07.24.06
Posted in Human Resources/Staffing at 9:17 pm by Diana Heeb Bivona
Some businesses and industries may be prone to high turnover. However in many cases, employers have the power to do something about it and the solution is as easy as simply listening. This doesn’t necessarily refer to holding exit interviews with departing employees, but to talking to employees that stay. Finding out why they stay and what might lure them away to another job can assist you in addressing a potential turnover problem.
The answers received will probably vary. After all, everyone is motivated differently and attracted to different incentives. Some may be motivated by a chance to learn and grow, a promotion and a grandiose title, or generous vacation time. While you may not be able to offer everyone, everything their heart desires, you can begin to review these motivators to see if you may be able to do so in the future. More importantly is the fact that your employees will feel valued and important. This in and of itself is a great retention strategy that is easy to employee and requires very little outside of a little time and listening skills on your part.
Don’t be afraid to ask just because you may not be able to deliver. If you can’t, be frank and let them know that, but also commit to investigating other possibilities. Chances are you probably have at least one thing your employee want that you CAN deliver and that’s a solid start to halting the exodus.
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07.17.06
Posted in Human Resources/Staffing at 3:51 pm by Diana Heeb Bivona
Interviewing applicants is pivotal. It is through this process, that we glean the information we need to determine whether the individual sitting across from us is the right person for the job. Therefore, being able to ask substantive questions are important. However, there are questions that are not appropriate for the interview process, and can get you in trouble. Here are a few questions that can prove problematic and why:
Do you have children?
Problem: First, questions regarding children, family or even marital status are not appropriate because they may be seen as being based upon the applicant’s gender. Secondly, it can be construed as an inappropriate way of asking about someone’s work availability. If you are trying to get this type of information, be more direct and too the point such as “What hours can you work?” or “What shifts can you work?”
Have you ever been arrested?
Problem: Questions relating to an arrest record are improper, but questions about a conviction record may be asked if job-related. According to EEOC policy, an employer may consider someone’s conviction in making employment decisions IF the employer can establish a business necessity for the conviction record in its employment decision.
In establishing business necessity, the employer must consider three factors to justify use of a conviction record: (1) nature and gravity of the offense for which convicted; (2) amount of time that has elapsed since the applicant’s conviction and/or completion of sentence; and (3) the nature of the job in question as it relates to the nature of the offense committed.
Are you a U.S. citizen?
Problem: EEOC states that consideration of an applicant’s citizenship may constitute evidence of discrimination on the basis of national origin. If a person is a lawful immigrated alien, legally eligible to work, they may not be discriminated against on the basis of their citizenship.
When did you graduate from high school?
<>Problem: considered an indirect inquiry as to an applicant’s age and may create an inference of age discrimination.
The best piece of advice to employers when interviewing applicants: if you can not demonstrate a job-related necessity for asking a particular question, then don’t ask it.
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07.15.06
Posted in Human Resources/Staffing at 12:03 pm by Diana Heeb Bivona
Nobody likes having to fire someone. Some bosses hate the idea of confrontation so much, or the fact that they will have to start the whole hiring and training process all over again, that they keep the employee around. The fear of a potential lawsuit is also a prevalent motivator for hesitating when terminating an employee.
What you say and do during the termination process will have a significant bearing on any possible lawsuit filed later by a disgruntled employee. Barbara Kate Repa, an attorney and expert on employment rights provides these suggestions regarding things you should NOT say when firing an employee.
Potential problem: If you say it, and you aren’t truly cutting back, you will have problems later proving your bogus claim in court. Will you have the documentation or the proof that other employees were fired during this so-called layoff period? If you are betting that the employee won’t find out there were no other cutbacks, think again. They are motivated and will probably stay in touch with other co-workers who will keep them apprised of what is happening.
“We’re changing our image”
The obvious implication is that the employee does not fit this new “image”. You are leaving the impression that the employee may be too old, married, or ethnic to work for the company. All are illegal grounds for termination and scream lawsuit.
“We need team players”
Don’t think that the employee won’t understand the hidden code for “troublemaker” implied in this statement. If you are terminating such an employee, keep the conversation short, honest in terms of the business-related reasons you are firing them, and don’t be drawn into a conversation where you end up providing them with ammo for a lawsuit.
If you want to avoid putting your attorney’s number on speed dial, stop and give a little thought as to how you are going to phrase the conversation in your final meeting. You may want to even discuss it ahead of time with your attorney or an HR specialist if you think you are going to have a problem. The key is to be prepared and not act in the heat or spur of the moment.
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07.13.06
Posted in Human Resources/Staffing at 3:17 pm by Diana Heeb Bivona
The Perfect Labor Storm Fact Book is a great tool for forecasting future employee recruitment and retention programs. The book examines the roles of aging workers, retiring baby boomers, rising health care costs, shortages of skilled workers, generational gaps, work ethics and more that are expected to collide producing the biggest shortage of skilled workers in the United States and many other developed countries.
The book is jammed with interest facts and statistics on a variety of issues and factors that will impact the future workforce in this country such as:
Fact #6
One-fifth of this country’s large, established companies will be losing 40 percent or more of their top- level talent in the next five years. (Source: Development Dimensions International)
Fact #10
Three to six percent of any given workforce is absent every day due to unscheduled issues or disability claims. To compensate most companies overstaff by 10 to 20 percent to mask lost productivity. (Source: Synchrony)
Fact #270: Last-minute no-shows are costing organizations an average of $610 per employee, adding up to more than a million dollars annually for large companies. (Source: CCH)
Fact #275: In the future, even more emphasis will be placed on skills that cannot be automated – caring, judgment, intuition, ethics, inspiration, friendliness, and imagination. (Source: Futurist, Sep-Oct 2004)
Fact #369: 25% of employees are just ’showing up to collect a paycheck.’ (Source: TNS)
Fact #385: Unclear objectives, lack of team communication and ineffective meetings are among the top time wasters that workers around the world say make them feel unproductive for as much as a third of their workweek on average, according to results of an online Microsoft® Office survey (March 2005). According to the survey of nearly 40,000 people in 200 countries, U.S. workers clock an average of 45 hours per week, but consider 16 hours are wasted.
The book is available for purchase at on the Perfect Labor Storm website or by clicking here .
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