Why Change Initiatives Fail

Tue, 07 Sep 2010 15:34:51 -0400

By Teresa A. Bailey

2010 & 2011 Director, North Carolina SHRM State Council

Why do people resist change, why does it matter and what can we do about it? Nearly two-thirds of all major changes in organizations fail. That's pretty sobering information. Did you know the following?

Only about 30% of projects succeed
23% of mergers make back their costs
43% of quality improvement efforts are worth the effort

Fortune 500 executives said that resistance was the primary reason changes failed. 80% said that resistance - not a lack of skills or resources - was the main reason why projects failed. It's that soft, touchy-feely human reaction of resistance that matters. This reaction is only part of the reason projects fail. The real problem is that leaders plan and roll out major changes in ways that create inertia, apathy, and opposition. For example, an executive announces that the company will restructure starting next week. Employees begin to resist. Resistance takes place in many forms - maliciousness, compliance, arguments, and even sabotage. How do we typically respond? We push harder and the change ends up failing.

Consider this and think about how we can manage that change to our advantage. Resistance is in the eye of the beholder. The people resisting don't see what they are doing as resistance - they often see it as survival, believing that it will protect them from harm. Resistance to change is a reaction to the way a change is being led. There are no born "resistors" out there waiting to ruin otherwise perfect plans. People resist in response to something.

The better we are at seeing what causes resistance, the easier it will be to build support for our ideas. In other words, if we understand resistance, we also understand the other side of that coin - support for change.

Think about three levels of resistance.

Level One: "I just don't get it." This position comes from lack of information, disagreement with data, and lack of exposure to critical information and confusion over what it means.

Level Two: "I don't like it." This position is an emotional reaction to change. Blood pressure rises, adrenaline flows, pulse increases - all based on fear. People are afraid that change will cause them to lose face, status, control, or even possibly their job or position. You can't just say, "get over it" and expect people to be appreciative. It takes the right communication. When adrenaline takes hold, we move into the fight or flight mode.

Level three: "I don't like you." This stage is seldom discussed and is based on lack of trust or confidence in leadership. For a leader, that's a hard pill to swallow even though it may not be the leader but what he/she represents or communicates. Are communications leaving people skeptical? The first step is to get people to listen.

How can we turn resistance into support? Make your case. Make sure people know why a change is needed. Before you talk about HOW you want to do things, explain WHY something must be done. Present the change so that they understand. Find multiple ways to make your case. The more variety in the communication channels, the greater the chance that people will get what you have to say.

Remove as much of the fear as you can and increase excitement about what's positive about the change. Emphasize what's in it for them. Get them engaged in the process. Be honest. If the change will hurt them - then tell the truth. It's the right thing to do and it stops the rumor mill from inventing stories about what might happen.

Rebuild damaged relationships and tend to neglected relationships. Mea Culpa - "my own fault." Take responsibility for things that may have led to the current tense relations. Keep commitments. Demonstrate that you are trustworthy. Find ways to spend time together. Allow yourself to be influenced by the people who resist you.

The Israeli statesman, Abba Eban, once said, "Men and nations behave wisely, once they've exhausted all other alternatives.

News Alert: Trustee Honored with Diversity Award

Tue, 07 Sep 2010 15:57:05 -0400

Greensboro Day School honored trustee Lenora Billings-Harris with the 2010 Dr. Judith R. Thompson Award. The Thompson Award recognizes a student, group of students, parent, faculty or staff member who has enhanced human relations within the Greensboro Day School community. Billings-Harris is an internationally recognized speaker, multicultural diversity expert, and author.

Upon receiving this award, Billings-Harris said, "I am deeply honored and humbled to receive this prestigious award. I am also encouraged by Greensboro Day School's continuing commitment to diversity, inclusion and equity."

Billings-Harris is the founder and president of Excel Development Systems, Inc. and a Diversity Consultant with The HR Group, Inc. She has served in the human resources management area for CIGNA Corp. and General Motors. She is past-president of Win-Win Resolutions, Inc. and the National Speakers Association. She has served on the GDS Board of Trustees for three years, and for the last two she has been chair of the School's Diversity Committee. This year, she generously offered many sessions of leadership training in the area of inclusion and diversity for the GDS Parents' Association and other independent school leaders from throughout the state.

The Dr. Judith R. Thompson Award was created in 1998 to preserve the memory and the work of Dr. Thompson, GDS former parent and Bennett College professor. Award recipients have demonstrated a strong passion and commitment to ensuring that GDS is and always will be a welcoming community that understands, respects and celebrates differences. Through thoughtful planning and deliberate action, recipients have made a direct impact on diversity and inclusion planning and education at GDS.

Health Care Reform: Employer Requirements at a Glance

Tue, 08 Jun 2010 10:41:05 -0400

By Society for Human Resource Management (SHRM) Online staff

Landmark legislation making major changes to health care insurance practices in the United States was enacted in March 2010. The law affects employers and HR professionals in a variety of ways, many of which are discussed briefly below. An interactive timeline that displays the effective dates of these provisions and includes links to detailed information will appear on the SHRM Health Care Reform Resources Page at www.shrm.org/healthcare.

Mandated Benefits: Beginning six months after the law's enactment, all existing health insurance plans must:

Prohibit lifetime limits.
Prohibit rescissions.
Restrict annual limits.
Include limitations on excessive waiting periods.
Include a requirement to provide coverage for non-dependent children up to age 26; before 2014, this requirement is limited to non-dependent children who do not have an employer offer of coverage.

Beginning in 2014, group health plans must prohibit pre-existing condition exclusions and must prohibit annual limits.
Health Care Exchanges: The law requires states to create and maintain health care "exchanges" in which health insurance providers compete for customers on equal terms. The exchanges will be open to anyone without employer-provided coverage who wants to purchase a health insurance plan. If a state does not create an exchange, the federal government will create one for it.

Employer Penalty for Not Offering Coverage: The law will not require employers to offer health insurance; however, beginning in 2014, employers with more than 50 full-time employees that do not offer coverage will have to pay a penalty of $2,000 per full-time equivalent employee for all full-time employees in excess of 30 if even one employee receives a federal government subsidy and purchases coverage in an exchange.

Employer Penalty for Unaffordable Coverage: If an employee opts out of an employer plan because coverage is "unaffordable"-that is, if the premium exceeds 9.5 percent of family income-the employer must pay a $3,000 penalty for each full-time employee who receives a government subsidy and purchases coverage through an exchange.

Employer Penalty for Low-Value Plans: Employer health care coverage must have an actuarial value of at least 60 percent. If it does not, penalties will be assessed.

No Penalty for Waiting Periods: Employers will not be required to pay a penalty for employees during a waiting period that is required before an employee can enroll in an employer-provided health insurance plan. Beginning in 2014, however, a waiting period cannot exceed 90 days.

Employer-Provided Free Choice Vouchers: Employers that offer coverage must provide a free choice voucher to employees with incomes less than 400 percent of the federal poverty level whose share of the premium exceeds 8 percent but is less than 9.8 percent of their income and who choose to enroll in a plan in the exchange. The voucher amount must be equal to what the employer would have paid to provide coverage to the employee under the employer's plan. Employers providing free choice vouchers will not be subject to penalties for employees that receive premium credits in the exchange.

Automatic Enrollment Procedure: The law will require employers with more than 200 employees to enroll employees automatically into health insurance plans offered by the employer, allowing for an employee opt-out. The law is silent as to the effective date of this requirement.

Restrictions on Cafeteria Plans: The law caps flexible spending account (FSA) contributions at $2,500 and excludes over-the-counter medications without a doctor's prescription as reimbursable expenses under FSAs, health reimbursement accounts, medical spending accounts (MSA) and health savings accounts (HSA). Penalties on nonmedical HSA and MSA distributions are increased to 20 percent.

Incentives for Wellness: The law allows employers to offer premium discounts and other financial incentives for up to 30 percent of the total premium to individuals who satisfy a health standard. It includes provisions designed to ensure that discriminatory practices do not occur. The secretary of Health and Human Services has the authority to issue regulations to allow financial incentives up to 50 percent. The law provides for grants for up to five years to small employers that establish wellness programs.

Tax on High-Value Plans: Beginning in 2018, there will be a 40 percent excise tax on insurance companies and plan administrators for group health coverage that exceeds a threshold of $10,200 for single coverage and $27,500 for families, not counting stand-alone dental and vision plans. For retirees above age 55 and for plans that cover employees in high-risk professions, the thresholds are $11,850 for single coverage and $30,950 for families. The tax will apply to the amount of the premium that is in excess of the threshold. Beginning in 2019, the thresholds will be indexed to the rate of general inflation plus 1 percentage point.

Required W-2 Reporting: Beginning in 2011, employers will be required to report the value of employees' health benefits on W-2 forms.
Long-Term-Care Enrollment Procedures: The law creates a national social insurance program that provides limited long-term-care coverage for active employees through the workplace. All premium costs can be charged to employees. Beginning in 2011, employers must have in place automatic enrollment procedures that allow workers to opt out or procedures that allow workers to initiate enrollment.

Breaks for Nursing Mothers: A provision in the law amends the Fair Labor Standards Act to require employers, with some exceptions, to furnish "reasonable break time for an employee to express breast milk for her nursing child" for one year after the child's birth. It requires employers to provide a place, other than a bathroom, that is shielded from view and free from intrusion from co-workers and the public, that may be used by an employee to express breast milk.

HR Group President, Wiggins, named Woman Extraordinaire

Thu, 27 May 2010 09:36:10 -0400

Triad Business Leader Magazine recently named Patsy Wiggins a Woman Extraordinaire in the Piedmont Triad of North Carolina.

Patsy is the President and COO of the HR Group, a company that provides customized human resources solutions and consultancy on various HR issues that include recruiting and interviewing, sourcing benefits, compensation systems, safety inspections, employee handbook development, training and development, and outplacement services. Wiggins, who co-founded the company in 2002, has driven the company to become a leader in HR excellence with a steadily growing client base that is further expanding into South Carolina and Virginia. Wiggins accrued an extensive industry background by leading HR departments for financial institutions and manufacturing companies before founding The HR Group. In addition to mentoring her own staff, Wiggins has coached many young people on career decisions, including interns at The HR Group. A graduate of Guilford College, Wiggins holds the Senior Professional in Human Resources designation and is involved in many HR related professional organizations, such as the HR Management Association of Greensboro and the Society for Human Resource Management. She also donates her time and energy to such community organizations as the Guilford County Substance Abuse Coalition, the Mayor's Committee for Persons with Disabilities and Communication Services for the Deaf and Hard of Hearing.

SHRM Supports New Civil Rights Center

Thu, 29 Apr 2010 13:51:29 -0400

Be Prepared: Department of Labor Becoming More Aggressive

Wed, 31 Mar 2010 11:00:42 -0400

Be Prepared: Department of Labor Becoming More Aggressive
by Gary Roscoe, Regional Manager, The HR Group, Inc.

When you think about the risks to your company's bottom line, what comes to mind? Injuries to your workers or others? Property damage? Negligence or even criminal activity? All valid, to be sure. But there's another area most contractors don't think about too often: the risk of being found in violation of the many laws covered by the Department of Labor.

Some laws are well known and usually adhered to, like reporting an on-the-job injury. But many others are less familiar. For instance, do you keep the medical information on your employees in separate files, and keep those files in a separate file cabinet from other employee records? If not, and it was discovered in an audit, you would be subject to a fine of $10,000.

Likewise, do you keep timecards for at least one year, and the files on terminated employees for seven years after the end of employment? If not, and discovered, you could once again be writing a check to the government.

You may be thinking "That could be serious, but what are the odds they'll ever do an audit on me... right?"

Hilda Solis, our new Secretary of Labor has been aggressively moving to boost enforcement of labor laws throughout the country, including recently hiring hundreds of new investigators to scrutinize business records and protect employees whose wages or overtime may have been underpaid. And trust me, if you think ten grand is a lot to pay for not having separate employee files, you'll blanch at the price for not paying your folks correctly.

The executive director of the National Federation of Independent Business' small business center said, "our members are concerned that the Department [of Labor] is shifting to a "gotcha" enforcement approach," and she's probably right. But that's not going to stop the DOL from acting as they see fit. It is up to you, the business owner or manager, to be aware of the new reality and respond accordingly. Simply put, you need to be, or become, legally compliant. If you aren't, the costs could be painful at least, disastrous at worst.

What can you do? Get guidance from a friendly source. Have someone familiar with labor law compliance do an audit of your records, your documents, and all things associated with your people. Listen to their advice and act appropriately. The time and cost of becoming compliant with the law will be far less painful than what you'll go through with the government. The process of settling with the Department of Labor will be long, painful and very expensive. It will be a drain on your bottom line that no small or mid-size company can afford.

Becoming and staying compliant isn't something you can put off. The DOL has a new sheriff in town; she has the laws on her side and she's aggressive about enforcing them. Don't become an unnecessary notch on her belt. Protect your company, don't pay needless fines, and keep the money you've worked so hard to earn.

Future Trends from the Society for Human Resource Management

Tue, 09 Mar 2010 10:42:20 -0500

The Hot Dog Story

Tue, 09 Mar 2010 12:12:34 -0500

Once there was a man who had a stand on one of the busy streets down town and he sold hot dogs. He sold good hot dogs and folks bought from him on a consistent basis. He put signs up advertising his hot dogs, he placed ads in the newspaper, and he told everyone in his community how good his hot dogs were. And he sold a lot of hot dogs!

So he increased his inventory. He bought more buns, more hot dogs, more wrappers, and more condiments. He built a new stand and made it larger, added signs advertising his good hot dogs, and he kept his sales area neat and clean. He made sure his hot dogs were always hot and that his customers always walked away with a smile. And his sales continued to increase!

He was so successful that he was able to send his son to Harvard University. After graduating with a Masters Degree in business, the son returned home to join his father in business. At the end of his first day on the job, the son said: "Dad, I know you're not educated in Economics and you have not had the opportunity to read and study the latest journals on business and economic forecasts. But the overall economy is in terrible shape. The huge federal deficit, the trade deficit, oil prices, and the unemployment rates are undoubtedly going to plunge this nation into a horrible recession. I think you should consider these things for future planning."

The man scratched his head and thought: "Well, my son has the finest university education from the most acclaimed business college in the country. He must know what he is talking about."

So the man reduced his inventory by half. He stopped advertising in the newspapers and took down his signs to save money. He quit telling everyone in his community about how good his hot dogs were and he even went back to using the old cart from years ago. And his hot dog sales went down the tubes almost overnight!

"Son", the man said to his Harvard-educated offspring, "You sure were right. Damndest recession I've ever seen."

The moral of the story: Keep on selling your products, your services, and yourself. No one can stop you from succeeding but yourself!!

Contributed by:
Bill Blackburn, HR Group Affiliate

Fraud, Theft & Workplace Violence

Sun, 07 Mar 2010 13:28:09 -0500

The HR Group Sponsors Job Support Group

Fri, 12 Feb 2010 10:51:49 -0500

Top HR Resolutions for 2010

Thu, 04 Feb 2010 16:33:44 -0500

By David Moff, CEO, The HR Group

In our recent 2010 HR Plans Survey, we asked the question, "What are your top one or two resolutions for the new year?" The responses were interesting, but not totally unexpected. Most of the responses fell under the following main headings, in no particular order:

Hiring and Retention
Employee Engagement and Effectiveness
Job Descriptions
Remaining Union Free
Wellness and Healthcare Costs
Employee Handbooks and Policies
Operations

Here is a summary of the resolutions:

Hiring and Retention

Retain and develop top performers
Improve candidate screening process
Hire the right people
Reduce turnover

Employee Engagement and Effectiveness

Continue building teamwork and excellent performance within our department.
Training and Re-Training Upgrade performance reviews to hold EE more accountable for progress
Employee Engagement
Improve Communications (3 people stated this resolution)
People development

Job Descriptions

Update all Job Descriptions and communicate those to all associates (2 people stated this resolution)

Remaining Union Free

Remain union-free
Union avoidance education.

Wellness and Healthcare Costs

Enhance our Wellness Program
Implement a stronger Wellness Program
Lower medical claims through our new Wellness Program
Lower total number of smokers throughout the company

Employee Handbooks and Policies

Create an Employee Handbook
Update/revise employee handbook
Revise lay-off policy

Operations

Create more organized procedures to operate more efficiently
Maintain effective control over daily operations while gearing up for physical expansion
Maintain compliance according to all local, state, federal, and industry guidelines
Try to deal with ongoing government intrusion
Grow sales and reduce costs
Reduce HR paperwork by increasing the number of electronic documents that we use
Better Customer Service

So what are your resolutions? What will you do differently to improve your organization so it will “weather” the economic storm? What is your biggest challenge? The HR Group has ideas and solutions to help solve your problems. Got a question? Click here.

City of Greensboro and The HR Group Host Quarterly Diversity Forum

Wed, 13 Jan 2010 15:28:00 -0500

The Risk of the Counter-Offer

Thu, 07 Jan 2010 14:57:21 -0500

by Chuck Csizmar, Consultant, The HR Group, Inc.

Bob just turned in his resignation, handing you a paper with a single line of text; he was leaving in two weeks. Cripes! Bob is one of your best team leads, and his departure will leave a hole in your department that will be hard to fill, especially in the short term.

Is there anything you can do?

At this point the question of a counter offer will pop into every manager's mind that has ever faced this dilemma. Give Bob what he wants and he'll stay - right? Find out what he has been offered and promise the same. Problem solved?

Not by a long shot. It's not that simple.

Bob may or may not decide to stay, but meanwhile other discontented employees will note your response, the relationship with Bob has already been damaged by his resignation, and any new "arrangement" might create internal equity trouble. Productivity and morale could be impacted, no matter what happens to Bob.

Your solution might create even more problems for you.

What to do? Let's look at the implications of a counter-offer from both sides.

The Employee Perspective

If an employee has made the decision to leave, and subsequent actions have progressed to the point where an offer has been received, then mentally they have already left. Any internal debate they might have had over making a change has already been resolved, and they are comfortable with their decision. They may even be anxious to leave, as the new employer offers a fresh start, with new challenges, new faces, increased responsibilities and of course more money.

They may be enticed to stay by increasing their rewards package, but you cannot be certain. Their true motivation may remain an unknown, leaving you to deal with only what they are willing to disclose.

If the key catalyst for resignation is not rewards (i.e., friction with the boss, perceived dead-end job, dated technology, long commute, too much travel, etc. etc.) a counter offer focused on more rewards will miss the mark.

The Employer Perspective

If you extend a counter-offer, it will become known and discussed. Employees may get the idea that such is the way to get a better deal with the company - by threatening to quit.

Those who accept counter-offers often leave anyway within 6 months - that is all the time you have purchased, as other unresolved issues would remain sources of continued dissatisfaction. More money will not solve those problems, and typically counter-offers address only the money (easy fix?) issue.

Once an employee has resigned, even if later rescinded, their relationship with the company is forever altered. It is unlikely that the company will have positive thoughts about the individual down the road, even if the immediate manager still loves them. Career prospects will have taken a body blow.

If you extend a counter-offer and it is rejected, the same internal damage will be felt as if it had been accepted - so you better be careful before extending yourself. Meanwhile, the employee is no longer considered loyal, and cannot be trusted to remain longer term. They have been bought.

When could this work for you?

If an employee tells you they are thinking of leaving, vs. actually having an offer in hand, then you have more room to maneuver. But the company should examine how they deal with threats - because other employees will be watching.

However, if your world will end if Bob leaves, or you need to buy time until a replacement can be put in place or a project completed, you may wish to consider negotiations.

Caution: line managers may advocate a counter-offer more because their lives are made difficult by an employee's departure than the business impact of the separation.

Doing it anyway

If you are planning to make a counter-offer, prepare yourself in advance by:

• Learning the nature of the offer you are competing against
• Ensuring your period of vulnerability is minimized
• Developing a backup employee as soon as possible
• Deflecting employee criticisms over favored treatment, dangerous precedents, etc. Word will get out, so you should have a story ready that rationalizes your decision. You do not want to face a host of "what about me?" calls.
For those companies who may have a policy that allows managers to consider counter-offers, the approval process should be visible enough to ensure that the broader issues of business justification are discussed. Personally affected line managers should not make the call.

A final caution: like a fine aged whiskey you should only sip at this practice and savor the mutual gain, not gulp it down and feel the burn.

What's in a Title?

Wed, 25 Nov 2009 10:55:49 -0500

By Chuck Csizmar, CCP
I once faced a client situation where I was asked to uncover why a Senior Accountant (non-exempt) reported to an Accountant (exempt). This same company used the title "supervisor" to describe individual contributor positions and it was not uncommon for Managers to report to Managers and Directors to report to Directors.

Given that these situations occurred in a large and presumably sophisticated company, one might ask - is there really a problem here? What's the big deal, and is anyone being harmed? Advocates would say that offering an employee a special title is a harmless and inexpensive reward, one that doesn't raise employer costs. It also improves the morale of affected employees.

Where do these scenarios come from?

Managers grant esoteric titles to those for whom they have limited means of reward. "They won't let me give you the salary increase I think you deserve, but let's change your title to xxxxx". Like greasing a squeaky wheel for a short term fix they want to do "something" to keep the employee quiet / motivated / not thinking of leaving.
Employees are given job opportunities (titles) where none should exist. Have you experienced the long serving Secretary / Administrative Assistant promoted to the newly created role of Office Manager, all while performing the same job?
As a salve to employees a "special" title is used because somehow the position (usually clerical) is considered so different from other jobs that it needs to be specifically identified. Special titles can also be seen as reflecting on the importance of the managers themselves.

In my experience it is usually those in management who consider themselves "above the fray" who do not see title inflation (puffery) as a problem. Interestingly enough, that level of management can be severely put out if the same title giveaway happens within their hierarchical level.

At the risk of being called Mr. Gloom & Doom, let me explain the type of harvest that you can expect from planting these problem "seeds".

Role clarity (job duties, business impact, decision-making, etc.) behind questionable titles will become blurred. This in turn would generate more confusion as the company creates Senior Managers and Group or Area Directors and other in-between titles in the hierarchy to differentiate the "real" jobs from the inflated titles.
When attempting to determine the competitiveness of your positions the less accurate the title is in relation to the work performed, the more likely your analysis will be skewed. Benchmarking unique, employee-specific and inflated titles will make a correct assessment of your competitiveness more difficult. This could have real cost impact.
Those with inflated titles will expect whatever perks or privileges that normally accompany the title and their absence could cause difficulties. It's an awkward conversation when you tell an employee that the import of their new level in the organization is "title only".
Inflated titles can be a detriment to incumbents as well, such as the "Director" who now only qualifies for a "Manager" title with a prospective employer. These employees have limited opportunities outside your company because other employers would be reluctant to hire someone where the title is lateral or even backward to what they currently hold. The result could be that mediocre performers remain with your company because they have nowhere else to go.
The natural extension of inflated titles is inflated grades / salary ranges, as the bogus "senior" position would be placed in a higher grade than the "intermediate" position, right? This practice will gradually increase your fixed costs without a corresponding rise in either performance or capability.
Some employees legitimately find themselves in a dead end job, and granting them a cosmetic title as a salve doesn't help anyone. Lead or supervisory mail clerk? Or the "supervisor" that no one reports to?
Employees do not like giving up these inappropriate titles. Thus employee relations / morale issues will likely develop if you try to correct poor past practices. You may have to develop creative "buy out" scenarios or grandfather employees.

If you are in a situation with inflated, redundant and confusing job titles, what steps can improve your lot?

Organize a spring cleaning exercise: start with the low hanging fruit by eliminating (deleting from your systems) all titles that are unoccupied.
To avoid backsliding you should accompany that initiative by implementing tighter procedural requirements necessary before a "new" title can be authorized. While perhaps only a finger in the dike or closing the barn door after the horses have left, you must cut off the flow of new problems before you can effectively address the core issue of incumbents.
The company would need fewer job descriptions if the wording was more generalized. Standardized titles would clear away much of the role responsibility confusion while clarifying an employee's duties.

Especially in clerical positions, the general nature of duties for most positions (filing, record keeping, secretarial, forms processing, correspondence, etc) lends itself to standardization - which in turn makes it easier to move employees from position to position without having to "promote" someone when their title changes.

Bear in mind though, that title standardization makes more sense in a conference room than it does during an employee discussion. A "Senior Depository Research Clerk" will always sound more important than a "Clerk III" or even "Senior Clerk".

Companies try to reduce the number of titles whenever a new HRIS is established (that's usually when the huge number of active titles becomes widely known). Anyone who has been exposed to the process of implementing an HRIS (SAP, Peoplesoft, Oracle, etc.) will tell you that job title standardization is a key component of the project.

However there is always a degree of passive resistance when individual leaders realize that "their" area is being cleansed of superfluous / redundant / misleading titles.

Fewer titles can mean more role clarity in your organization, greater accuracy in assessing pay competitiveness, more control of labor costs and indeed higher morale as employees know where they stand and what they must do to succeed in your organization.

A final caution: be careful of setting up titles without occupants "in case we want to promote someone down the road." Guess what? You will.

Could You Be a Career Pioneer?

Thu, 29 Oct 2009 09:38:54 -0400

By Gail Ostrishko, Consultant, The HR Group, Inc.

"They just don't make them like they used to!"

This is a timeless truth; applicable to almost anything you can think of, but especially indicative of current careers. Past generations went to work for a company with the intention of being employed through retirement. They offered loyalty and longevity with the expectation of the same from their employer. Many of our parents worked for the same company for decades, retiring with the proverbial pension and gold watch. Those days are long gone and for good reason.

Today's workforce is diverse and dramatic. They are no longer willing to settle for a job, they want a career that allows them to express who they are through what they do, and to have a life too. They are career pioneers, in a quest for value and meaning in their lives. Sure, the current economic agenda has thrown a monkey wrench in the mix, but most people are still not willing to just settle for a job. After all, most people spend more time working than they do engaged in any other activity!

Our current workforce is comprised of four very distinct generations, all with unique values and perspectives on their work and their careers. Many older generation employees still embrace the baby boomer mentality that we must work long and hard because that is what it takes to build a good organization. They are willing to make significant sacrifices, and expect others to do the same. Younger workers are less likely to embrace the same mentality. They are more diverse, socially conscious and technologically savvy. Many are more committed to raising families and enjoying life than they are to climbing the corporate ladder. They will leave jobs they do not like, believing they will find another one they do.

Compound the cross-generational issues with the consistent downsizing, outsourcing and reorganization characteristic of the current corporate climate, and you get a cacophony of unique perspectives. While many people lose jobs in the process of reorganization, it is not always a negative experience. For many, it is just the creative catalyst they need to make much needed changes in their lives and their careers. This forced transition mimics the mama bird pushing her babies out of the nest, forcing them to fly. While the initial plunge is alarming, it is paramount in the overall process.

Career Pioneers take an internal inventory, literally working from the inside out to determine what makes sense for them based on their unique strengths and abilities. They are more likely to craft a conscious vision of a career they desire for themselves and go about finding or creating it, as opposed to the traditional approach of applying for available jobs based on the best-perceived potential fit.

Career Pioneers embrace the #1 rule of leadership: Know Thyself, in their quest to be leaders in both their personal and professional lives. They utilize a clear structure for self-evaluation including consciously and consistently seeking wisdom and feedback from others

Career Pioneers see work as just one piece of the larger puzzle of life. While it may be the centerpiece for some, there are other elements that hold equal value in creating a healthy and balanced life.
They are willing, even eager to take risks and they have courage to explore new territory.

Career Pioneers set their sights on what they want and believe in their capacity to achieve it. They know they deserve what they desire and are willing to invest the time, effort and energy to achieve it.

Pioneers lead the way, opening up new avenues of thought and development, preparing for new possibilities and adventures. Don't you want to be a Career Pioneer??

The HR Group offers a variety of resources and consultants for Career Pioneers. For more information, contact The HR Group.

The HR Group Announces Two Promotions

Tue, 27 Oct 2009 15:43:24 -0400

October 15, 2009 - The HR Group, Inc., a Triad-based Human Resources consulting and training firm, has named Sandie Bateman, MBA as Vice President, Learning & Development, HRG Academy, and has also named Brenda Thompson to the position Director of Administration.

In her new position, Ms. Bateman will be responsible for providing strategic leadership and direction to The HR Group's Learning & Development business offerings. She works directly with clients and affiliates to customize the curriculum desired by our clients in order to help them develop a highly skilled and capable workforce. As Vice President of the HRG Academy, she is responsible for the design and implementation of courses offered to the public.

Ms. Bateman began her career as a teacher in the Guilford County School system. Her corporate career was with a national specialty chemical manufacturing firm where she served as Manager of Corporate Communications; Manager, Customer Reporting and Manager, Training and Development.

Sandie serves on the Board of the Triad Chapter of the American Society for Training and Development and is a member of the Human Resource Management Association of Greensboro.

Sandie earned a Bachelor of Arts degree in Biology from UNC-G and an MBA from UNC-Chapel Hill.

As Director of Administration, Ms. Thompson manages the key administrative processes of The HR Group. She is responsible for the day-to-day planning, directing and coordination of communications, staff support, business interns and facilities management.

In her 25 year career, she has held positions in Personnel Selection, Human Resources, and Workers' Compensation for several large organizations. She ran her own business for 10 years, supporting organizational development professionals.

She currently serves on the Business Services Advisory Board at ECPI College of Technology.

Brenda received her B.A. in English from the University of South Carolina in Columbia and her M.A. in Christian Education from Union/PSCE in Richmond, Virginia.

New Twists at OFCCP for Federal Contractors

Wed, 14 Oct 2009 13:13:55 -0400

By Nancy J. Pysher, SPHR
Consultant, The HR Group, Inc.

The Obama Administration has appointed Hilda Solis as the new head of the Department of Labor. She has proposed that the Employment Standards Administration be eliminated and that the OFCCP report directly to the Secretary of Labor. This reorganization is scheduled for November of 2009. Ms. Solis is an ardent supporter of Employee Free Choice Act and will definitely be bring a new twist to the administration.

Patricia Shlu who recently received the "Woman-Warrior Award" of the Pacific Asian American Woman Bay Area Coalition will be directing the OFCCP. She is affectionately known as one of the most relentless Asian-American litigators and has 25 years of experience litigating employment discrimination.

These two ladies will administer a 33% increased OFCCP budget of $109.5 million with a 36% increase in enforcement officials (213 additional). This will likely increase audits from 5,000 to 6,800 annually. The rope gets tighter.

The primary focus will be in the hiring area since 92% of audits with findings of discrimination involve hiring bias. The word is that they will be focusing on hospitals and HMO'S besides construction contractors and subcontractors. Emphasis will also be on tracking proper documentation of veterans, individuals with disabilities and state unemployment service outreach documentation.

Who will be targeted?...

Since 2006 the standard three-prong trigger (tipping point) for future inquiry has been used. But we are seeing a shift to variation in compensation trigger. This shift modifies the "tip" formula and renders audits less predictable. We will also possibly see the resurrection of the EEO Survey that chokes us with paperwork like a hangman's noose.

What we expect going forward will be more aggressive activity and greater attention to your recordkeeping. Different rules apply to companies receiving ARRA (American Recovery and Reinvestment Act) money. It gets really complicated identifying who is and who isn't and who is the contractor and who is the subcontractor and what requirements come into play. What we do know for sure is that E-Verify is a must as of September 8, 2009.

Another interesting change is that the "Beck Notice" has been rescinded. (This is the notice you had to have posted informing employees of their right not to join a union.) Executive Order 13496: Employee Notice spells out the requirement to post information for employees of their right to join a union. This is quite a switch in emphasis that will surely tighten the employer rope even more as we see the year play out.

Whatever your business, if you think you should be working under an Affirmative Action Plan, please GET HELP. Many things are changing and twisting what we thought were the right answers. There are new players with big bucks and lots of help to identify your lack of required outreach and or recordkeeping. Get qualified assistance to help you through this transition and keep you breathing as the ropes twist and turn to a new direction.

Diversity Matters in Greensboro

Wed, 14 Oct 2009 15:23:35 -0400

News & Record, Sunday, October 4, 2009
By Leonora Billings-Harris, Diversity Consultant, The HR Group, Inc.

In the Triad, Robert, Faheem, Tracee, Soo Lin, Kewal, Tameka, Hernando and Sarah are typical employees for a mid-sized company. Their ages range from 23 to 59.

Two are single, two are married; three have life partners; two are child-free, three are parents; one is gay; one is blind; one is caring for a parent and two children; and two are single parents.

Among them, there are four languages and six religions. As a group, they exemplify the diversity in our workplace and community today.

Just having diversity in our workplace or community is not enough. These differences only constitute a cluster. Diversity does not insure a fully productive and functioning team.

Without an effective way to engage people in dialogues to share their common interests and differences, biases, stereotypes and misunderstandings will abound. Especially during times of scarcity, our communities have more examples of cross-cultural clashes than anyone would like to admit.
Community organizations, educational institutions, some local businesses and places of worship provide education and opportunities for open dialogue to help Triad residents understand, respect and celebrate our diversity. Yet I am regularly asked, "Does diversity really matter?"

Ponder these questions:

Has a customer whose ethnicity is different from yours ever asked to speak to your manager before discussing anything with you?

Has a store clerk ever given you eye contact to address your needs, even though you know a customer of a different age or ethnicity was waiting for service longer than you?

Have you ever assumed you would not gel with certain people because your age, gender, ethnicity, origin, socioeconomic level or religion was different from theirs?

If the answer to any of these questions is yes, you experienced what I call a "multicultural mishap."

Diversity does matter. Each time these mishaps occur, even though the "offender" may have had good intentions, these negative micro-messages send a signal to the person who is different that he or she is not important enough to warrant the same respect as others who do fit in.

So what can you do? Face your fears by replacing myths with facts. Learn, speak up and go beyond the easy stuff. The easy stuff includes attending ethnic festivals, feeding the hungry once or twice a year (so you can feel good) and watching a movie or play about a culture different than your own once in a while. These are wonderful activities, so do them and keep doing them, but they are not enough to make a sustainable difference in our community.

Make a commitment to get involved with one of the many local organizations that focus on diversity and inclusion to help us all become better agents of change. Speak up to your neighbors, co-workers and community leaders about ways to make Greensboro's diversity a competitive advantage.

Together, our diversity matters.

I know Greensboro can become a leader and model city in this effort. I am committed to making the change happen. Are you?

Greensboro resident Lenora Billings-Harris is a nationally recognized diversity strategist, author and speaker on diversity and inclusion. She is an affiliate of The HR Group (www.thehrgroupinc.net).

Two Days to Not Worry About

Wed, 31 Mar 2010 16:24:36 -0400

There are two days in every week about which we should not worry, two days which should be kept free from fear and apprehension. One of these days is Yesterday with all its mistakes and cares, its faults and blunders, its aches and pains. Yesterday has passed forever beyond our control. All the money in the world cannot bring back Yesterday. We cannot undo a single act we performed; we cannot erase a single word we said. Yesterday is gone forever. The other day we should not worry about is Tomorrow, with all its possible adversities, its burdens, its large promise and its poor performance; Tomorrow is also beyond our immediate control. Tomorrow's sun will rise, either in splendor or behind a mask of clouds, but it will rise. Until it does, we have no stake in Tomorrow, for it is yet to be born. This leaves only one day, Today. Any person can fight the battle of just one day. It is when you and I add the burdens of those two awful eternities, Yesterday and Tomorrow, that we break down. It is not the experience of Today that drives a person mad, it is the remorse or bitterness of something which happened Yesterday and the dread of what Tomorrow may bring.

Let us, therefore, Live but one day at a time.

-Author Unknown

Contributed by Bill Blackburn, Consultant, The HR Group, Inc.

Do Away with HR in Down Economic Times??

Mon, 15 Dec 2008 05:38:35 -0500

By David Moff, CEO, The HR Group, Inc.

As companies look for ways to trim Costs and navigate their companies through tough
economic times, they often begin by trimming the HR department. And when they do, they will be putting the company at an even greater risk of failure---- HERE ARE SEVEN REASONS WHY!! AND THERE ARE MANY MORE.

1. With the increase in layoffs, the number of suits being filed by terminated employees is also rising.
2. You may be liable to give back pay, if you did not classify exempt/non-exempt employees properly.
3. Outplacement services for terminated employees are very important.
4. Continued training for supervisors and managers can prevent law suits.
5. Avoid WARN Act surprises by maintaining proper flowcharts.
6. Employee Handbooks should be reviewed and updated annually.
7. Employment Practices Liability insurance policies should be reviewed annually.

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