The Age of the Less-Ambitious Employee

Workforce Management
December 19, 2011

Here's another casualty of the anemic economy: employee ambition.

Thanks to stock market gyrations and more-difficult management jobs, employees today care less about climbing the corporate ladder.

In 2006, career opportunities ranked as the sixth-most important factor (out of 38 possibilities) in terms of promoting employee engagement, according to advisory firm the Corporate Executive Board Co. By 2011, career opportunities had fallen to 12th place.


Full Story: http://www.workforce.com/article/20111219/BLOGS05/111219963/the-age-of-the-less-ambitious-employee#

Conducting international employment-related investigations

Lexology
Fisher & Phillips LLP Celia M. Joseph Global,
USA November 29 2011

If you are a Human Resources or other manager at a multi-national company, it is likely that at times you receive complaints from employees and others requiring investigations to ensure your workplace environment is free from illegal harassment, discrimination, theft, defamation, violence and other violations of the law and/or company policies.However, those responsible for investigations for global organizations must be aware of statutes, policies, and guidelines in countries and regions outside of the United States that could impact the way investigations must be conducted, the actions that may be taken as a result of investigations, and the decisions regarding whether an incident violated applicable law or workplace policy.

Full Story: http://www.lexology.com/library/detail.aspx?g=74a9c99f-12d3-4aca-8d68-533fae5589bf&utm_source=Lexology+Daily+Newsfeed&utm_medium=HTML+email+-+Body+-+Federal+section&utm_campaign=Lexology+subscriber+daily+feed&utm_content=Lexology+Daily+Newsfeed+2011-12-02&utm_term=

Regarding Disciplinary Action Toward an Employee, Is Honesty the Best Policy?

Workforce Management
The legal benefits from making the effort to explain a disciplinary action far outweigh the discomfort that may be involved. By James Kingma
Workforce Management Online, December 2010

Employers are not legally required to give employees the reason for a disciplinary action, such as a discharge.
So, why bother? The employee may become angry or ask difficult questions. Confrontations are never fun. That said, the substantial legal benefits from making the effort to explain a disciplinary action far outweigh the discomfort that may be involved. When an employee is discharged and no reason is given, the individual is left to make assumptions that may not be accurate. One of those assumptions is that the individual has been discriminated against or subjected to an unfair action.

Full Story: http://www.workforce.com/archive/feature/legal/regarding-disciplinary-action-toward-employee-is-honesty/index.php

Seven Deadly Sins Your Managers Are Committing As You Read This

HR Daily Advisor Monday, March 21, 2011 3:00 AM by Steve Bruce Managers. Why can't they just do everything the way you ask them to and the way the policy reads? Wishful thinking. Here are seven deadly managers' sins that are probably being committed right now, down the hall. Sin 1. Lust Sexual harassment continues to be a problem in the workplace. And it's often worse when it's a manager and a subordinate. Perhaps the most difficult challenge in training managers and supervisors about harassment is getting across the idea that what matters is the attitude of the receiver of the harassment, not the deliverer. Managers think they can excuse their improper behavior with "I was just kidding" or "Can't she take a joke?" but if the victim was offended, and especially if he or she asked for the behavior to stop, there's a problem. Even if the victim seems to be going along with the behavior, he or she will likely claim in court something along the lines of "I had to go along with it—I have small children to feed." Of course, when training about sexual harassment, don't forget other types of harassment, for example: Religious Race National Origin Full Story: http://hrdailyadvisor.blr.com/archive/2011/03/21/HR_Policies_Procedures_Seven_Deadly_Sins.aspx

12 high-impact fed rules that will affect HR this year

HR Morning
January 7, 2010 by Jim Giuliano
Posted in: Employment law, Special Report

More Family Medical Leave Act (FMLA) changes. Yes, your firm just had to account for new changes to the FMLA when it comes to military personnel. But the Feds aren’t done yet – they’ve vowed to review both those changes and the FMLA overhaul from Jan. ’09. No timetable yet.
Changes to the Health Insurance Portability and Accountability Act (HIPAA). This major (and costly to comply-with) rule isn’t immune from new scrutiny, either. Expect to make changes in HIPAA provisions covering: access, portability and renewability. Expect it: September 2010.
Updated recordkeeping regs for the Fair Labor Standards Act (FLSA). Plan on having to keep more thorough records in how you pay your people – you guessed it – in the name of “greater transparency.” No timetable yet.
An increase in wage-hour audits. Be sure your entire payroll papertrail is in order. DOL just hired 250 new investigators to enforce wage-hour laws. Expect it: Early 2010.
A spotlight on foreign workers. Firms that use workers with H-2B visas can expect more scrutiny – the Employment and Training Administration is proposing rules regarding labor certification for these folks. Expect it: after a February rule on agricultural workers.
A new definition of “temporary” workers. Along the same lines, the DOL wants to ensure people who are hired as temporary actually are. No timetable yet.
Greater accountability on affirmative action. Current regs will be revised to ensure your company complies with affirmative action reqs, particularly as it concerns veterans. Expect it: November 2010.

Full List of Rules: http://www.hrmorning.com/12-high-impact-fed-rules-that-will-affect-hr-this-year/

Legal Questions and Answers on the Swine Flu Pandemic

Workforce Management
By Bennet D. Alsher
November 2009

In reviewing their HR policies, employers must consider how federal and state laws affect pandemic preparedness. These laws include the National Labor Relations Act, the Fair Labor Standards Act, the Family and Medical Leave Act, the Occupational Safety and Health Act, the Americans with Disabilities Act, Title VII of the Civil Rights Acts of 1964 and 1991, and state workers’ compensation laws. Here are some frequently asked questions on general and legal aspects of the pandemic.

n June, the World Health Organization declared an H1N1 flu pandemic. This means that human-to-human spread has increased and is sustained in the general population. H1N1 is a novel strain of the influenza virus; human beings have little or no immunity to it. Not only did H1N1 rapidly infect Americans, but it also spread throughout the world. According to reports from the Centers for Disease Control and Prevention, 48 states reported widespread influenza activity as of late October. In addition, more than 70 countries have already experienced outbreaks attributed to H1N1, as well as seasonal flu outbreaks.
The H1N1 pandemic creates both danger and opportunity for employers. The danger is obvious: a sick and fearful workforce, days lost to absenteeism, disruption of supply chains, and lost productivity, revenue and profit. But the flip side of danger is opportunity. The pandemic creates an ideal opportunity for management to demonstrate to its workforce that it is proactive and that it cares about its employees.
The swine flu can’t be prevented on a wide scale—it’s here, and it’s all over the world. But you can mitigate its impact on your workforce and, given careful planning, a little bit of luck and some flexibility, your company can and will weather the outbreak. Organizations must take steps now to ensure business continuity, develop succession plans, review and possibly revise human resources policies and—most important—educate employees about the pandemic.

Full Story: http://www.workforce.com/archive/feature/26/82/17/index.php?ht=

Salary your HR person may be making

CNN.com
CareerBuilder.com

Story Highlights:
Human resources jobs expected to grow by 17 percent over next decade
HR supervisors overseeing salaries make on average $78,700
HR staffers who train employees earn around $55,500
Biggest pay jump for dealing with compensation, benefits, diversity

By Rachel Zupek
In a perfect world, C-level executives and employees on all rungs of the corporate ladder would communicate openly, honestly, conveniently and often. Companies, big and small, and their executives would boast of abilities to listen to feedback, answer questions and maintain close relationships with all employees.
Like I said -- in a perfect world.
While these relationships might exist in a few companies, it's virtually impossible with larger corporations. Lucky for them, that's why we have human resource (HR) professionals.
"Human resource employees used to strictly work behind-the-scenes of a company, handling the administration of areas such as payroll, hiring and benefits," says Rosemary Haefner, vice president of Human Resources with CareerBuilder.com. "Now, HR goes beyond the tactical aspects of these areas and acts as a strategic player. HR is the liaison between employees and top executives, helping executives understand what their workers really need and how to maximize their potential."
Overall HR employment is projected to grow by 17 percent between 2006 and 2016, estimating 1,015,000 jobs in 2016, according to the Bureau of Labor Statistics.
Plus, as the need for good HR specialists and executives increases, so does their annual compensation, according to a survey by Watson Wyatt, a global consulting firm, in association with the Society for Human Resource Management (SHRM). In 2007, the highest percentage increases in average salary were given to HR professionals with strong skills in knowledge of compensation, benefits, international HR and diversity.
Other skills and qualifications for HR professionals include interpersonal capabilities, as well as a college degree. Most entry-level jobs require a degree in human resources or a background in business or liberal arts. An advanced degree is required for some jobs, as well as specific certifications.
Think you've got what it takes to make a successful career in HR? Here are 10 common HR positions with increases in job growth, according to SHRM and the BLS.
1. Compensation supervisors oversee the pay practice area of compensation, including wage, salary, incentive and executive compensation.
Average salary in 2007: $78,700
2006 employment: 49,000
2016 projection: 55,000
2. Employee benefits planning analysts deal with the company's employee-benefits program, usually creating its health insurance and pension plans.
Average salary in 2007: $62,000
2006 employment: 110,000
2016 projection: 130,000
3. Professional and technical staff recruiters seek out potential job candidates, interviewing and screening them for job openings within the company.
Average salary in 2007: $62,100
2006 employment: 197,000
2016 projection: 233,000
4. Human resource assistants maintain records of the organization's employees, such as their name, address, job title, earnings, benefits and tax withholding. They also perform general administrative tasks.
Average salary in 2007: $36,600
2006 employment: 168,000
2016 projection: 187,000
5. Compensation analysts gather, analyze and prepare wage and salary data to smooth the compensation and management functions of the company. They also review and propose changes to salary structures and position classification.
Average salary in 2007: $62,400
2006 employment: 110,000
2016 projection: 130,000
6. Employee benefits managers supervise employee benefits programs for companies. They create programs to insure employees against loss of income due to illness, injury, layoff or retirement.
Average salary in 2007: $89,200
2006 employment: 49,000
2016 projection: 55,000
7. Human resources generalists handle tasks in all areas of HR; staffing, employee relations, compensation, training, employment, labor relations, safety, affirmative action and employment equity programs, and personnel research.
Average salary in 2007: $55,900
2006 employment: 214,000
2016 projection: 250,000
8. Employee training specialists organize training activities for employees to maintain and improve their skill sets.
Average salary in 2007: $55,500
2006 employment: 210,000
2016 projection: 249,000
9. Human resources managers oversee and contribute to planning, developing, recommending and implementing HR activities, policies and procedures for companies.
Average salary in 2007: $80,700
2006 employment: 58,000
2016 projection: 65,000
10. Top human resources executives usually include director positions. The director of HR typically supervises departments like benefits, compensation, training and labor relations, all of which are managed by other supervisors specific to a certain department.
Average salary in 2007: $170,000
2006 employment: 58,000
2016 projection: 65,000
Employment projections provided by the Bureau of Labor Statistics; Salary estimations provided by SHRM.
http://www.cnn.com/2008/LIVING/worklife/01/24/best.hr.jobs/index.html