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Big data helps employers ascertain to what extent their job screening efforts contribute to successful hiring, leading to a validity conversation, according to an Equal Employment Opportunity Commission attorney.
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This week I was tasked with understanding the use of communication audits within human resource management within my Human Resource Management Course.  The idea of a communication audit is pretty self explanatory.  Within a company, there could be many types of communication breakdowns.   As a human resource specialist you need to ask yourself these questions. Now, my question to the human resource experts out there is have you utilized communication audits within your career and if so, do you believe that they are beneficial for a successful organization?

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This week in my class with New England College of Business and Finance we are exploring the world of communications audits. We have really dove into the meaning and the overall effectiveness of these audits and we are finding that they tend to be well needed among companies. My question to this panel is:

Why do communication audits create a feeling of ease when we know that a communication audit has gone well? What makes us feel as though communication audits are needed within our workplaces? And why are communication audits so effective in making sure that the people within a company know how to communicate with each other and others outside the company?
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We realized that in 2015 we will have 27 pay periods.  How are other companies handling this? 

Benefits - Will you have one pay period where you won't take benefit deductions(medical, dental ect) or will you change your calculations to spread over 27 pay periods?
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Determine if or when your health plan will reach the cost thresholds for the 2018 excise tax, using your plan's current cost trend rate.
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The sharing economy is booming, but employers shouldn't require employees to use it on work trips, a management attorney says.
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Four lucky people received free registration to the 2014 SHRM Diversity & Inclusion Conference and Exposition when today’s general session speaker, Shari Slate, donated her SHRM honorarium for that purpose. She is the Cisco’s chief inclusion and collaboration officer

Those who applied were asked to write essays on diversity and inclusion as it relates to HR.

Winners are:

  • Gavin Maestri, a junior at Junior at Southeastern Louisiana University (SLU) studying management with a concentration in HR. He also is treasurer of the school’s student SHRM chapter.
  • Emily St Andre, a student in SLU’s MBA program.
  • Jonathan Johnson, a student in SLU’s MBA program.
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Yes it is really a big deal! And it extends to how you talk about it.

A few days ago I answered a question about insurance and using a Nanny in your house. My response was posted to a chat board and I was taken to task by an attorney for using the terminology "1099 employee". And she was correct.

I know better but  I had made a quick response about the need to properly insure for those who work in your house or business and referred to two classes of "providers of service" - employees and 1099 contractors. But - I referred to the 1099 contractors as '1099 employees."

You might ask "Everybody I know says that, is there really a big difference?

The answer would be a resounding "Yes" and here is why. If you call them "Employees" they are not "contractors" and the difference can cost you a great deal. I explained this to an employer that has the term used in this manner in an employee announcement "If you are a full time employee you will be offered employee benefits, if you are a 1099 employee you will not be offered those benefits as you are not eligible."

Read more

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Tags/Keywords:
Benefits : 1099, aca regulations, w2

Greetings

I was asked to reach out to see if anyone offers child care or company subsidy for child care costs.  If it is offered, what are the policies pertaining to length of time an employee has to be with the company?  For how long would the company provide this to the employee?  Were / are there any issues that you have come across with this type of program

Thanks for your input

Caren Akers
Human Resource Director
Frenchman's Creek Beach and Country Club
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Hello all,

This week we are completing a Capability audit on a Human Resources worker that we are interviewing. I feel that I have a grasp on what this means, but I want to make sure that I am completing this correctly. Below I have a list of questions and answers that from the audit and I would like to know if I am pushing the right questions to receive the answers that I am looking for.

Is the HR representative that I am interviewing individually technical.
Does the HR representative push themselves to increase their technical expertise within the role that they are currently working in? I feel that this question is very good to have for the individual because if they are not pushing themselves, it is likely that they are also not pushing their team members either.

The next item I have is an individual social calling. Does the HR representative also have a social leadership quality to them? I feel that this is important because they would not be leading their team if they are not social and able to bring out innovative ideas from their workers. 

Does the HR representative work with a company that is competent? I feel that this question is valid because if the HR representative is not being directed in a way that they are going to be able to get answers for their questions, it is likely that they could be doing their job incorrectly and not even know it.
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I'm learning what capability audits are and trying to figure out how they pertain to HR. My question is do you think capability audits need to be set in place every 6 months to a year? Do you think some companies need to have planned audits or "surprise" audits?

I think capability audits are good ways to make sure the company is doing what their suppose to do on a regular basis. I don't think anything should be hidden when issues arise and that issues should be taken into learning from your mistakes and move on.

Audits need to be done to make sue companies are up to par on everything and also to make sure that nothing is dropped and customer service is in high standards.
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Creating organisations, divisions and teams that have a balance of different thinking are way more successful than those that don't – and we'll talk about some of the research on that shortly. BUT – understanding diversity and inclusion and making it happen day in, day out – are 2 very different things. The action – the stuff where the rubber hits the road – takes enormous courage.

I work with executives and leaders from all over. I find that the large majority understand diversity from an intellectual perspective – because it just makes good business sense. However, I see many executives feeling nervous and unsure of the actions they must take. And I see a small few who have the courage of lions – and they spring into action. They understand that this is about cultural change – and its not always going to be popular.

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Hello:

     I oversee benefits for an <50 group currently going through the annual  Open Enrollment season--our first with PPACA compliant plans.  
 
     We're working with our broker and carrier to simplify communications with our employees regarding the new "average premiums" permitted by our carrier.  Our existing OE presentations are quite good, but I'd like to integrate the new concepts in the simplest way.  Our broker provided some skeletal information, but we tend to be fairly buttoned up and comprehensive with Open Enrollment materials because our employees keep and refer to them. 

     Are any other HR Directors engaged in developing materials to clearly communicate premium sharing concepts to employees? Has anyone seen a particularly meaningful or compelling or even cutting edge presentation that you are able to share with me?  Thanks!
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My firm plans to pick up our search for Managing Directors and I wanted your opinion on Executive Searches today. 

With all the new types of channels for recruiting, wanted to know if anyone has seen or heard of much changing in how to go about searching for Executives?  I've only known either tapping into network of people you know or hiring agency to find someone.

Is there new trend in how companies go about with these type of searches for more senior positions?

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I would like to hear from HR Professionals about your experience with hiring, or the process of, veterans.
I am a veteran working on a Master's in Management, getting ready to do my Capstone class, which I want to focus on how to better prepare employers on hiring veterans. your input will great assist in how I prepare the company in formulating a clear veteran hiring process.

The hiring of veterans can be more of a challenge because of a lot of unknowns. This can be because of military terms in resumes, the misstep of understanding job codes and aligning them to KSAs. The hiring process can be very challenging but the reward of a professional employee should outweigh these challenges.  

I would like to share an article that I read that highlighted 10 Advantages of hiring veterans which I believe would be beneficial to all HR professionals. 
10 Reasons Companies Should Be Hiring Military Veterans
1. Veterans come from a previous culture built for mission accomplishment in mind. 
"Few cultures have been engineered like the one military veterans have been a part of and even fewer ... focuses entirely on mission achievement, cooperation and personal development. The fact is that there is no culture in the world that shapes people in the way the military does,"

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  • (Updated Friday, Oct. 9)

  • Human Resource Executive magazine’s 17th Annual HR Technology Conference and Exposition came to a close in Las Vegas Friday with R. "Ray" Wang, founder and principal analyst of Constellation Research, telling attendees that companies will need to adapt and ultimately embrace digital business models because social media, big data and the "Internet of everything" (also known as wearable devices) is converging and changing how business gets done.

  • Today’s businesses are “selling outcomes,” he said, pointing out how companies like Disney are selling a brand—one that goes far beyond theme park tickets.

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    Technology : Technology

    Hello everyone,
    Just like Noah, I am also enrolled within the same Strategic Human Resource Management course where we are researching the six paradoxes that human resource specialists encounter on a day to day basis.  To become an effective human resource specialist, the individual must master the six paradoxes because there needs to be a clear set of standards across the lines of communication within any company (Pfeffer, 2007) . Paradoxes mean that human resource specialists and departments are effective only when they can simultaneously deliver multiple outcomes, instead of moving from one outcome to another.  I wanted to investigate a little further into the business and people paradox.  Traditionally, people went into human resources because they liked people. Ultimately, as corporate America has grown and evolved, human resource professionals have been required to become more business literate. However, balancing the tradeoffs between people and business is not always easy and human resource professionals need to be sure that they balance equally between the two, or they could create problems. Overemphasis on people turns business enterprises into social agencies that may lose the ability to meet market requirements. Overemphasis on business drives results without attention to how they are generated. To ride this paradox successfully is to be a credible activist who earns personal credibility and also takes an active position on business performance (Gvaramadze, 2008).  Now, my experience in human resource is very limited, but I understand this concept.  Is there anyone that could provide me with a real life example of this paradox?

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    Hello all, I am currently enrolled in a Strategic Human Resources course and we are discussing the 6 paradoxes that are currently facing HR. I felt that the Outside and Inside paradox was the one that I would like to focus on.  If I am to understand this correctly, the Outside Inside paradox would consist of the following:

     

    1. Bringing external trends in the current business model in and making them internal HR practices that can coexist with the current business model.
    2. Bringing customers, investors, community leaders, and other important aspects of a business that are not generally pushed into HR in to the HR workplace and practices.
    3. Focus on the workplace and marketplace simultaneously so that all aspects of the role are covered within these two areas.

    I am fairly sure I understand all of this information, but I do not understand how this can practically be used within the HR role. Can someone explain with deeper though and insight as to how these thingsare going to help?

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