The Power of an HR Audit - The Case For Doing it, and a Checklist to Get it Done

Conducting an internal audit may not top the list of things HR professionals look forward to doing, but the importance of reviewing HR practices should not be understated or ignored. Simply put, an HR audit can be the savior that keeps your company out of the court room.

Think about this: On average, there are more than 450 employment lawsuits filed each week. The most common target is private employers with between 15 and 100 employees. While you may not be able to control if somebody files the suit, are you prepared to defend the company when someone does? With plaintiff attorneys on the offensive, joined by an administration and Department of Labor sympathetic to that cause, employers need to be ready to handle whatever is thrown their way.

But the reasoning behind internal HR audits extends further than lawsuit defense, for example:

* Audits are a sure way of making sure the best practices and HR metrics are being followed by the company
* They help with process improvement
* They can lead to fewer errors and complaints
* Can increase readiness for government investigations
* May lead to a reduction in EPLI (external insurance) coverage costs
* Build management support to come on board with HR practices
* Lead to a better use of employment law expenses

So, what exactly does an HR audit do? As with any audit, it takes a look at just what you are doing a little more closely. In this case, it measures the health of current HR practices. An HR audit will help you identify deficiencies and provide direction in the following subjects: employment practices, employment policies, employment related documentations, employment law compliance.

Bottom line: an internal HR audit is an opportunity to save the company money and avoid problems they may otherwise face. At the end of the day, an audit should help you to develop more consistent policies, treat employees more fairly, and in return the employees become more productive.

When it comes to an audit, there are two main areas of focus- compliance and best practices. Compliance looks at the legal aspects of HR and includes areas such as missing, outdated, or conflicting policies or inconsistencies between policy and practice. The practices pays attention to what is (and isn't) working for the company including the current processes (on issues such as recruiting, discipline or terminations) and procedures (on issues such as performance or evaluations).

To get started, you will need to develop an audit team. This includes key management personnel. You want people who can give you clear input of what exactly is going on. Feedback from non-management employees is helpful, but they should not be part of a formal 'team.'

So you have the team and are ready to go. Which areas should you look at first? I don't know if there is a good first or second place to begin with, but there are plenty of places to get to. An HR audit should ask the following questions:

* Do you have all the required postings present and visible?
* Does your company follow all appropriate I-9 requirements, including proper recording?
* Do employment applications contain any questions that are illegal? Are they properly maintained?
* Is the employee handbook current and legal? Do employees have a copy? Have they signed documentation showing that they have obtained a copy?
* Are any files stored in the managers' desk files (rather than properly placed in records file)?
* Are all OSHA logs are up to date, completed, and available to employees?
* Do you have an electronic communication policy (this includes email, social media, etc.)?
* Do you have a policy for company issued cell phones (how often can they talk, can they text/ send pictures, for personal use or just business, etc.)?
* Do you have a legally sufficient anti-harassment policy? Does it include a strong anti-retaliation policy?
* Do you have a grievance or complaint procedure in place that employees are aware of and feel like they can use?
* Is the at-will language in your handbook legal?
* Is the paid time off policy clear?
* Do you have a satisfactory equal opportunity employment policy? Is it noted on job postings?
* Are FMLA policies and procedures up to date?
* Do you have substance abuse policies in place?
* Are employees aware of safety or accident reporting policies?
* Are ERISA and COBRA requirements met and followed through on?
* Are ADA policies up to date and followed?
* Does the company comply with all FLSA regulations? See this article for more information on wage and hour requirements under FLSA.
* What are your recruiting procedures that you have in place? Are you looking for the right candidate? Do you have an effective (and legal) application? Do you conduct a background check (criminal check plus work history/ references)? Who handles the interviews?
* Do you have a proper onboarding practice for new employees?
* Do you have a formal performance evaluation procedure? What about a disciplinary policy procedure? Is it followed consistently?
* Are you properly retaining all records for the appropriate time as required by law?

And as you move forward, remember these two rules from HR 101: document everything (juries will only believe what you have in writing) and be consistent (a policy isn't a policy unless it's followed every time).

Employment Leasing - Human Resources Management Related

Managing the human resources aspect of any business or company can be a daunting task, which is why the new trend for many businesses is to procure the services of a professional employer organization that provides employment services and employment leasing. These types of organizations can handle much of the work of the HR department from a secondary location, including administration of employment benefits, payroll and accounting needs, risk management, compliance with regulatory guidelines, hiring, firing, and more.

Benefits of this Service

For many businesses, operating a human resources department is expensive - and many just do not have the money in their budgets for such a department whatsoever. A dedicated human resources department puts a demand on the company's time and resources - and this type of employment leasing or outsourcing of services can enable the business to have accountants, human resource managers and other HR staff at their disposal without the worry of hiring a full time person for the job. And since the employment service employment leasing services are comprehensive, it is like the business has its own account and HR manager without the expense that would be incurred to hire these two positions out in a more traditional format. For businesses that are looking to grow, this type of service can be invaluable and can help make the business more profitable.

Trained Personnel

One major advantage of these types of services is that you will have trained staff for your HR needs and you'll no longer be alone in your quest to manage the human resource needs of your business. Some of the responsibilities that an employment service employment leasing company can handle include:

- Payroll and payroll tax calculations
- Cutting checks for employees or managing electronic deposits to employee accounts
- Recruiting employees
- Handling employee's health insurance, life insurance and other benefits
- Managing of employee's IRAs or 401Ks
- Employer liability management
- Regulatory compliance
- Government compliance
- Risk management
- Selection of staff
- Termination of employees who are not performing
- Other HR administrative tasks as assigned

Hiring a Human Resources Assistant

The work environment at various organizations is different. It makes the task of hiring a human resources assistant a little difficult. You have to find someone with administrative as well as human resources knowledge. You are lucky if you have found the right blend. Most of the applicants have administrative knowledge but little or no experience in human resource management.

1. Write a job description that rightly depicts the experience, knowledge and skills required as a human resources assistant. Benefits of this practice are twofold. Firstly, candidates with desired blend of skills and experience will apply for the position. Secondly, you will have a clearer idea of what you are looking for.
2. Don't use a ready-made template as such. Job description should be completely accurate. If the job description does not reflect the nature of position, finding the right candidate will be a serious problem.
3. Create advertisements to be placed in newspapers, classifieds and relevant websites. Be specific with your requirements. If you don't pay attention to the advertisement details, you will have to wade through multiple unfit applicants to find the right candidate for the position of human resources assistant. Specify your requirements clearly. Vague statements should be avoided.
4. Start screening the applicants' resumes and cover letters as soon as you get them. Find the people who match desired combination of experience, skills and knowledge. Reject the applications that disobey the instructions provided in advertisement.
5. Once the list of eligible candidates is ready, start calling them up. Set up the interview date, time and venue.
6. Prepare the interview questions in advance. You can always ask spontaneous questions in addition to the prepared list of questions. These questions will help you to assess the relative capabilities of candidates.
7. Interview the candidates and verify if the claimed skills, experience and Knowledge is actually present.
8. Choose an applicant with the best blend.

When Does Onboarding End?

With every employee, there comes a point when they are no longer a "new hire". For some organizations, this transition is perceived as happening once the worker has completed a standard probationary period. However, simply retaining an employee past that 30, 60, or 90 day milestone doesn't mean the integration process has necessarily been successfully completed. How can HR and management determine that onboarding is really finished and the new hire has become a full fledged employee?

The Big Picture

To figure out where onboarding ends, it's helpful to start by looking at where the process begins. Ideally, acculturation onboarding will begin when a job candidate first contacts the company. The recruitment process should be branded in a manner that is consistent with HR and the organization as a whole. This helps ensure that individuals who accept a job offer have a basic grasp of what type of corporate culture they are entering. For example, the level of formality in dress and conversation recruiters display in a typical interview should reflect the general atmosphere of the workplace.

Transactional Onboarding

A new hire's first day of work is typically when the bulk of transactional onboarding occurs. This includes filling out forms, reading and signing policies, and providing documentation of work authorization status. Depending on the nature of the job and an organization's preferred timeline, drug testing, background checks, security clearances, provisioning, and other tasks may take a few more days after hiring to finish. However, transactional onboarding functions are typically completed quickly (assuming an effective software application such as Universal Onboarding is used to automate this process). HR can mark this part of the job as done when they have:

• Gathered all necessary information from the new hire
• Checked for completeness and compliance
• Distributed data to back end systems as needed (Payroll, state new hire reporting center, etc)
• Ensured the new hire has all tangible and intangible items required for work

Acculturation Onboarding

The process of acculturating a new hire is one that will take some time regardless of the level of efficiency in HR. This is an area where many organizations may think they have brought an employee fully on board but have actually failed to do so. That's a common error when the acculturation process objectives and metrics have not been fully defined. A comprehensive acculturation strategy includes:

Training & Skills

• Evaluation of new hire's competence to perform assigned duties.
• Provision of remedial, advanced, or specialized skills training based on initial evaluation and job requirements. This may include online, on-site, or off-site classes and/or coworker mentoring.
• Confirmation that adequate level of skill/ability has been attained after training.
• Verification of new hire's attendance at anti-harassment, workplace safety, and other classes that are mandated by law and/or company policy.
• Evaluation of new hire's comprehension of policies and company objectives (this may be done using questionnaires or tutorials).

Socialization

• Orientation (online and/or in person) to supply the new hire with context regarding the organization's history, objectives, values, mission statement, etc.
• Socialization including face time with department manager and coworkers to make introductions and begin establishing positive work relationships. Company tour should also be provided as soon as possible.
• Assistance for new hires to help them participate in organization's communication platform and professional/social networking. May include assignment of specific online socialization tasks such as posting a profile on the organization's intranet site. New hire's participation in online socialization should be tracked to see if further encouragement is needed in any area.

Satisfaction

• Assignment of a mentor (formal or casual) to help new hire adjust to the organization's culture and to answer questions as needed.
• Provision of all tools/equipment required for new hire to perform assigned tasks. Assessment of workstation or work area to ensure it is ergonomic and accessible.
• Collection of survey information after transactional onboarding and orientation to assess new hire's satisfaction level. Follow up surveys may be performed at the 30 day mark and on completion of the probation period. Coworkers should also be asked to provide their perspective on how well the new hire is assimilating.

Obviously, the type of in-depth analysis required to measure the success of these acculturation objectives is another area where appropriate technology can save time and increase efficiency/accuracy. Emerald Software's Acculturation Portal is designed to provide a foundation for promoting best practices in new hire evaluation, orientation, training, socialization, and assessments. It can be used as a standalone module or interfaced with other applications such as Microsoft SharePoint to enhance a new hire's acculturation experience. Most importantly, the Portal can assist HR in collecting and analyzing data to define objectively when full onboard status has been achieved for each new hire.

360 Degree Performance Appraisal - Still Looking for the Key That Unlocks High Performance?

Many organizations use 360 degree appraisal to support management and leadership training or enhance performance review, coaching and self-development. Formal Appraisal Systems may also incorporate wider 360 degree assessment. However, new research suggests that most 360 design does not reflect Best Practice, and the value of the process could be greatly improved by making a few simple, but important changes.

360 degree assessment is frequently based on the personal competencies required in a given role. This is a good start point, and the first step involves making a distinction between a 'threshold competency', often linked to knowledge or skill that is essential to performing a job, but does not contribute to high-performance, and the competencies that describe the attributes and actions e.g. problem solving, team leading, initiative and resilience, which are required for high performance. In a nutshell, competency models are intended to differentiate superior performance from average and poor performance. This means, for example, that "Communication Skills" might describe threshold attributes contributing to competencies associated with Influencing Others or Building Relationships. The problem is that the precise mix and type of competencies required for superior performance will depend on the context and the type of role under consideration.

It becomes clear that competencies used in 360 assessment should relate to observable behaviour, and most importantly, how well the job holder meets the expectations of others. For modern, forward-looking organizations, 360 design is strengthened by thinking about the individual's effectiveness in meeting the standards or specific requirements of different groups of work associates. These Groups may include customers, external partners and stakeholders. This helps move the focus of the competency model from something rather 'general' (and possibly based on HR language) to one that is anchored in Context and real-life work relationships

The focus on Context can be enhanced with the latest 360 degree feedback software. Specific questions can be directed to different groups of respondent, making the process far more relevant and less time-consuming. Described as Intelligent 360 Feedback, this new approach can also include written comments that are Context and Scenario specific. The result is a 360 degree appraisal and development process that:

(1) achieves far more meaningful feedback,
(2) supports effective management of Role Relationships,
(3) encourages more open discussion of performance-related issues, and
(4) strengthens the reliability and validity of the design.

This approach is central to the emerging concept of the 360 Degree Leader that places the Focus Person i.e. the subject of the 360 degree assessment, at the centre of various role relationships that affect performance outcomes.

Most 360 degree feedback design is still based on the organization's standard set of competencies or a pre-defined model supplied by a consultancy firm. Not only is the reliability of these models often untested, but most of the software systems still rely on a single set of questions that are directed to all respondents. This makes little sense if we are concerned about how we get the best return on our 360 investment.

So, to get the most from 360 degree appraisal, ask yourself these questions:

* Do you want to waste time asking questions that are not relevant?
* Who best understands the concerns of each group of respondents?
* Are Direct Reports concerned about the same issues as Customers or Colleagues?
* Does the 360 degree feedback software offer the flexibility to explore these issues?

The key to developing the 360 Degree Leader is to increase awareness of the challenging scenarios and the associated competencies that underpin effectiveness. Intelligent 360 degree feedback software can also provide 360 Group Reports, based on all feedback data filtered by such categories as Region, Division and Office. These insights can assist with training needs analysis and strengthen practical leadership skills training.

Effective individual feedback is also essential for Balanced Processing of information, one of the building blocks of Authentic Leadership. (See other articles for more on this topic)

Current Trends in Job Interviewing Techniques for Human Resource Management at Marriott

The second of eight children to parents Hyrum Willard Marriott and Ellen Morris Marriott, John Willard Marriott was born at Marriott Settlement near Ogden, Utah on September 17, 1900. Known to the family simply Bill, young John Willard helped raise sheep and sugar beets on his father's farm in the Church of Jesus Christ Latter-day Saints. His father entrusted him with a significant degree of responsibility on the farm at an early age. As a direct result, Bill rapidly learned to rely on ingenuity and his own wisdom. While in awe of the expansiveness and the picturesque backdrop of the Rockies as a youngster, Bill imagined something greater beyond the confines of his family's Mormon farm. He quenched his wanderlust by becoming a missionary for the Church in New England at the age of 19. Traveling on his way home through Washington, D.C. after finishing his service during the summer of 1921 he recognized a tailor-made market for A&W root beer (Wikipedia, n.d.).

Marriott returned to Utah to enroll at the Weber Stake Academy in Ogden, and then shortly thereafter graduated from the University of Utah in 1926. Remembering the ready market of thirsty tourists in the nation's capital, both he and business partner Hugh Colton combined $6,000 to open a nine-stool A&W root beer stand at 3128 14th Street NW on May 20, 1927 (Wikipedia, n.d.). Only two weeks later Marriott rushed back from to Utah to be present at another life changing event, his wedding to Alice Sheets. The day after Alice graduated from the University of Utah, the couple was married in Salt Lake City on June 9, 1927. Their honeymoon was spent in Marriott's Model-T Ford in a rough and slow trip back to Washington D.C. where destiny awaited (Marriott, n.d.). Marriott's corporation progressively grew throughout the following decades under his guidance. When the company decided to go public 14 years later in 1953, Marriott stock was offered at $10.25 per share and completely sold out in two hours. However it was not until four years later in 1957 that Marriott increased his corporation's span to hotels. That year he opened his first hotel, the 365-room Twin Bridges Motor Lodge in Arlington, Virginia (Marriott, n.d.).

Even when his eldest son, J. Willard "Bill" Marriott, Jr., assumed control of Marriott Corporation in 1972, the patriarch simply could not relegate himself to a life of retirement. During those 58 years from opening his Washington D.C. stand in 1927 until his death in August 1985, J. Willard Marriott was an active worker who favored running his business and seldom relaxed. Marriott's business was an integral part of himself. He worked as a genuinely practical boss who loved to spend time with the increasing ranks of employees who he felt were the key to Marriott's success. Eloquently echoing an honest principle that continues to be the foundation of Marriott's culture, "Take care of your employees and they'll take care of your customers. Treat your employees the way you would like to be treated - provide them every avenue to success. Get their confidence and respect. Have them like and be interested in their job" (Marriott & Brown, 1997). Companies with an embedded corporate culture such as Marriott must rely on interviewing to accurately determine those employees that are a perfect organizational fit. Interviewing is the process through which an employer assesses a potential employee for employment in their company (Wikipedia, n.d.). Historically speaking, interviewing is typically the final stage in the hiring process. It is ultimately the single most important determinant in whether or not an employee meets the selective philosophical criteria of employers. Employers such as Marriott may offer varying degrees and styles of interviewing techniques, yet for the most part interviewing types can be classified between a pair of dichotomous categories.

Type of Interviews:

There are fundamentally two different kinds of interviewing methods used by human resource management to help meet their goal of selecting the right person; the screening interview and the behavioral interview.

Screening Interview:

This interview is designed to cull the applicants who do not meet the specific qualifications of a candidate. It also allows them to gather basic information about the applicant.

Behavioral Interview:

This type of interview is designed to help make an educated selection decision based on fair and legitimate criteria, rather than on a "gut feeling." The following guidelines will deal predominantly as the acceptance determinant and has been constructed with three major objectives in mind.

1. To provide a process that ensures that all candidates will be evaluated in a uniform and consistent manner.

2. To provide an outline for use in the interview process.

3. To provide tools that will result in obtaining answers from potential candidates, serving as indicators or predictors of future performance.

The Interviewing Process:

The interviewing process is divided into three segments: preparation, the interview, and evaluation/selection.

Preparation:

The first step concerns the job description involved with the interview. This will to determine what they are looking for in a candidate. The best way to do this is by reviewing the job responsibilities listed in the job description. As they are reading these, they must ask themselves: what are the personal characteristics and skills needed to be successful in the position? Examples may include attention to detail, communication skills, flexibility, calmness, job-related knowledge, energy, reliability, etc.

Application Review:

A candidate's completed job application can serve a variety of purposes. Completed application forms present an accurate preview of the "coming attractions," or the work background, ambitions, and education that candidates bring to the interview. Remember that past performance is the best indicator of future performance. As they read the application, they should automatically check for such items as experience, education, and physical qualifications, but there are many other things they can get from the application.

Completed application forms also present the framework that will be used in the actual interview with the candidate. They take the time to read them carefully. They cannot interview effectively, if they have not done their homework.

To help them in reading or analyzing the application forms, three things are considered:

1. The information they give.

2. The skills they show in presenting the information.

3. The way they think, as revealed by the answers they give, in response to the application form questions, as well as their answers to the initial screening interview.

Technical and Performance Categories:

The technical category is defined by the specific tasks performed in a job. These skills reflect knowledge or abilities that are taught in colleges technical programs, etc., or are learned through company training programs. For example, if they were hiring a housekeeper, the technical category would be looking to see if the candidate knows how to make a bed, knows the correct way to vacuum, etc.

The performance category is defined as working habits or special abilities that are typically learned through life's experiences rather than formal training. Often these skills are learned early in life and reflect beliefs about how a job should be done. For example, if they were hiring a housekeeper, they will look at how the candidate organizes their work, how seriously they take responsibility, or how they follow through on their commitments.

Categorizing Job Requirements:

With the use of job descriptions, they look at the skills or areas of major responsibility needed for that particular job. These skills are then categorized into either the performance or the technical dimension. For example, one of the areas of major responsibility for a cook is to prepare and properly garnish all food orders in accordance with menu specifications. This would fall under the performance category.

Identify Skills Based on Requirements:

Once they know the requirement of the job, they can then identify the skills required to successfully complete the job.

The Climate:

When the candidate arrives, he/she is welcomed with a smile, a handshake and a warm and friendly verbal greeting. Eye contact is established and the candidate is invited into the room and asked to have a seat then offered a beverage, etc. The interviewer then introduces himself/herself by name and title.

A climate that relaxes the candidate and puts him/her at ease is established. There is a direct relationship between how comfortable and secure a candidate feels, and how much truthful, sincere information he/she is willing to reveal.

The Interview:

Open the Interview:

The interview is opened with their icebreaker to set the tone for the interview. Then the candidate is given some idea of what will happen during the interview. For example, they will begin by discussing their job experience and educational background. Then they will ask them some questions and take notes. Finally, they will share some information about the job, hours, schedule, rate of pay, full-time or part-time position, about the company and answer any questions they might have.

During the Interview:

The information the candidate has provided on the application is discussed. This verifies that the information provided is accurate, and also gives them the opportunity to fill in any missing information. Then the questions regarding the technical category that they have chosen are administered. Then questions chosen from the performance category are administered.

Note-Taking:

During this portion, they have to take notes. Key words or phrases are used. Note taking is done to describe behaviors, document names, dates, locations, results, etc. These notes will help them in the evaluation of a candidate.

Listening:

As the candidate responds to their questions, they practice good listening skills. The following guidelines assist the interviewer during this process:

1. Listen to the candidate.

2. Formulate probing questions to follow-up their responses.

3. Use "summaries" to control talkative candidates. This can be done by taking what a candidate say and paraphrasing, then moving to your next planned question.

4. Silence - after asking a question, be patient for the candidate to respond. It allows them to think of response and encourages them to provide more information. Many interviewers interfere in their own information-gathering process by rushing themselves to fill a gap in conversation.

5. Clipping - At times the candidate may ramble. If they feel they are rambling and the information they are giving is not relevant, they can start talking right along with the candidate as they are finishing a sentence. This will "clip" the story short, and allow them to take control again. This must be done very tactfully so as not to offend the candidate.

Display Good Non-Verbal Skills:

The following guidelines assist the interviewer during this step.

1. Maintain a friendly and positive attitude from beginning to end.

2. Use eye contact. This establishes to the candidate that they are interested.

3. Encourage candidates to continue by head nodding.

Stereotyping/Generalizing:

It is very important that they go into the interview with an open mind. Two things that can bias their judgment are "generalizing" and "stereotyping." These must be avoided at all costs.
Generalizations: This is making assumptions about a candidate based on past experiences. For example, if a candidate says a certain word, they assume that the candidate will act a certain way.

Stereotyping: This is unfair and totally inaccurate. They must guard against this practice.

The following are tips used to guide the interviewer through the process:

- When using probing questions, get specific times and examples of when a skill/characteristic was used.

- Encourage applicant to give more details by using phrases like "I see," "I understand," "Please elaborate," or by merely nodding your head.

- Do not spend too much time in one area and then rush the others.

- Listen to what is being said and to what is not being said. Every interview involves anxiety. Every candidate fears the potential rejecting and possible disappointment. This anxiety sometimes causes a candidate to say things awkwardly or say things in a way that does not make sense. Their challenge is to relax the candidate and "read between the lines." In other words by probing, determine whether a negative or conflicting response was caused by the anxiety or whether the candidate is sidestepping an issue.

Closing the Interview:

Once they feel they have sufficient information from the candidate, it is time to close the interview. Telling the candidate about the position they are interested in and about the company can do this. Follow this up with any questions they may have for you. When answering their questions, they must be honest and fair, but do not make any promises that you cannot keep, or embellish your answers that would then give the candidate an inaccurate portrayal of a situation.

Tell the candidate when they can expect to be contacted ends the interview regarding the position. An applicant is never dismissed without them being told when they expect to be making their decision. It is not a good policy to let people wonder indefinitely as to whether or not they got the job.

An interview typically lasts approximately 30-60 minutes for hourly positions. However, if it is evident that the applicant does not meet the requirement of the job, the interview may conclude sooner.

Evaluation of the Candidate:

The next step is to evaluate the candidate. You will want to complete their evaluation as soon as possible after the interview.

In order for interviewers to be effective in evaluating an applicant, it is essential that they know exactly what characteristics and skills they are looking for in an interviewee.

Interview Guideline Form

Candidate Name_____________________________________________________

Interviewer________________________ Date of Interview_________________

1. Greet Candidate

Ø Introduce Yourself

Ø Use Icebreaker

Ø Review Interview Agenda

- Job Experience / Educational Background

- Ask Questions / Take Notes

- Share Job / Communication Information

- Answer Questions

2. The Interview

Ø Ask Qualifying Questions

o Full- time, Part-time, Pay Expected, Shift Preference

Ø Review Candidate's Application Information

Ø Ask Selected Questions (Use Evaluation Tool)

o Listen to Responses & Probe for Details

Ø Review Application Job Description

o Have Candidate sign Acknowledgement Form

3. Conclude Interview

Ø Tell Candidate about Position and Company

Ø Ask Candidate if they have any Questions

Ø Close Interview - (smile and bid them a fond farewell)

Marriott's perception on interview questions is:

· The information gathered about an applicant may cause the selection of one question over another the selection of several questions for that characteristic.

· Also if they are not sure of a candidate's ability in a certain area, additional questions are asked until they are satisfied regarding that candidate's ability.

· They must make sure that the questions are not considered illegal.

Getting Ready for the Interview:

Steps in preparing for the interview

1. The job description is reviewed

2. The candidate's application is reviewed

3. The questions are chosen.

Interview Set Up:

Materials:

Prior to the application the standard is that they would prepare some form of "ice breaker," in order to initiate conversation. At this point the interviewer ensures that he or she utilizes the interview tool; by filling in the necessary information and questions that they will be asking. This information is then attached to the candidate's job description, the application, and the pinned to a clipboard.

Place:

The interview is generally conducted in a very quiet and private area, this is so because they believe that this will allow the candidate to feel more at ease.

Times:

The interview time set with the candidates are usually scheduled during slower business times so that there is no rush or distraction.

Interview Questions:

The following are sample questions used by the interviewer during the interview. Each question falls under one of sixteen categories, each with tips as to what the interviewer should look for in the applicants answer.

ATTENTION TO DETAIL - Category 1

Tell me about a time in which it was very important that everything about a project, event, or assignment was just right. What was the project, event or assignment? What things had to be perfect? How did it come out?

Interviewer is looking for desire for perfection and thoroughness.

Tell me about the last time you were commended for efficiently handling a number of small details.

Interviewer is looking for ability to handle tasks carefully and correctly.

Tell me about the last time you made a mistake because you were rushing. What was the situation? How often has this kind of situation happened?

Interviewer is looking for: Ability to maintain order.

How important was it in your last job to pay attention to details?

Interviewer is looking for experience.

INTERPERSONAL SKILLS - Category 2:

Tell me about the last time you had a disagreement with another person (boss, co-worker, classmate, etc.) What did each of you say? What was the discussion like when it was the most heated? How did both of you show your frustration or anger? How was it resolved? How was your relationship after the incident?

Interviewer is looking for ability to negotiate, compromise and tactfulness.

Describe the last time you confronted a peer about something they did which bothered you. What did you say or do?

Interviewer is looking for kindness, consideration and warmth.

Think of the most difficult customer you have met; how did you handle him/her?

Interviewer is looking for a positive attitude and sensitivity to others.

When thinking about how you get along with others, what do you see as your strengths and your weaknesses? Why?

Interviewer is looking for team player, friendliness and cheerfulness.

Many people have the ability to "step into another's shoes". When has this skill been required of you?

Interviewer is looking for capability of looking at another point of view.

JOB-RELATED KNOWLEGDE - Category 3

Tell me about the tasks you typically performed on your last job. On which of these tasks do you feel particularly competent? Why? Which task you enjoy least?

Interviewer is looking for specific examples of desire to develop.

In which areas would you like to become more highly skilled?

Interviewer is looking for specific direction.

ORAL COMMUNICATION - Category 4:

Tell me about the most complicated message you had to communicate to someone. How was it complicated? What did you do to ensure the message was understood?

Interviewer is looking for ability to understand and analyze.

What feedback have you received on your ability to communicate clearly and concisely?

Interviewer is looking for ability to understand messages and ability to analyze.

WORKING WITHIN GUIDELINES - Category 5:

Tell me about the last time you were reprimanded for not completing a task the way your supervisor wanted it done, or on time. What were the circumstances?

Interviewer is looking for willingness to conform and work well under rules or structure.

What procedures or policies would you have liked to change at your last job?

Interviewer is looking for desire to improve conditions.

ORGANIZATION - Category 6:

Tell me about the last time you were working on several things at the same time and try to meet a deadline. How did you structure your time? Did you meet the deadline?

Interviewer is looking for ability to tackle high priority tasks first, persistence and being in control of situations.

Tell me about the last time you made a decision that backfired. What caused you to choose that particular course of action? What options did you consider? Who did you talk to about it? What feedback did you get?

Interviewer is looking for ability to understand and problem solve.

Would you describe yourself as being more logical or intuitive in solving problems? Give me an example that shows you style.

Interviewer is looking for specifics that demonstrate creative approach.

ADMINISTRATIVE DETAIL - Category 7:

Explain how you have modified an administrative system to improve its effectiveness.

Interviewer is looking for desire to improve current systems

What do you do to ensure correct spelling, etc. in your written work? How often do you have your work returned to you because of spelling, grammar, or punctuation errors?

Interviewer is looking for desire to improve current systems.

COOPERATION - Category 8:

Tell me about a project or task you were doing when you didn't think you could get it done yourself and asked for help. Who did you ask? What did they do to help?

Interviewer is looking for development of cooperative working relationships.

What steps do you take to help ensure good working relationships with your co-workers? When was the last time you used those steps? How well did they works?

Interviewer is looking for positive attitude and ability to be a good team player.

Tell me about a time when you and a co-worker had different ideas about the approach to a task. How did you work through it?

Interviewer is looking for desire to listen, compromise and contributes.

CALMNESS/COPING WITH STRESS - Category 9:

Tell me about the period of time when your work or school has been the most hectic. What did you do to keep it under control? How many extra hours did you work in that time?

Interviewer is looking for ability to keep in control while working under pressure.

FLEXIBILITY & ADAPTABILITY - Category 10:

What is the greatest adjustment you would have to make if hired here?

Interviewer is looking for how adjustment impacts job and how well interviewee adapts to change.

Tell me about the most intense period of change in your life where your ability to adapt was taxed. What changes were taking place? How did you first react to the changes that were taking place?
Interviewer is looking for positive attitude and handling ambiguity with skill.

ENERGY - Category 11:

In previous jobs, what types of situations would arise for which you had to act quickly? What would you do?

Interviewer is looking for ability and desire to react and energetic movement.

Tell me about a time when you had to go above and beyond the call of duty in order to get a job done.

Interviewer is looking for positive attitude and show of urgency in getting work done.

REALIABILITY - Category 12:

Tell me about the last time you did something because it needed to be done, even though it was not your responsibility.

Interviewer is looking for persistence and a positive attitude.

Tell me about a time when you couldn't make to a specific responsibility (i.e. work) on time. What was the situation? What did you do?

Interviewer is looking for attitude towards attendance and taking of responsibility seriously.

AWARENESS - Category 13:

In previous jobs, what types of situations would arise for which you had to act quickly? What would you do?

Interviewer is looking for observance and readiness to react.

Describe a time when a situation around you required your immediate and complete attentiveness.
Interviewer is looking for ability to analyze, focus.

DRIVE - Category 14:

How do you rate your motivation and drive compared to your peers or schoolmates? What are your strong/weak points? Give me an example that best demonstrates your drive.

Interviewer is looking for self-motivation and strive for excellence.

Tell me about the most long-termed, sustained, extra hours effort you have ever put in. What was the assignment? In what ways did you put out extra effort to get the job done? How successful were you?

Interviewer is looking for desire to succeed, perseverance.

PATIENCE - Category 15:

What are some of your "hot buttons" - for example, things that you just cannot stand. Give an example, and how you reacted to the situation.

Interviewer is looking for ability to remain even-tempered and ability to control temper.

SOCIABILITY - Category 16:

Describe the best example of your ability to establish a positive relationship with someone you didn't know. What was the situation? What did you do? How did you do it? What obstacles were there? How did you overcome them?

Interviewer is looking for ability to work well with others.

Tell me about a situation in your life where you really depended upon your ability to get along with other people. What was the situation? How did you do it? What obstacles were there? How did you overcome them?

Interviewer is looking for teamwork and ability to establish harmonious relationships.

Some people get to know strangers quickly; while others prefer to take their time letting people get to know them. Describe how you enter relationships when you are "new to a group"

Interviewer is looking for a positive attitude and cooperation.

Improper Questions:

The following are sample questions that may cause legal retaliation by applicants and are considered improper by Marriott.

What is your maiden name?

The company believes that question would not be relevant to a person's ability to perform a job, and it could be used for a discriminatory purpose. For example a woman's maiden name might be used as an indication of her religion or national origin. This question could also constitute an inquiry into marital status, hence this question will be one in which they will try to avoid.

What was your previous married name?

Marriott believes that this question asks, in effect, whether an individual has been widowed or divorced.

Have you ever worked under another name?

They believe that this is simply another way of asking the applicant's sex and marital status.
What is your birthplace or that of your spouse, parents, or other relatives?

The Marriott Corporation believes that any question along this line is an attempt to determine national origin.

What are some of the organizations, clubs, societies and lodges to which you belong?

They believe this question is not relevant to job and that it might be an attempt to determine national origin or race. Also it is improper to inquire about a professional organization.

How did you acquire the ability to read, write or speak a foreign language?

Marriott believes that this question is also an attempt to learn about the applicant's nationality.

What is the lowest salary you would accept?

Marriott feels that this is improper because in general women have worked at lower paying jobs than men, and in the past have been paid less than men for the same work. As a result, they strongly believe that a woman might be willing to work for less pay than a man would find acceptable. This question is improper and irrelevant.

What is your height and weight?

Marriott feels that some employers have imposed minimum height, or weight, requirement for employees that are not related to the job to be performed and which have the effect of excluding above average percentages of women and members of certain nationality groups. Unless height and weight is directly related to job requirements, these questions should not be asked.

Have you ever been refused a fidelity bond?

This question presumably represents an indirect effort to find a flaw that may exist in an individual's past. The difficulty with this is that a fidelity bond may be denied for totally arbitrary and discriminatory reasons, which the individual does not have an opportunity to know of, or challenge.

Attach a photograph to the application form.

It is improper to require that an applicant affix a photograph to the employment form after the interview but before hiring, or at the option of the applicant.

What kind of work does your spouse do?

Marriott feels that to an extent, this question asks for marital status. In addition, some employers have been reluctant to hire a woman if that would make her the second breadwinner in the family, whereas, there is seldom any objection to hiring a man if that would make him the second breadwinner of the family.

Human Resources Are The Company's Best Assets In Improving The Business

Human resources are the employees of any company or industry. They are the workforce that labors for the realization of profit and advancement of the business. Universally common that these human resources are carefully managed to ensure that the working atmosphere of the establishment remains biologically and psychologically a healthy workplace and free from any animosity or feelings of discomfort. The productivity of the entire human resources depends partly on the work environment. This environment pertains to the physical structures and sanitation, the relationship among the employees and with their managerial officers, and the loads of work assigned to every employee. A happy and healthy workplace makes a worker eager and more productive in terms of his or her assigned tasks. The results are also of high quality since the workers are in the positive mood and very inspired to give their best in work.

Here are some tips to ensure that your human resource continue to work in a healthy and happy atmosphere. First, every worker should understand the nature of work and the benefits provided for them. This serves as their motivation to work hard and produce satisfactory results. A generous employer received strong loyalty and adherence to company policies and regulations by the employees. Second, an effective feedback mechanism and grievance department that addresses the internal issues among workers and between them and the management. This department endeavors to maintain a good working relationship among the stakeholders. It also confines issues only among those involved to avoid unnecessary escalation of the same. The feedback mechanism provides for the freedom of the workers to freely express their desires for improvements they deem necessary for the business and their own welfare. Third, the formulation of company policies and regulations must be comprehensively understood by the workers to ensure their compliance. Fourth, a proper disciplining authority should be provided to ensure implement these promulgated company rules. Such rules must not be detrimental nor prejudicial to the interests of the workers. They should understand that these rules are provided not only for the company's sake but to ensure that when doubts arise, these policies and rules govern the arbitration and shall not be purely based on the management's discretion alone. Hence, they would feel that justice and fairness are observed within the company or business establishment. These are only some of the important schemes to effectively manage the human resources. These practices benefit both the management and the workers. The company enjoys best performances of their employees while the employees enjoy the great benefits received from the company.

In sum, human resource management is one of the factors that contribute to the success of every business endeavor. Treating fairly and justly the human resources entitles the company to a strongly bonded and highly competitive workforce that can be easily managed to produce top quality products and services. Human resources are the company's best resources. They deserve proper and humane treatment from the employers on the aspects of policy implementation, security of tenure, and mode of compensation on the basis of fair and reasonable grounds, among others.

Performance Appraisal for HR Professionals

Performance Appraisal for HR Professionals

Introduction and Purpose

Today, on 12th Nov. 2006 as I am sitting in my study-room, a thought just passed through my mind. The thought was that what will happen:

1. If the HR Team is evaluated by the employees of the company (Read: Appraised by those who are directly getting affected by their work?)?

2. If the employees are asked to decide the "percentage increment" and "promotions" for HR Staff?

3. If at the time of appraisal, employees are asked to decide as which HR person is professional and competent enough stay with the company and who need to be shown the exit-door? Or should be sent for training?

By doing so,

1. Will there be any change in the quality of work of HR Person?

2. Will there be any change is the attitude and behaviour of HR Person?

3. Will they be able to concentrate on actual work rather than bullying around?

In my opinion, I think it will help in changing not only the quality of work, attitude and behaviour but also the way in which most of the HR people work. Through out my career I have advocated that my appraisal has to be done by the employees ...those who are directly affected by my performance (or non-performance) rather then going for Self-Appraisal or a Appraisal done by my boss (my superior).

Need for such system

1. Marketing department is appraised by revenue generated by them (Number of Unit Sold)

2. Production department is evaluated by number of units produced and the quality of each unit (Number of units returned)

3. Efficiency of a Customer Service Department can by known by the number of customers retained by them and number of customers lost.

4. IT professionals are judged by the number of projects handled by them, time they have taken to complete each module and of course the quality (which, is judged by clients)

5. The efficiency of a lawyer is known by the number of cases won by him.

6. The market value of a Movie Actor can be evaluated by number of hits or flops of his movies and revenue generated by each of his movie.

7. Players of any game are judged by number of matches won by them. (In India, success rate in the fiekd also decides the endorsement assignments for these players)

8. The efficiency of a teacher can be known by the number of students passed or failed in his or her subject.

9. Even politicians (whether they like or not) at least once in five years (in India) they are appraised by public and need to get elected by public votes.

So, how HR Department, which is a "Service Center" for "internal customer" (read as employees) can run away with just Self-Appraisal or one-to-one appraisal done by their bosses (or superiors)?

Readers may think that such practice of "appraisal by employees" is impossible or is difficult to administer. For some it might look funny. But, it is possible and not "so difficult" to handle.

Proposed Process and Step-by-step Path

To start with we can divide companies into following categories

1) Small Companies (with less than 500 employees)

2) Mid-Size Companies (more than 500 employees but less than 2000 employees)

3) Large size Companies (more than 2000 employees but less than 10,000 employees)

4) Mega-large Companies (more than 10,000 employees)

It is understood that all mid-size, large-size and mega-large companies are also multi-national, multi-location and multi-central organizations and each center or location they don't have more than 500-700 employees. Ideally speaking each center is managed by one HR-Manager (Call by any name, HR-Head or General Manager or just Manager) along with a team of 5-7 HR personnel taking care of various functions of HR (HR-Operations, Employee Relations, Recruitment, Training and Development etc etc).

Step-1: Prepare an Appraisal form (or format or questionnaire) based on the role of the HR person handling particular function...listing the grades, evaluation criteria etc. It should clearly specify that people with so and so rating will get this much of increment and people above X rating will be considered for promotion.

Step-2: Take a random sample based on the size of the employee strength at that particular center. Ideally speaking there should be one representative for a group of 10 employees.

Step-3: Collect the filled appraisal forms. Tabulate the data and analyze the same by using simple statistical tools.

So, here you are, with the end result and this will decide as who will stay in the company and who will move out. Who need training? Who will get increment and promotions?

Involving more people in Appraisal Process

Not only employees but your team-members should also appraise you, because your performance (or non-performance) also affects the productivity of these functions. For example; the work done by HR-Operations team directly affects the work of Employee Relations Team; in a similar manner the data supplied by recruitment team affects the speed and efficiency of HR-Operations Team.

We can give different weightage for different "evaluation center" and it should we such that it should not dilute the actual purpose.

I propose that the weightage should be as follows:

1) Employees or Clients - 45%

2) Team Member or internal Customers - 25%

3) Self-Appraisal - 10%

4) Appraisal by boss - 20%

Explanation: If total marks are 10, employees can give you marks out-of 4.5; your team members can assign of marks out-of 2.5 and your boss...out of 2.

Evaluation Criteria (Just an Example)

Like our schools and colleges lets keep 35% as passing marks.
So, anybody who is getting less than 3.5 on a scale of 1-10 need to be shown the "Exit Door".
Person whose score is between 3.6-5.5, need a lot of improvement in his work and hence need to given "Functional Training" and cannot be considered for Increment or promotion.
Anybody who scores between 5.6 - 8.0 can be given increment from 1% - 50% of their salary.
Only those whose score is more than 8 should be considered for promotions.

Conclusion

Such system can bring transparency in the system.

1. It will remove the "favoritism" or "buttering" practice from the system.

2. It will increase the "team-spirit" and "team cohesiveness".

3. It will increase the "need to learn" and update themselves.

4. It will also increase the quality of work.

5. And last but not least, it will take out (change the psychology of) some HR people from the position, where they consider themselves as GOD and think that they can "make or break" the career (or in large sense, the life) of anybody.

I know that many HR personnel don't like to have such system. That is the reason why processes like "Balance Score Card" or "360-Degree Appraisal System" has not been implemented by most of the HR-Departments and are just used for study purpose. I understand that majority of HR-Personnel's are not even aware of various HR-Metrics, which are applicable on HR department.

These are my views and it will be nice to have your comments and feedback on the same. What do you think?

Awaiting your comments and feedback

Human Resources Career Growth

Demand for HR professionals is expected to grow much faster than average in the next decade compared to other fields, according to the latest statistics from the U.S. Government Bureau of Labor Statistics. Overall employment in this sector - including HR, training, and labor relations managers and specialists occupations - is set to grow 22% between 2008 and 2018.

What's driving this positive picture for HR professionals? The recently passed health care reform legislation will likely increase demand for specialists who can design creative benefits packages for prospective employees. Similarly, "legislation and court rulings revising standards in various areas-occupational safety and health, equal employment opportunity, wages, healthcare, retirement plans, and family leave, among others-will increase demand for HR, training, and labor relations experts," according to the BLS website.

The market for training and development specialists will increase faster than HR managers. With Baby Boomers retiring and jobs becoming more complex, it is expected that job-specific training will see a surge in demand in the coming years.

College graduates and those who have earned certification will have the best HR career growth paths. A bachelor's degree is a typical requirement for HR jobs, however, the educational path to a career in HR widely varies. Because many colleges and universities don't offer degree programs in personnel administration, human resources, or labor relations until the graduate degree level, an interdisciplinary background with a combination of courses in the social sciences, business and behavioral sciences is acceptable. Someone without a HR degree or experience could also complement their bachelor's degree with a certificate in human resources.

HR professionals also have the option of completing several different certification programs, which will likely enhance career growth opportunities. The Society for Human Resource Management offers two levels of certification, including the Professional in Human Resources (PHR) and the Senior Professional in Human Resources (SPHR). Other certification programs are run by the American Society for Training and Development (ASTD), International Foundation of Employee Benefit Plans, and WorldatWork Society of Certified Professionals.

Linfield offers an online Human Resource Management certificate where all four HR courses are offered online, making access to an HR education easier than ever.

Are There Any Disadvantages to Using a Human Resource Staffing Agency?

Are you considering using human resource staffing for your company? You may have read much on the advantages of using such an arrangement, and how it can help you save time and money. When compared to the alternative, it certainly seems to be a profitable idea. However, you may ask are there any disadvantages to HR staffing?

There may be some negative associations with a "temp" worker in the workplace. These are considered expendable employees and these workers' jobs usually consist of mundane office assignments. However, there is a major difference between an ordinary staffing agency and a professional HR staffing company.

A professional human resource staffing company places hr professionals in short-term and long-term assignments. The HR staffing company also tends to have access to a higher caliber of employee. It hires skilled and experienced professionals in such areas as: Interim sales trainer, interim r & d recruiter, interim logistics recruiter, interim 401k analyst, interim benefits administrator, interim HRIS analysis, interim recruiting coordinator, interim compensation analyst, interim PeopleSoft, interim vice president of HR, interim clinical recruiter, interim change management specialist, interim accounting recruiter, interim generalist, and interim director of staffing.

These HR professionals are trained in niche areas. They know precisely what they are doing and what their assignments are the first day of starting work. In a way, you are paying for professional consultants, and not just temporary employees.

Secondly, human resource staffing firms tend to have more generous packages for their employees. Employees receive vacation pay, 401 K plans, sick or personal days, and have very flexible scheduling on a week to week basis. The client company never pays for these extra expenses; it is all handled by the HR staffing firm. Not all ordinary staffing agencies have these provisions.

Just how reliable are human resource staffing professionals? The average interim HR professional possesses 5-20 years of corporate and HR professional experience. Niche experts have hands-on training and are eligible and ready for work in their geographical area. These are consultant-level workers, some of which are looking for a permanent job, and some of which are supplementing their income. Indeed, when you work with human resource staffing workers you may be very well working with tomorrow's mega-rich entrepreneur.

The best feature of human resource staffing is that the duration of the assignment depends entirely upon you. You can minimize your liability and forgo long-term contract assignments that you can't afford.

In this age of unstable economic pressure, you need to think about your short-term and long-term needs. Human resource staffing allows you to work with your short-term needs and have the option of long-term contracts in the future. This is a business model that can grow with your company rather than take a huge chunk out of your expenses.

The Importance of Human Resource Management

Human resource management involves a good leader, a healthy work environment, and a good job to produce a motivated employee. A results-oriented approach to employee relations requires management skills in identifying problems, setting priorities, and developing and evaluating alternatives as well as the ability to communicate, initiate action, implement it, measure it, control it, and change its course as necessary.

The roots of most management problems lie in the organization's misuse of its human resources. In most cases this is not deliberate, but is a problem of inattention resulting from a lack of knowledge of how to identify the real causes of those problems.

The human resources executive is well aware that the real causes are poor human relations practices at all levels of management. Any of the problem areas may be a result or manifestation of anyone or several of the listed causes. Good managers do not treat the symptoms; they root out the underlying causes. The human resources executive assists in the process and, in large measure, provides the solutions. The end result is a permanent and lasting cure and hence reduced costs and increased productivity.

Effective human relations do not happen by chance; it is the result of careful management planning, implementation, and follow-up. Professional training is a prerequisite. Therefore, a number of professional disciplines are stressed in the following specification for the human resources executive.

Personnel Specifications for Human Resources Executive

Age - Over 30; it is highly doubtful if anyone under 30 years of age could have acquired the skills included in this personnel specification.

Education - Minimum of a bachelor degree, preferably in psychology, the behavioral sciences, communication, or business administration and to have a master degree in business administration, behavioral sciences, or psychology.

Knowledge - Modern management tools and techniques such as organization, information systems, accounting and finance; business planning; controls; personnel management tools and techniques, including job evaluation, compensation, manpower planning, union relations, training and development; understanding of motivation, utilization, and recruitment tools, techniques, and practices.

Experience - At least 15 years of progressively more responsible, successful assignments as specialist, supervisor, and manager in a manufacturing enterprise, including:

Management by objectives.

• Supervisory and manager development.
• Communication.
• Performance appraisal systems.
• Personnel and union relations.
• Recruitment (including executive search).
• Compensation and benefits.
• Policy formulation and administration.
• Behavioral sciences, applied.
• Manpower inventories.
• Workforce adjustments.
• Orientation, induction, and training.
• Preparation of position descriptions and job evaluations and establishment of performance standards.
• Personnel practices: cafeteria, safety, testing, research, fair employment, attitude surveys, workmen's compensation, unemployment compensation, suggestion systems, security.

Demonstrated skills and abilities. These must include the following:

• Ability to identify and resolve real management problems.
• Ability to work with senior management, line and staff.
• Interviewing skills in employment, discipline and discharge, promotion, transfer, layoff, orientation, exit interviewing.
• Counseling Ability to speak and write clearly, concisely, and effectively.
• Motivation.
• Leadership, as demonstrated by the ability to build an effective team.
• Ability to identify and implement innovative approaches to the solution of employee relations problems.
• Planning, organizing, integrating, controlling, and measuring.
• Decision making, as to both quality and timing.
• Teaching.
• Priorities.
• Negotiating.

Personal characteristics - These must include the following:

Flexibility and adaptability - High energy level coupled with good health.

• Dynamic leadership ability.
• Creativity; willingness to try new approaches and take calculated risks.
• Results orientation, with a need to achieve.
• Service orientation.
• Sensitivity and concern for others.
• Ability to relate with equal effectiveness to top managers as well as hourly rated employees.

Human Resource Courses Explained

If you are looking at HR jobs, you should consider taking some advanced courses in human resources. You can break down these courses into different areas. One area is staff recruitment and selection. It is important for those in human resources to understand how to conduct efficient recruitment efforts. They need to understand the employment laws related to selecting new staff members. They also need to understand how to attract the best-qualified candidates for their open positions. These courses are also good options for those that work for recruitment agencies. Finding good job candidates is difficult in a challenging work environment.

HR jobs also involve understanding how to manage the staff the company already has. Human resource professionals need to understand all laws pertaining to employment including recruitment, dismissal, and all steps in between. These professionals need to know how to identify problems in the staff and provide solutions as necessary. They need to look at each individual in the organization and assess their talents and potential. They bring tools to bear on helping each individual develop to the highest level. They also balance the organization's needs with the individual's talents. This is the sign of true human resources professional.

HR jobs also involve organizational development. The organization can be healthy or can be dysfunctional. Human resources can help transform an organization into a healthy one with the right skill set. It means understanding what causes their organization to be dysfunctional and what steps they need to take to make the changes necessary. They become advocates for the organization while transforming it and the individuals within it. Human resources professionals can take a variety of courses in organizational development from how to design a major change and how to manage individuals through the change process.

HR jobs involve working with people while balancing the needs of the overall organization. Many human resources courses look at various aspects of psychology. These professionals learn how to identify talent within the organization and how to develop it further. They learn how psychology works within a larger organization and how individuals fit within that model. They also learn how change will affect the psychology of the individual as well as the organization. HR professionals learn how psychology affects creativity, innovation, diversity, negotiation, leadership, and many other aspects of business. Business needs professional human resource staff. The best undertake ongoing studies as part of their jobs.

What is Strategic Human Resource Management?

In Human Resource (HR) and management circles nowadays there is much talk about Strategic Human Resource Management and many expensive books can be seen on the shelves of bookshops. But what exactly is SHRM (Strategic Human Resource Development), what are its key features and how does it differ from traditional human resource management?

SHRM or Strategic human resource management is a branch of Human resource management or HRM. It is a fairly new field, which has emerged out of the parent discipline of human resource management. Much of the early or so called traditional HRM literature treated the notion of strategy superficially, rather as a purely operational matter, the results of which cascade down throughout the organisation. There was a kind of unsaid division of territory between people-centred values of HR and harder business values where corporate strategies really belonged. HR practitioners felt uncomfortable in the war cabinet like atmosphere where corporate strategies were formulated.

Definition of SHRM

Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel.

How SHRM differs from HRM

In the last two decades there has been an increasing awareness that HR functions were like an island unto itself with softer people-centred values far away from the hard world of real business. In order to justify its own existence HR functions had to be seen as more intimately connected with the strategy and day to day running of the business side of the enterprise. Many writers in the late 1980s, started clamoring for a more strategic approach to the management of people than the standard practices of traditional management of people or industrial relations models. Strategic human resource management focuses on human resource programs with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that effect people management programs in the long run and often globally. Therefore the primary goal of strategic human resources is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity. Communication between HR and top management of the company is vital as without active participation no cooperation is possible.

Key Features of Strategic Human Resource Management

The key features of SHRM are

• There is an explicit linkage between HR policy and practices and overall organizational strategic aims and the organizational environment
• There is some organizing schema linking individual HR interventions so that they are mutually supportive
• Much of the responsibility for the management of human resources is devolved down the line

Trends in Strategic Human Resource Management

Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalization. Older solutions and recipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century:

• Internationalization of market integration.
• Increased competition, which may not be local or even national through free market ideology
• Rapid technological change.
• New concepts of line and general management.
• Constantly changing ownership and resultant corporate climates.
• Cross-cultural issues
• The economic gravity shifting from 'developed' to 'developing' countries

SHRM also reflects some of the main contemporary challenges faced by Human Resource Management: Aligning HR with core business strategy, demographic trends on employment and the labour market, integrating soft skills in HRD and finally Knowledge Management.

References

1. Armstrong, M (ed.) 192a) Strategies for Human Resource Management: A Total Business Approach. London:Kogan Page
2. Beer, M and Spector,B (eds) (1985) Readings in Human Resource Management. New York: Free Press
3. Boxall, P (1992) 'Strategic Human Resource Management: Beginnings of a New Theoretical Sophistication?' Human Resource Management Journal, Vol.2 No.3 Spring.
4. Fombrun, C.J., Tichy, N,M, and Devanna, M.A. (1984) Strategic Human Resource Management. New York:Wiley
5. Mintzberg, H, Quinn, J B, Ghoshal, S (198) The Strategy Process, Prentice Hall.
6. Truss, C and Gratton, L (1994) 'Strategic Human Resource Management: A Conceptual Approach', International Journal of Human Resource Management, Vol.5 No.3

Human Resource Management Software

Human resource management software, as the name suggests deals and manages complete details of the employees of an organization. Companies have been using such applications on a large scale as it efficiently aids in data management of employees and various HR processes. Human resource management software is also referred to as HRMS.

There were many functions that the human resource department of an organization needed to carry our manually. However, with the intricacies of the processes and the increasing amount of data, there was a need to the systems to be automated. HRMS suitably integrate human resource management and information technology, thus helping in planning and execution of automating HR processes. Human resource management software forms a part of enterprise resource planning (ERP) application also, which makes it possible for other modules of financial applications to be integrated with it as well. HRMS gained primary importance after it was recognized that employees and costs related to them (directly or indirectly) is a significant monetary business outflow. It was necessary to manage, administer and minimize these costs, and reduce the complexity of people and performance management. Some of the major areas where human resource management software is effectively used are:

• Attendance Management - this module is generally integrated with time collecting devices. The gathered information about employees time and work hours is then used in evaluating cost accounting purposes.
• Salary and Compensation Management - this module uses inputs of employees working hours and attendance and then use it to compute the payroll details of the employees. The module enables calculations of employee payments after considering the relevant deductions and taxes.
• HR Management - the module concentrates on collection and maintenance of employee information like skills, compensation, personal details, demographic information, and other relevant information. An HR management module helps a great deal from the process of recruitment to retirement.
• Benefits Management - all the information related to any additional allowances and benefits provided to employees maintained in this module. This could include details about insurance policies, pension plans, stock options, and so on.

Human Resource Communication Pays Off

Human Resource Communications and Corporate Communications - are they one in the same? Both plan and develop written communication strategies to further the understanding and perceptions of their audience. Both provide counsel and editorial support for management communications.

Business communications transmits and manages messages that inform, persuade and collaborate by speaking the language of the company. HR Communications creates a "one company" culture, integrates acquisitions and facilitates information sharing company wide. Both work at the highest levels of the organization, aligned with senior management and the board.

The most successful HR professionals are consummate communicators. Typically their organizations over communicate with all constituents. Their leadership styles transmit the traditions and values of their company. You often find a strategic HR function when the spoken and written words parallel leadership actions.

Human Resource Communications is a subset of our corporate culture. Corporate cultures determine communication styles. Cultures as diverse as a business headquarters viewed as a traditional downward style with an abundance of males in dark suits and white starched shirts to other companies which express their identity by polo's with logo's and scores of identical sites around the country.

Which of the three following communication styles dominate your culture?

1. Downward - helping employees perform their jobs


2. Upward - senior management and board level


3. Horizontal - selling your value proposition and merging cultures

HR COMMUNICATIONS ARE SPECIALIZED

Human Resource professionals uniquely position themselves at both the start point and finishing point of the communication chain. New hire orientation and policy and procedure manuals exemplify downward communication intended to help employees perform their jobs. Employee opinion polls, employee focus groups and exit interviews deliver information upward to solve problems and make executive decisions. Employee newsletters help work teams requiring a coordinated action between units or locations.

How well is HR information exchanged in your company?

Human Resource Communications Consultants manage and direct the planning, creation and execution of communication strategies to further the understanding and perception of HR policies, procedures, programs or initiatives. This often involves conceptualizing, researching, writing, editing and design/production of materials. Either print or electronic, projects often involve web pages (internet and intranet) and e-newsletters. HTML experience and knowledge of Dreamweaver and other graphic programs will serve this function well by providing the HR Communication Consultant a larger repertoire of up-to-date tools.

Is your HR information timely, accurate and understandable?

What should I expect from my Human Resource Communications Consultant? First, excellent writing and project management skills. Either internal or external, this person should display a record of accomplishment of interpersonal and project management competencies. They must be experienced in managing multiple assignments, with strong problem solving abilities. This "internal consultant" must have your confidence in an environment of highly confidential matters. Perhaps their past included the responsibilities of corporate due diligence matters.

Have they work experience at the highest levels of HR?

Do they have the proven ability to motivate themselves and others to generate strong results? To round out your choice, have they led HR initiatives and cross-functional teams? Ad industry / communication industry exposure just could be the icing on the cake.

Formally by PowerPoint or informally by walking the second and third shifts, we demonstrate HR Communications leadership as we amass information, process facts and disseminate intelligence at lightning speed. Our free flowing atmosphere of dialog and written messages translates values, traditions and habits into words and actions employees interpret

Operating as an internal consulting agency, or external resource, HR Communication Consultants work with employees and vendors on communication matters relating to the highest work initiatives. By building and managing cohesive communication strategies and working closely with HR process owners, they oversee the integration of both print and multimedia content and distribution. They may also create HR Communication metrics to measure results using employee communications to create a distinct competitive advantage.

One-page field memos and one hundred page policy manuals present a challenge for busy HR professionals. Your Human Resource Communications requires advanced knowledge and professionalism. Our HR role, singularly positioned at both the start and end of the communications continuum, offers an advantage to HR professionals who initiate and advance HR correspondence for field and headquarters functions.

© John T. Mooney 2003 All Rights Reserved

About The Author

Focused exclusively on EMPLOYEE RELATIONS, HR COMMUNICATIONS and RECRUITMENT PROJECTS contact John Mooney at (972) 355-7481 or email or the company website www.ConsultiveSource.com [http://www.ConsultiveSource.com]. I utilize extensive hands-on industry competencies to solve your HR challenges. Supporting small, medium or large human resource projects with 20 years of human resource and operating experience, John Mooney has a results-oriented, focused approach to the human resource needs.

Human Resource Information System - HRIS

Human Resource Information Systems

The purpose of this paper is to identify other companies who have faced similar human resources issues in regards to information technology. Through benchmarking different companies we can learn how other companies have handled certain human resources issues related to information technology, information systems, new technology, and data security. An overall analysis has been completed using research on IBM Europe, Ameriprise Financial, Terasen Pipelines, Shaw’s Supermarkets, CS Stars LLC, IBM, WORKSource Inc., and Toshiba America Medical Systems, Inc. This paper also includes eight synopses of companies facing similar issue to those in the reading.

New Technology

With the changing world and constant new technology that is available, managers need to be aware of the technology that will increase effectiveness in their company. Human resource information systems (HRIS) have increasingly transformed since it was first introduced at General Electric in the 1950s. HRIS has gone from a basic process to convert manual information keeping systems into computerized systems, to the HRIS systems that are used today. Human resource professionals began to see the possibility of new applications for the computer. The idea was to integrate many of the different human resource functions. The result was the third generation of the computerized HRIS, a feature-rich, broad-based, self-contained HRIS. The third generation took systems far beyond being mere data repositories and created tools with which human resource professionals could do much more (Byars, 2004).

Many companies have seen a need to transform the way Human Resource operations are performed in order to keep up with new technology and increasing numbers of employees. Terasen Pipelines moved its headquarters from Vancouver to Calgary to be closer to the oil and realized a major growth in employees. In the past recording keeping was done on paper and with spreadsheets. Mangers at Terasen realized that there was a need to change to a more computerized system and looked into different HRIS vendors. By making the move to a HRIS system, Terasen is able to keep more accurate records as well as better prepare for future growth. Another company that saw the benefits of keeping up with new technology is WORKSource Inc. To meet the challenge of handling 100 new employees, WORKSource Inc. acquired Web-based technology programs from GHG Corp. like electronic pay stub, electronic timesheet software, time-off system, and human resource information system (“Tips,” 2006). By adapting these new programs, WORKSource was able to reduce waste and cost.

The Internet is an increasingly popular way to recruit applicants, research technologies and perform other essential functions in business. Delivering human resource services online (eHR) supports more efficient collection, storage, distribution, and exchange of data (Friesen, 2003). An intranet is a type of network used by companies to share information to people within the organization. An intranet connects people to people and people to information and knowledge within the organization; it serves as an “information hub” for the entire organization. Most organizations set up intranets primarily for employees, but they can extend to business partners and even customers with appropriate security clearance (Byars & Rue, 2004).

Applications of HRIS

The efficiency of HRIS, the systems are able to produce more effective and faster outcomes than can be done on paper. Some of the many applications of HRIS are: Clerical applications, applicant search expenditures, risk management, training management, training experiences, financial planning, turnover analysis, succession planning, flexible-benefits administration, compliance with government regulations, attendance reporting and analysis, human resource planning, accident reporting and prevention and strategic planning. With the many different applications of HRIS, it is difficult to understand how the programs benefit companies without looking at companies that have already benefited from such programs.

One such company is IBM. IBM has a paperless online enrollment plan for all of its employees. Not only has the online enrollment saved the company 1.2 million per year on printing and mailing costs, the employees enjoy working with the online plan. "Since we began offering online enrollment, we've learned that employees want web access," Donnelly [Senior Communications Specialist] says, so they can log on at home rather than through the company intranet. So the company has been working to put in place a web-based enrollment system that employees and retirees can access from anywhere (Huering, 2003). By utilizing the flexible-benefits application HRIS has to offer, IBM was able to cut costs and give employees the freedom to discover their benefits on their own time and pace.

Another company that has taken advantage of HRIS applications is Shaw’s Supermarkets. In order for Shaw’s to better manage its workforce, the company decided it was time to centralize the HR operations. After looking at different options, Shaw’s decided to implement an Employee Self Service (ESS) system. The use of self-service applications creates a positive situation for HR. ESS gives HR more time to focus on strategic issues, such as workforce management, succession planning, and compensation management, while at the same time improving service to employees and managers, and ensuring that their data is accurate. With this solution, employees have online access to forms, training material, benefits information and other payroll related information (Koven, 2002). By giving employees access to their personal information and the ability to update or change their information as needed, HR was given more time to focus on other issues. Understanding the different applications HRIS has to offer will give companies the chance to increase employee efficiency and reduce costs.

Measuring the Effectiveness of HRIS

The evaluation should determine whether or not the HRIS has performed up to its expectations and if the HRIS is being used to its full advantage (Byars & Rue, 2004). One of the most significant challenges faced by public personnel executives today is measuring the performance of their human resources information system (HRIS) In order to justify the value-added contribution of the HRIS to accomplishing the organization's mission (Hagood & Friedman, 2002). Implementing an HRIS program may seem a necessary stem for a company, but unless it will be an effective tool for HR operations, it will not help increase efficiency and may hinder it instead.

One company that implemented a HRIS system is Toshiba America Medical Systems, Inc. (TAMS). TAMS put all employee benefits information online and created an open enrollment option when TAMS changed healthcare providers. Almost immediately upon rolling out the UltiPro portal [new HRIS technology] to employees, TAMS began seeing improvements, with an estimated 70% increase in open enrollment efficiency (Wojcik, 2004). By determining the efficiency of the new program, TAMS was able to realize the benefits of the new HRIS system.

Security of HRIS

The privacy of employee information has become a major issue in recent years. With identity theft becoming a common problem, employees are becoming more sensitive about who sees their personal information, and the security it is kept in. By making sure employee information that is kept in the HRIS is relevant to the company and making sure there is limited access (password protection) to such information, companies can make its employees more secure with the safety of their information. Whether electronic or paper, employee files deserve to be treated with great care. Establishing security and end-user privileges calls for a balance of incorporating, HR policy, system knowledge and day-to-day operations (O’Connell, 1994).

One company that faced a major security issue was CS Stars, LLC. CS Stars lost track of one of its computers that contained personal information that included names, addresses and social security numbers of workers compensation benefits. The bigger problem was that CS Stars failed to notify the affected consumers and employees about the missing computer. Though the computer was retrieved and no information seemed to have been harmed, many employees lost their sense of security with the company. New York's Information Security Breach and Notification Law, effective in December 2005, requires businesses that maintain computerized data which includes private information to notify the owner of the information of any breach of the security of the system immediately following discovery, if the private information was, or is reasonably believed to have been, acquired by a person without valid authorization (Cadrain, 2007).

Another company that experienced a breach in security is Ameriprise Financial. In late 2005, a computer that contained personal information on clients and employees was stolen. Because many of the employees at Ameriprise take their computers between work and home, the company determined there was a need to put more security into those computers. Ameriprise made sure all employees had the new security suite installed on their computers. By responding quickly to the need for more security, Ameriprise made sure all information is being kept secure. Making sure employees information is kept as secure as possible there will be more trust in the company and the HR employees working with that information.

Conclusion

IBM, Terasen Pipeline, CS Stars LCC, and Toshiba America Medical Systems, Inc. are good examples of companies facing issues similar to human resources information technology and human resources information systems. All of these companies know the importance of new technology, human resources information systems, and data security. The remainder of this paper provides synopses of more companies facing human resources issues, how the company responded to the issues, and the outcomes of the company’s responses.

Companies Benchmarked

IBM Europe

The Situation:

IBM is a global organization offering research, software, hardware, IT consulting, business and management consulting, ring and financing. It employs around 340,000 people, speaking 165 languages across 75 countries, and serving clients in 174 countries. In January 2007, IBM established a separate “new media” function within its corporate communication department. IBM main goal is to educate, support, and promote programs that utilize social media. IBM Europe decided to expand internal communication by blogging guidelines. The recognition was that blogging was already happening among IBMers, just in an unregulated way. In a similar way, institutionalizing a function to deal specifically with new media is not a corporate move, or establishing from scratch. It’s a response to the issues already emerging in the company. Now that those technologies are here, people are using them, they’re growing and there here to stay-we’re just going to put some structure around them so that we can try to optimize their use.” The users decide what technologies they want to use and how they want to use them. That main idea is that IBM understands that they must remember to respect the fact that social media are social. IBM had the need to connect its 340,000 global employees more effectively.

The Response:

IBM’s intent around social media has now been officially formalized. From January 22 2007, the company established a separate “new media” function within its corporate communication department. “Its remit: To act as expert consultants inside and outside IBM on issues relating to blogs, wikis, RSS and other social media applications. The main idea is to educate, support and promote programs that utilize these tools. IBM has a history of being a t the forefront of technology based corporate communication. From the multimedia brainstorming “WorldJam” that made news headlines back in 2001 in which 50,000 employees worldwide joined a real time, online idea-sharing session about the company’s direction. IMB has always prepared itself to use breakthrough technologies to establish a two-way dialogue with its employees. The need for social media was necessary and could no longer wait.

The Outcome:

In the last few years IBM has been recognized as being the vanguard of social-media use: IBM was on of the first Fortune 500 companies to get behind collaborative wikis, published internal blogging guidelines as far back as 2003, and is now moving fast beyond RSS and podcasts into videocasting and “virtual world” technologies like Second Life. The intranet search facility extends to all areas of the site, including new media aspects. When an employee logs onto their portal an executes a key word search, the results they get back not only come from the main intranet pages, but include results from IBM forums, wikis, blogs and podcast/videocasts tags. IMB has an understanding that employees are no longer staying in a company their entire lives. It’s just not like that any more. In Belgium for example over 50 percent of 2,300 employees have been there fewer than five years. The company has come to the conclusion that with an increasingly young and mobile workforce, the likelihood is that an employee population full of a younger generation, for whom these tools are part and parcel of life, is not that far away. In years to come IBM will have to deal with employee base for which blogging is just the natural way to interact over a web platform. IBM has created centralized platforms for most tools that fall under its remit, which includes wikis. For Philippe Borremans, new media lead Europe for IBM, has the potential business applications of a wiki cover two broad benefits: Collaborating and knowledge sharing. IBM has scored some notable successes on both fronts in the near 5000 wiki pages now up and running in the organization. The company has been a huge pick-up in interest in podcasting over the last 18 months writing can seem such a technical skill, whereas people feel they can talk more freely than they can write. One of the most consistently popular IBM podcasts, with over 20,000 downloads a week.

Ameriprise Financial

The Situation:

The Department of Justice survey estimates that 3.6 million U.S. households were victims of identity theft in 2004. Trafficking in personal date goes beyond U.S. borders: the New York Times reports that stolen financial information is often distributed among participants of online trading boards, and the buyers are frequently located in Russia, Ukraine, and the Middle East. One reason clients are concerned about data security is the widespread publicity generated by breaches at financial services firm. In late December 2205, an Ameriprise Financial employee’s laptop that contained unencrypted data on approximately 230,000 customers and advisors was stolen from a car. Other financial services firm, including Citigroup and Bank of America, also acknowledge large-scale customer data losses in 2005. President of NCS, Rita Dew, a compliance consulting firm in Delray Beach, Florida, says that the Securities and Exchange Commission requires investment advisors to have policies and procedures that address the administrative, technical, and physical safeguards related to client records and information.

The Response:

Ameriprise Financial had to fight back and had to implement “layers of protection.” It is important for employees who their primary business computer, and employees regularly transport the computer between home, office, and meeting sites. The vulnerability of this arrangement and the need for a safety software program is much needed.

The Outcome:

Employees who are transporting lab tops should install the Steganos Security Suite on their computer. This software allows employees to create an encrypted virtual drive on the laptop that serves as data storage safe. Employees stores all client related data and tax preparation software database on the encrypted drive, which employees has set up with one gigabyte of storage space. The best thing is that when an employee turns off the computer the information is stored “safe”, the software automatically encrypts the virtual drive’s data. The software also generates encrypted backup files, which employees store on CDs in a fireproof safe. This should keep the data secure if any employee’s laptop is stolen or if the drive is removed from the laptop. Other financial advisors are relying on encryption both in and out of the office. Other programs that are being used to protect client’s information are RAID Level 1 system to store data on the drives that are encrypted with WinMagic’s SecureDocs software. Encryption ensures that anyone who steals the computer will be absolutely unable to read the data, even by connecting it to another computer as a “slave drive. This has given many financial advisors the greatest peace of mind.

Terasen Pipelines

The Situation:

Terasen Pipelines is a subsidiary of Terasen Inc. located in Vancouver, Canada and is located in several provinces and U.S. states. In 2001 the company changed its headquarters to Calgary to be closer to the oil. With the big move, the company went through a growth spurt. With the company in many different locations and the growing numbers of employees, the HR department saw a need to find a new system to keep more accurate records.

The Response:

In the past Terasen had kept records on paper and with spreadsheets and with the growth of the company, this system does not work as well as in the past. In order to compensate for future growth, Terasen began to look into HRIS companies to help with the HR operations. After researching different companies, Hewitt’s application service provider model with eCyborg was found to be the right fit.

The Outcome:

Although there was difficulty adapting to a new way of recordkeeping, Terasen was able to find a system that will help support the current and future growth of the company. Fortunately, some of the HR staff had experience working with an HRIS and were able to help their colleagues imagine new processes, as aided by a system. One theme often voiced throughout this process was: "You guys don't know how hard we're working when we can make it so much easier with a system that could do a lot of this for us. You don't always have to run to the cabinet for the employee file just to get basic information. It can all be at your fingertips." (Vu, 2005). In order to help Terasen ease the HR burden of implementing a new HR system, the management of Terasen was convinced to look for a vendor to help implement and maintain a HRIS system. This system has helped Terasen better prepare for current and future growth.

Shaw’s Supermarkets

The Situation:

Shaw’s Supermarkets is the second largest supermarket chain in New England. With a workforce of 30,000 located at 180 stores throughout six states, Shaw's HR staff is responsible for managing employees' personal data. Their employee mix includes approximately 70 percent part-time employees, consisting of students, senior citizens, second-job part-timers, and career part-timers. One third of the workforce is made up of union associates, and Shaw's staff oversees the company's involvement with three unions and six separate contracts (Koven, 2002). In order to help manage the workforce, the HR staff became interested in centralizing its HR operations.

The Response:

In order to centralize HR operations Shaw’s decided to implement an ESS (employee self-service) solution. The use of self-service applications creates a positive situation for HR. ESS gives HR more time to focus on strategic issues, such as workforce management, succession planning, and compensation management, while at the same time improving service to employees and managers, and ensuring that their data is accurate. With this solution, employees have online access to forms, training material, benefits information and other payroll related information.

The Outcome:

Shaw’s has had positive feedback since implementing the ESS solution. "The reaction from our employees has been extremely positive," Penney, VP of Compensation and Benefits, says. "We even had a significant increase in our medical coverage costs, and it was almost a non-issue because the online enrollment featured the plan choices, the employee cost, and the company subsidy. An employee self-service application makes it very easy for them to understand their contributions and coverage options. I received several e-mails from employees saying this was a great change and how easy ESS was, which the case is not often when employees are selecting their benefit options." (Koven, 2002). By giving the employees more access to their information they are able to see the benefit choices available to them. Employees are also able to update their information online, which helps reduce the paperwork of the past. Shaw’s has also seen improvement in productivity because employees are updating information at home, not during work hours.

CS Stars, LLC

The Situation:
New York Attorney General Andrew Cuomo has announced that New York State has reached its first settlement with a company charged with failing to notify consumers and others that their personal data had gone missing. Cuomo’s office, which enforces the state’s 2005 Information Security Breach and Notification Law, charged CS STARS LLC, a Chicago-based claims management company, with failing to give notice that it had lost track of a computer containing data on 540,000 New Yorkers’ workers’ comp claims.

The Response:

The owner of the lost data, which had been in the custody of CS STARS, was the New York Special Funds Conservation Committee, an organization that assists in providing workers’ comp benefits under the state’s workers' comp law. On May 9, 2006, a CS STARS employee noticed that a computer was missing that held personal information, including the names, addresses, and Social Security numbers of recipients of workers’ compensation benefits. But CS Stars waited until June 29, 2006, to notify Special Funds and the FBI of the security breach. Because the FBI declared that notice to consumers might impede its investigation, CS STARS waited until July 8, 2006, to send notices to the 540,000 New Yorkers affected by the breach. On July 25, 2006, the FBI determined an employee, of a cleaning contractor, had stolen the computer, and the missing computer was located and recovered. In addition, the FBI found that the data on the missing computer had not been improperly accessed.

The Outcome:

New York's Information Security Breach and Notification Law, effective in December 2005, requires businesses that maintain computerized data which includes private information to notify the owner of the information of any breach of the security of the system immediately following discovery, if the private information was, or is reasonably believed to have been, acquired by a person without valid authorization. The law affects not only businesses in their dealings with their customers, but employers in their role as custodians of employees’ personal data. (Cadrain)

Without admitting to any violation of law, CS STARS agreed to comply with the law and ensure that proper notifications will be made in the event of any future breach. The company also agreed to implement more extensive practices relating to the security of private information. CS STARS will pay the Attorney General’s office $60,000 for costs related to this investigation. (Cadrain)

IBM

The Situation:

IBM's paperless online enrollment system, introduced in 1999, has proved to be a winner for both the company's 135,000 active U.S. employees and the company, according to Cathleen Donnelly, senior communications specialist at company headquarters in Armonk, N.Y. The company saves $1.2 million per year on printing and mailing costs alone, Donnelly says, and the employees’ can take advantage of a variety of technologies to learn about issues, research program information and access decision support tools from their desktop computers. (Heuring, 2002)

The Response:

One of those tools, a personal medical cost estimator, enables employees to calculate potential out-of-pocket health care expenses under each of the plan options available to them, Donnelly says. Employees log in personally and are greeted by name and with important information regarding their benefits enrollment, such as the deadlines and when changes take effect. They automatically get access to health plans that are available to them, and the calculator lets them compare estimated benefit amounts for each plan.

"Employees can select the health care services they expect to use in a particular year, estimate expected frequency of use, and calculate potential costs under each plan option," Donnelly says. "The feedback that we've received from employees tells us that this tool has really helped them to make a comparison between plans based on how they consume medical services." The calculator shows both IBM's costs and the employee's. (Heuring, 2002)

The Outcome:

"Since we began offering online enrollment, we've learned that employees want web access," Donnelly says, so they can log on at home rather than through the company intranet. So the company has been working to put in place a web-based enrollment system that employees and retirees can access from anywhere.

Employees can get summary information on the plans, drill down into very specific details and follow links to the health care providers for research. Donnelly says the system has received high marks for convenience because employees can "get in and out quickly."

WORKSource Inc.

The Situation:

To meet the challenge of handling 100 new employees, WORKSource Inc. acquired Web-based technology programs from GHG Corp. like electronic paystub, electronic timesheet software, time-off system, and human resource information system (“Tips,” 2006). These tools enabled CEO Judith Hahn to handling payroll procedures efficiently and effectively.

The Response:

WORKSource has eight workforce centers, with approximately 108 employees, located throughout a six-county region. Previously, payroll, benefits, and human resources for those employees were processed and managed by a Professional Employer Organization. The company also has 52 administrative staff in its headquarters office. When the contract with the PEO terminated on June 30, 2006, those 108 employees were immediately moved to the payroll of WORKSource, which meant Hahn’s workload more than doubled effective July 2006 (“Tips,” 2006).

Hahn, in an interview with PMR, said she relied on LEAN to help get a handle on what needed to change for her to manage the increased workload. Two years earlier, Hahn’s CEO had introduced her to LEAN, a Japanese management concept of eliminating wasteful steps and motion when completing processes. “I began to read as much as possible about LEAN and joined an HR LEAN focus group” (“Tips,” 2006).

The Outcome:

Mastering the concepts of LEAN led Hahn to develop and apply her own acronym of “REASON” to her department’s payroll and HR processes. Review the process: map payroll tasks from start to finish. Eliminate waste: determine how to complete a payroll task most efficiently without unnecessary steps. Analyze alternatives: research and evaluate the applicability of new technology. Sell innovations to management: document the return on investment of each innovation. Open the lines of communication: communicate openly—and often—with all stakeholders, including employees and top management. Never allow negativity: make change simple and fun. Give employees plenty of encouragement and time to learn (“Tips,” 2006). Judith Hahn was able to implement the right human resource functions using information systems.

Toshiba America Medical Systems Inc.

The Situation:

Lynda Morvik, director of benefits and human resources information systems at Tustin, California-based Toshiba America Medical Systems Inc. (TAMS), thought it would make sense to add a benefits communication component to it. By having all the benefit information online, the TAMS employee handbook would also be a living document, enabling Morvik to make changes when necessary. Such was the case halfway through the project, when TAMS changed health care plans from Aetna Inc. to United Health Group Inc (Wojcik, 2004).

The Response:

TAMS, an independent group company of Toshiba Corporation and a global leading provider of diagnostic medical imaging systems and comprehensive medical solutions, such as CT, X-ray, ultrasound, nuclear medicine, MRI, and information systems, had been using a payroll service bureau and an in-house solution for HR that didn't include easy-to-use consolidated reporting or an employee portal. After evaluating UltiPro alongside several enterprise resource vendors, TAMS selected Ultimate Software's offering and went live in September 2002 after an on-time and on-budget implementation. Almost immediately upon rolling out the UltiPro portal to employees, TAMS began seeing improvements, with an estimated 70% increase in open enrollment efficiency (Wojcik, 2004).

The Outcome:

In an effort to expand the usage of the Web beyond the benefits enrollment process, TAMS has posted a library of documents and forms on its HR portal, including the benefits handbook, which garnered a 2004 Apex Award for publication excellence. That same year, Business Insurance magazine also gave TAMS the Electronic Benefit Communication (EBC) award for outstanding achievement in communicating employee benefits programs over the Web. To continue elevating its use of Ultimate Software's HRMS/payroll solution, TAMS modified the UltiPro portal to meet the imaging company's unique needs (Wojcik, 2004). It was completely integrated with several proprietary applications created to address compensation and performance management issues so that TAMS employees have a central location for comprehensive workforce and payroll information from a Web browser that they can access with a single sign-on (Wojcik, 2004).