarding the candidate’s responses, experience, energy, level of interest and demeanor.
The second interviewer often catches something that the primary interviewer missed, and vice versa.
Always have at least a first and second interview process in which the applicant is asked to come back on a different day to interview with the original interviewers or additional interviewers, whichever is applicable to your situation. You may observe differences in the candidate’s demeanor, energy, interest and consistency in their answers.
4. Conduct Structured, Behavioral Interviews
Utilize an interview questionnaire, tailored to the specific job, to ensure you are asking job, experience and performance related questions that will allow you to more accurately compare applicants. By asking the same questions of each applicant you can more easily compare apples to apples. In addition, if an applicant not selected for hire, makes a claim of discrimination you can more easily provide evidence that the interview process was fair and unbiased.
5. Ask Follow-up Questions
The first question asked should elicit the programmed response. The follow-up question gets to the facts. Simple follow-up questions, such as "How did you make that happen?" or "Can you please tell me more?", “What obstacles did you encounter and how did you overcome them?” or “Tell me about a time you …, and what was the outcome” (use an example of the types of issues the applicant is likely to encounter on the job for which you are interviewing.
Excellent candidates will provide you with specific, detailed descriptions of the steps they took with their team members to create results. Weak candidates will provide you with vague answers that lack detail.
Key: The best predictor of future behavior is relevant past behavior.
6. Reference Checks
Ask every candidate to provide you with the name and contact information of their direct supervisors listed in their job history, in addition to two to three additional references (not relatives).
Assure the candidate that references will be verified and will be one part of the decision making process.
Bear in mind, it is not your responsibility to look up phone numbers, addresses or otherwise try to locate the applicants references. A qualified applicant will come to the job interview with their complete reference information. Any applicant that cannot produce the needed information to verify their references and experience is NOT the most qualified applicant.
7. Compare Notes
Holding a discussion with other interviewers immediately or as soon as possible after conducting interviews almost always bears fruit. Insist that all interviewers take detailed notes during the interview. Ideally, within 24 hours after an interview, everyone who interviewed a candidate should meet to discuss the individual's strengths and weaknesses relative to the job being filled.
8. Follow Through
If a part of your hiring process is to verify references, conduct background checks, perform drug and alcohol screenings etc.; ensure you follow all of the steps outlined in your own “hiring process”.
You will need certain personally identifying information and a release by the applicant to perform these activities. Information such as date of birth, maiden name and social security number should ONLY be obtained once you have made a hiring decision.
ALL offers of employment should be made on the contingency of successful completion of all the steps in your hiring process. If after following your hiring process, you determine this is not the most qualified applicant, you may withdraw the offer of employment. Be sure all legal requirements regarding these steps have been followed.
If you need guidance to ensure you are in compliance with these laws, request the assistance of a highly skilled human resources professional.
9. Consistency!
Need I say more?
Please contact TheWhitfordGroup@aol.com for assistance in establishing an effective hiring process, interview script development and supervisory training.
9 Steps in Developing an Effective Hiring Process
1. Define Key Results for the Position by Having Up-to-date, EEO and ADA Compliant Job Descriptions
The first step to successful hiring is always clearly defining what you need. There is nothing more important than clearly and explicitly defining what you need a new hire to do and what accomplishments and experience best prepare someone to do the job. If you aren’t sure what you are looking for; how will you know when you’ve found it?
Prior to interviewing, provide the applicant with a copy of the job description regarding the position for which they are applying. This provides information to the applicant regarding the essential functions of the job, experience and educational requirements, responsibilities and accountabilities for the position. The applicant may “self-eliminate” if the duties of the job are not what they expected. Additionally, allowing the applicant to review the job description may aid you later if the applicant claims they are unable to perform the essential functions of the job.
2. Review the Application and Resume for “Red Flags”
BEFORE interviewing any applicant, ensure the application for employment is filled out completely. That means no items left blank, work history is complete, reference information is complete (including phone numbers) and the application's acknowledgment has been signed authorizing you to verify any and all information contained on the application.
DO NOT interview from a resume in lieu of a completed application. If an applicant writes “see resume” in spaces that should contain detailed information, ask the applicant to complete those sections. If you receive “push back” from the applicant regarding this issue, here is your first “red flag”. Without a fully completed application and signed acknowledgment, you don’t have full authorization to verify the accuracy of information presented by the applicant.
3. Utilize an Interviewing Team
Have two interviewers (stake holders) sit in on the interview. One interviewer asks questions. The other one observes and listens to the candidate and asks follow up questions. After the interview, interviewers compare notes regarding the candidate’s responses, experience, energy, level of interest and demeanor.
The second interviewer often catches something that the primary interviewer missed, and vice versa.
Always have at least a first and second interview process in which the applicant is asked to come back on a different day to interview with the original interviewers or additional interviewers, whichever is applicable to your situation. You may observe differences in the candidate’s demeanor, energy, interest and consistency in their answers.
4. Conduct Structured, Behavioral Interviews
Utilize an interview questionnaire, tailored to the specific job, to ensure you are asking job, experience and performance related questions that will allow you to more accurately compare applicants. By asking the same questions of each applicant you can more easily compare apples to apples. In addition, if an applicant not selected for hire, makes a claim of discrimination you can more easily provide evidence that the interview process was fair and unbiased.
5. Ask Follow-up Questions
The first question asked should elicit the programmed response. The follow-up question gets to the facts. Simple follow-up questions, such as "How did you make that happen?" or "Can you please tell me more?", “What obstacles did you encounter and how did you overcome them?” or “Tell me about a time you …, and what was the outcome” (use an example of the types of issues the applicant is likely to encounter on the job for which you are interviewing.
Excellent candidates will provide you with specific, detailed descriptions of the steps they took with their team members to create results. Weak candidates will provide you with vague answers that lack detail.
Key: The best predictor of future behavior is relevant past behavior.
6. Reference Checks
Ask every candidate to provide you with the name and contact information of their direct supervisors listed in their job history, in addition to two to three additional references (not relatives).
Assure the candidate that references will be verified and will be one part of the decision making process.
Bear in mind, it is not your responsibility to look up phone numbers, addresses or otherwise try to locate the applicants references. A qualified applicant will come to the job interview with their complete reference information. Any applicant that cannot produce the needed information to verify their references and experience is NOT the most qualified applicant.
7. Compare Notes
Holding a discussion with other interviewers immediately or as soon as possible after conducting interviews almost always bears fruit. Insist that all interviewers take detailed notes during the interview. Ideally, within 24 hours after an interview, everyone who interviewed a candidate should meet to discuss the individual's strengths and weaknesses relative to the job being filled.
8. Follow Through
If a part of your hiring process is to verify references, conduct background checks, perform drug and alcohol screenings etc.; ensure you follow all of the steps outlined in your own “hiring process”.
You will need certain personally identifying information and a release by the applicant to perform these activities. Information such as date of birth, maiden name and social security number should ONLY be obtained once you have made a hiring decision.
ALL offers of employment should be made on the contingency of successful completion of all the steps in your hiring process. If after following your hiring process, you determine this is not the most qualified applicant, you may withdraw the offer of employment. Be sure all legal requirements regarding these steps have been followed.
If you need guidance to ensure you are in compliance with these laws, request the assistance of a highly skilled human resources professional.
9. Consistency!
Need I say more?
Please contact TheWhitfordGroup@aol.com for assistance in establishing an effective hiring process, interview script development and supervisory training.
Monday, November 9, 2009
Top 30 Questions Every Employer Should Answer
30 Questions Every Employer Should Answer to Determine Their Risk Factors
1. Briefly describe the nature of your business. How many locations?
2. How many employees?
3. Do you use temporary help or independent contractors?
4. Do you anticipate increasing or decreasing your workforce within the next 6 months? If yes, by approximately what percentage?
5. How many employees are currently in supervisory or management positions?
6. How are the majority of your employees paid? (hourly, salary or other basis?)
7. What procedures are in place to distinguish between exempt vs. nonexempt employees?
8. Do you have a specific hiring process in place?
9. Do you have a specific corrective action and termination process in place?
10. Do you have job descriptions for each position?
11. Do you have an employee handbook?
12. Do you have written grievance procedures and policies?
13. Are you currently utilizing a performance review system?
14. Have supervisors and managers received formal training in sexual harassment avoidance or other anti-discrimination procedures?
15. Do you have a health plan?
16. How are you managing COBRA compliance?
17. How are you managing HIPAA compliance?
18. Do you use consumer reports, such as background checks, credit, DMV, criminal or other reports to make hiring or promotion decisions? Do you reference check each potential new hire?
19. Do you extend credit or allow your clients, vendors, employees to pay for products or services over time?
20. Do you maintain any or all of the following personally or financially identifying information regarding your clients, vendors, employees and applicants such as maiden name, address, social security number, date of birth, bank account info, credit card info, etc.?
21. Who in your company has access to this information?
22. What security steps are in place to protect personally or financially identifying information?
23. What procedures do you currently have in place to notify clients, vendors, employees and applicants if unauthorized access is gained to their protected information?
24. Have you experienced a data breach either paper or electronically in the past year?
25. Have any employment-related claims, grievances, administrative proceedings, demands or lawsuits been made against your company in the last 5 years?
26. How are you currently managing your human resources, employment law and privacy law compliance functions?
27. What are your most pressing issues regarding being an employer?
28. How are you currently addressing these issues?
29. What do you believe the consequences might be if you are out of compliance with federal, state and local employment laws?
30. Based on your answers to the above questions, do you believe you could benefit from the assistance of a highly qualified human resources, employment and privacy law specialist?
If you would like a complimentary risk evaluation of your answers, please contact me at:
TheWhitfordGroup@aol.com
704 905-7749
1. Briefly describe the nature of your business. How many locations?
2. How many employees?
3. Do you use temporary help or independent contractors?
4. Do you anticipate increasing or decreasing your workforce within the next 6 months? If yes, by approximately what percentage?
5. How many employees are currently in supervisory or management positions?
6. How are the majority of your employees paid? (hourly, salary or other basis?)
7. What procedures are in place to distinguish between exempt vs. nonexempt employees?
8. Do you have a specific hiring process in place?
9. Do you have a specific corrective action and termination process in place?
10. Do you have job descriptions for each position?
11. Do you have an employee handbook?
12. Do you have written grievance procedures and policies?
13. Are you currently utilizing a performance review system?
14. Have supervisors and managers received formal training in sexual harassment avoidance or other anti-discrimination procedures?
15. Do you have a health plan?
16. How are you managing COBRA compliance?
17. How are you managing HIPAA compliance?
18. Do you use consumer reports, such as background checks, credit, DMV, criminal or other reports to make hiring or promotion decisions? Do you reference check each potential new hire?
19. Do you extend credit or allow your clients, vendors, employees to pay for products or services over time?
20. Do you maintain any or all of the following personally or financially identifying information regarding your clients, vendors, employees and applicants such as maiden name, address, social security number, date of birth, bank account info, credit card info, etc.?
21. Who in your company has access to this information?
22. What security steps are in place to protect personally or financially identifying information?
23. What procedures do you currently have in place to notify clients, vendors, employees and applicants if unauthorized access is gained to their protected information?
24. Have you experienced a data breach either paper or electronically in the past year?
25. Have any employment-related claims, grievances, administrative proceedings, demands or lawsuits been made against your company in the last 5 years?
26. How are you currently managing your human resources, employment law and privacy law compliance functions?
27. What are your most pressing issues regarding being an employer?
28. How are you currently addressing these issues?
29. What do you believe the consequences might be if you are out of compliance with federal, state and local employment laws?
30. Based on your answers to the above questions, do you believe you could benefit from the assistance of a highly qualified human resources, employment and privacy law specialist?
If you would like a complimentary risk evaluation of your answers, please contact me at:
TheWhitfordGroup@aol.com
704 905-7749
Subscribe to:
Posts (Atom)
