Hey! We're Human Too . . .

Ending the year on a light note, it's nice to know that HR professionals have been recognized as being just like the rest of the world. Apparently the person behind the HR professional role may be a mystery to others, perhaps because we spend so much of our time focusing on the issues of other people that we don't let them get to know us as humans.

According to Steve Bates' article "HR's Favorite Things? No Metrics On This List", posted on shrm.org, the favorites of HR professionals include reading, Italian Food, football, beamers and PDAs.

How do you prefer to spend your free time? What are your favorite gadgets, food and sports?

To read the complete article click here: HR's Favorite Things


Posted by Denise Knutson, Senior Consultant, The H.S. Group

Nice Guys Don't Always Finish Last

One way to assist in Working Effectively with Coworkers (posted 12/27/05) may be to gage your likability factor at work. A Harvard Business Review study found that employees don't want to work with someone who is disliked, and it almost doesn't matter how skilled they are. Research has also found that customers' perceptions of the employees they deal with can influence their overall feelings toward a company.

Do you believe that to be successful in an organization you need to be "nice?" Are you or a coworker seen as disagreeable and what effect, if any, does that have on your career? Are you more eager to work with others you deem friendly or nice? We welcome your comments and ideas on this topic. To view the entire article from USA Today, click here: Another reason to be nice: It'll get you far on the job.

Posted by Nancy Ledvina, Human Resource Consultant with The H.S. Group

Working Effectively with Coworkers

The workplace brings together people of many different backgrounds, ages, talents and skills - and we all have different values, expectations and approaches to work. While it isn't necessary to hit it off with everyone at work, tension among employees can affect morale and productivity. Getting along with coworkers leads to greater cooperation and teamwork - making time at work more enjoyable. Getting along at work is often a matter of being flexible and willing to compromise. It's also important to be tolerant of individual differences and communicate effectively. This helps to head off misunderstandings before they occur and encourages people to respect one another for the talents and strengths they each bring to the organization.

How do you effectively deal with conflicts at work? What is the best way to confront a coworker with an issue? What can management do to assist employees in handling these situations? We'd like to hear from you with suggestions and comments on this topic. Click on the link to read the entire article from Ceridian Connection. Working Effectively with Coworkers

Posted by Nancy Ledvina, Human Resource Consultant with The H.S. Group

Will The Disconnect Between Employers and Employees Further Impact the Pending Worker Shortage? Is HR Aware of the Gap?

How far apart are employees and employers in their perspective on the important factors that increase workforce satisfaction and improve retention? Is this gap widening? Where is HR and how is HR working to address the situation??????

Spherion's 2005 Emerging Workforce Study, conducted by Harris International identifies some potentially critical gaps in critical workplace issues including retention factors. Some statistics from the survey include:

- Only 1 in 5 employers is positioned to attract and retain top talent
- 60% of workers rate time and flexibility as a very important factor in retention, but only 35% of employers feel the same
- On average, employers only expect 14% of their workforce to leave in the next year, but Spherion data shows that nearly 40% of U.S. workers intend to find a new job in the next 12 months

Perhaps one of the most startling statistics to me is that despite the growing awareness of the potential loss of talent due to the pending retirement of baby boomers in combination with the increasing reports of workers feeling burned out and frustrated:

"Only 34% of HR managers mention turnover/retention as a key HR concern"

If the strategic measures needed to address turnover and retention aren't a key HR concern, what is? And who owns the responsibility to recommend and develop the policies that will ensure companies are able to retract and retain the talent needed to survive?

The study additionally found that:

"Only 19% of employers are classified as emergent and have the progressive mindset, policies and structure in place to attract and retain top talent and maintain workforce flexibility to easily adjust employee levels as demand warrants"

According to Roy Krause, Spherion President and CEO, ". . .the reluctance or inability of the majority of U.S. companies to adopt emergent qualities is certainly mystifying, and I hope these findings serve as a wakeup call. Emergent companies will continue to make strides with employees and candidates, while the rest will fall further behind in the battle for talent.”

We would love to hear from HR professionals regarding this topic. Please send your comments and weigh in on the study and HR's role in influencing a company's retention practices. Is HR doing enough to strategically support the needs of the business when it comes to attracting and retaining talent?

To read additional details from the Spherion 2005 Emerging Workforce® Study click here: Emerging Workforce



Posted by Denise Knutson, Senior Consultant, The H.S. Group

Tis The Season

No, we're not talking about the holiday season today. It is the cold and flu season. How many of you have gone to work when your sniffling, feverish, achy body screamed that it really wanted to be home in bed? I have been guilty of this. Okay - I've been guilty more than once. (Does it count when you tell the doctor you won't need a written slip to be excused from work but you don't tell him that it's because you aren't planning to stay home?) Does anyone tell me to go to these extremes? No, in fact the opposite is true! So why do I do it? My co-workers probably wonder the same thing. Why do any of us do it? A survey by LifeCare, an employee services firm in Connecticut, found that 90% of surveyed workers admit to coming to work when ill. 90%?

During last year's flu season we first started seeing more and more reports on the actual cost to employers of having employees come to work when they should be staying home. The most recent issue of sharedHR bulletin includes an article further exploring this issue.

When should an employee stay home? Why don't they stay home? What impact does this have on the workplace as a whole? Do companies need to explicitly state that employees are expected to stay at home when ill? Do you cringe when a co-worker comes into your office and sneezes? Do your company's employees feel the need to come to work when sick?

To read the complete article, "Employees Should Be Incented Not To Bring Illness Into The Workplace" from the November 2005 sharedHR Bulletin click here: Achoo!


Posted by Denise Knutson, Senior Consultant, The H.S. Group

Generational Disconnect...

Corporate America has grown up with Baby Boomers and now it fears it will die with them. Case in point, a book titled The 2010 Meltdown: Solving the Impending Jobs Crisis spells a grim, imminent economic future. This is just one of many reports and recent discussions centered on generational gaps in the workplace and the ensuing crisis that is predicted to occur as Baby Boomers retire. While it’s true a very large number of workers will be leaving the workforce in the near future, it’s easy to wonder if the goal of such publications and discussions is to inspire young people, or to generate panic.

What if we alter the discussion from fears about imminent economic downfall to preparing young students with viable career options and guidance? Let’s take it a step further and mentor, train, and invest in young workers. Absent of actually sending all American jobs overseas, we’re almost out of other options.

What are you doing to develop younger workers?
What are some goals and challenges that Baby Boomers and GenX and GenY have in common? How will we respect one anothers’ experiences, history, and communication styles to bridge the generational disconnect and move our businesses forward through the 2010 Meltdown?

To read the entire article, click here: Retiring Baby Boomers: Addressing the Generational Disconnect

Posted by Amy Dennis, Career Management Coordinator, The H.S. Group

"Yes, but . . ."

Who is in charge of, or has ownership of creating an Internal Leadership Culture in your company?

Many prominent business gurus have historically placed this responsibility at the feet of Top Management. The December 2005 issue of Chief Learning Officer includes an article by Irving H. Buchen, Ph.D. which raises the question of whether a partnership between HR and Training may in fact be the answer as to who can best create an internal leadership culture and move it through all levels of the organization. For years HR (and Training) has been requesting "a seat at the table". The role as outlined by Buchen would certainly raise the business performance bar for both HR and Training and if successfully engaged would assure that seat.

Is Senior Management ready to cede this role? Are HR and Training ready to accept it?

Please post your thoughts and comments on this topic. To ready the entire article, entitled "Creating Internal Leadership Cultures" by Irving H. Buchen, Ph.D., click here: Creating Internal Leadership Cultures


Posted by Denise Knutson, Senior Consultant, The H.S. Group

The Disappointing (or disappearing) Holiday Bonus & Puny Pay Raises

Is there tension at your workplace between owners/presidents, HR professionals and workers regarding holiday bonuses?

In a timely article by John Hollon in Workforce Management, he contemplates the existence, expectations and appreciation of holiday bonuses. Hollon also addresses the correlating trend of "puny pay raises" and the resulting workers' perception of their value to the company.

Click here to read the article: Why the Meager Raises?

Please post your comments to these questions: Do holiday bonuses exist at your organization? Have they changed in recent years, and are they appropriate?

Are pay raise percentages appropriate in your organization? Are you paying to retain top talent, or just paying enough to be seen as a nice gesture to employees?

As a HR manager, how do you communicate any changes?

Posted by Amy Dennis, Career Management Coordinator, The H.S. Group

Why Training Doesn't Work

Companies from all industries and of all sizes seem poised to devote more resources than ever before to employee training. But, are those resources being utilized wisely? Do participants walk out of the training session wondering what company the trainer could possibly have been talking about because the content had no relevance to their real world?

Training and HR professionals need to make sure they are as well connected to their own business as they are to the trends of their profession. Delivering trendy, cutting edge training that has no relevance to their colleagues' workplace issues only serves to perpetuate the thought that Training and HR professionals may not be in synch with the realities of the business.

Elaine Varelas of Keystone Partners offers her thoughts on these challenges in the article "Why Training Doesn't Work". Click here to read the article and then please share your thoughts on this topic: Why Training Doesn't Work

Posted by Denise Knutson, Senior Consultant, The H.S. Group

Secrets of Effective Leaders

The December 12, 2005 issue of Fortune magazine includes an article regarding the leadership "secrets" of ten top leaders from a variety of industries. How do these traits compare with what you or your company look for in a leader? How do they compare with your own leadership "secrets"?

Who is your favorite leader of all time and why?

To read the article, "Top 10 Leaders Tell Their Secrets" by Matthew Boyle and Christopher Tkaczyk click here: Top 10 Leaders Tell Their Secrets


Posted by Denise Knutson, Senior Consultant, The H.S. Group

Visions of Ebeneezer Scrooge or Santa?

Does the Christmas season bring visions of Ebeneezer Scrooge or Santa to mind when you think of your workplace? The realities of the personal stresses of the holiday season can impact both dynamics and productivity. A recent article by Kathy Gurchiek, associate editor of HR News, offers some insights on the benefits of a company being sensitive to the personal pressures of the season along with reminders of the potential pitfalls of maintaining a "nose-to-the-grindstone" mentality.

In what ways do the dynamics of your company change, if at all, during the holiday season? Do you personally struggle with balancing personal and professional responsibilites more so than at other times of the year? Please share your thoughts and comments.

To read the full article, Holidays Can Ring in Distractions, Lower Productivity by Kathy Gurchiek, click here: Holiday Distractions

Posted by Denise Knutson, Senior Consultant, The H.S. Group

Do Some Employees Get "Star" Treatment?

This football season's antics by Terrell Owens and the subsequent handling of the situation by the leadership of the Philadelphia Eagles has raised new awareness of the issue of the disruptive superstar. Many may hope to never read or hear another report about the talented but temperamental wide receiver. However, the willingness of the Philadelphia Eagles to walk away from (or send packing) their multi-million dollar marquee player for the long-term good of the team can be a valuable and visible lesson for the manager who looks the other way in order to achieve short-term results - thinking the end justifies the means.

Do your company's superstars get preferential treatment?

Does leadership look the other way when a top producer has repeated temper tantrums - behavior that would not be tolerated by anyone else?

Can effective coaching bring out of bounds behavior back within acceptable standards? When is it the right decision to cut the ties with a star performer?

What position is an HR professional put in when behavioral standards are enforced differently based upon an individual's results?

Please share your thoughts and examples regarding workplace superstars receiving preferential treatment.

Posted by Denise Knutson, Senior Consultant, The H.S. Group

How is Your Workplace Impacted by Meth Use?

The cover of the December 2005 issue of HR Magazine focuses on Meth in the Workplace. Both the media and law enforcement agencies have placed increased attention on the growth of the methamphetamine industry in the United States. Has corporate America been paying attention?

"Most people would be surprised at who uses meth: professionals, housewives, kids in school - - people looking for a lift in life," said Mark Sheets, executive director of Adult Continuum Services for Hazelden, in Center City, Minnesota. Affordable and dangerous makes a deadly combination and these words are often used as descriptors of methamphetamine. Yet, according to the Mental Health Foundation, the problem of meth use remains unnoticed by much of corporate America. A 2004 study by Quest Diagnostics Inc., showed the number of workers testing positive for meth rose 68% in 2003.

Initial signs of meth usage may include increased energy, higher productivity and the ability to work longer hours - all traits viewed positively in many companies. Over time this initial burst may be followed by increased sick days/absenteeism, erratic behavior, loss of focus, decreased productivity and accidents - all of which result in a direct negative impact on the bottom-line.

How prevalent is meth usage? What role should HR play in uncovering and addressing meth usage? Are you familiar with the signs and signals that may indicate that an employee is using meth?

To read Susan Ladika's article "Meth Madness" as it appears in the December 2005 issue of HR Magazine, click here: Meth Madness

Posted by Denise Knutson, Senior Consultant, The H.S. Group

Get A Life!

Are executives, male and female alike, finally saying enough is enough and making career decisions that will improve their work-life balance? Has corporate America created top management jobs that are impossible for one person to do? A recent Fortune magazine survey of top-level Fortune 500 male executives indicated that 71% would choose more time over career advancement and 98% say they're sympathetic to requests from their own reports for a better work-life balance. However, 44% also indicated that an effort for more of a work-life balance by employees would have some negative impact on their careers. What trends are you seeing in your company relative to work-life balance? Have you personally felt the need to make a choice between career advancement and better work-life balance? Are the days of 24/7 executives coming to an end?

To read the complete article, Get A Life! by Jody Miller and Matt Miller as it appeared in the November 28, 2005 issue of Fortune magazine, click here: Get A Life!

Posted by Denise Knutson, Senior Consultant, The H.S. Group.

Middle Management Job Satisfaction on the decline

A recent survey conducted by Accenture found job satisfaction among middle managers has declined signficantly since 2004 (From 67%-48%). Not surprising, compensation appeared as a major issue. However, organizational mismanagement was also cited as a culprit. I found it very interesting that this is the first time organizational mismanagement ranked high in this annual survey. I would have expected this to be a reoccuring theme. What do you think? Are middle managers in your company less satisfied? Why? What is your company doing to improve it?

For the complete article: http://www.wpsmag.com/content/templates/wps_article.asp?articleid=353&zoneid=48