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News and insight about working in and with today's contingent workforce.
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Workforce news and insight from Sean Rehder, a former Recruiter, 1099 Independent Contractor Compliance Manager, and Supplier Qualification Program Manager turned web developer.
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Thursday, October 30, 2003
 News Articles
from Workforce Reporters
VENTURE Capital Investment Tapers Off
Washington Post, DC
By MICHAEL LIEDTKE. SAN FRANCISCO - The three-year descent in venture capital investments tapered off in the third quarter, suggesting ...
FIGHTS over insurance expected
Fresno Bee, CA
By Michael Liedtke. SAN FRANCISCO -- As the Southern California fires incinerate hundreds of homes, insurers are promising to come ...
HARD TIMES for soft benefits
New London Day (subscription), CT
By ADAM GELLER. New York -- Many employers who embraced telecommuting, job-sharing and compressed work weeks in the competitive job ...
FIRMS turn less family-friendly
Buffalo News, NY
By ADAM GELLER. NEW YORK
- Not long ago, employees at Merrill Lynch & Co. making the switch to working from home, trained first in ...
BENEFITS Of Flex Accounts
Newsday
Even though she's expecting to shell out more for her employer's health insurance plan and medical expenses next year, Liz Copeland has found a way to minimize the pain.
JOBLESS rate steady despite sagging factory sector
Pittsburgh Post Gazette, PA
By Jim McKay, Post-Gazette Staff Writer. Local manufacturing jobs continued their steady downward slide in September as the unemployment ...
WANT to earn more? Work for big firm or opt for a union
Pittsburgh Post Gazette, PA
By Jim McKay, Post-Gazette Staff Writer. If you'd like an idea of what your neighbor might earn at work, a new wage survey of employers ...
ASSESSMENT program helps high school students, work candidates ...
Pittsburgh Post Gazette, PA
By Jim McKay, Post-Gazette Staff Writer.
To get a job refurbishing Bradley fighting vehicles at the United Defense Corp. plant in ...
JOB surplus said to be near
Pittsburgh Post Gazette, PA
By Jim McKay, Post-Gazette Staff Writer.
While much of the working world was nursing a morning cup of coffee yesterday, Jeff Taylor ...
FEWER firms provide for retirement
San Francisco Chronicle, CA
The percentage of U.S. companies offering retirement plans has dropped sharply since the late 1990s, according to a new study of Census Bureau data.
401(K) plans face scrutiny
San Francisco Chronicle, CA
Massachusetts securities regulators are shining light on yet another questionable practice in the mutual fund industry: Shareholders who come into funds through 401(k) plans can get away with market timing more easily than other investors.
GROUP looks for next big thing
Raleigh News, NC
By KARIN RIVES, Staff Writer.
The group charged with marketing the 13-county region surrounding Research Triangle Park to prospective ...
TRIANGLE'S jobless rate falls
Raleigh News, NC
By KARIN RIVES, Staff Writer.
The Triangle's job market appears to be on the mend, although companies in some sectors continue to ...
JOBLESS insurance not a net for all
Raleigh News, NC
By KARIN RIVES, Staff Writer.
Raymond Bardowell of Clayton was not surprised when his employer sent him a termination letter in June. ...
TRIANGLE CEOs
Raleigh News, NC
By KARIN RIVES, Staff Writer.
In many companies in the Triangle, a new breed of CEOs is making efforts to connect with workers. Like ...
YOU Didn't Get This Career Advice in College
Fortune (subscription)
By Anne Fisher.
How do you stand out in a "cattle call" interview—the kind where campus recruiters summon hundreds of candidates at a time? ...
HOW to Get Out of a 'Dead-End' Job
Fortune (subscription)
By Anne Fisher.
I was hired in my current job right out of college, two years ago, and for the past few months I've been getting more and more bored. ...
posted by Sean Rehder at 6:34 AM, (Permalink)
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Sunday, October 26, 2003
 HR.com Human Resources Masters Symposium 2003
This Monday & Tuesday I'll be in Palm Springs, CA for this event. I'm very much looking forward to it. Here is a brief description.
Location:The Westin Mission Hills Resort, Palm Springs, CA
Dates: October 26-30, 2003
The Power of People Series is comprised of a variety of unique events hosted by HR.com, the largest Web destination and research provider for HR experts in North America and Europe. This series promises to be the single most important HR and Leadership event in 2003. From world-class keynotes to incredible networking opportunities, the value of participating and the return on investment is well worth your time.
posted by Sean Rehder at 11:00 PM, (Permalink)
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 What Are People Doing About Health Costs?
Question:Last year, there was a 40 percent increase in the health care premiums at my company. The company picked up 75 percent of the total cost, which amounted to a significant increase in benefits for those covered under the company health insurance plan. What are employers about rising health costs--especially since some people use more health care, and some use less. Should those who use less be rewarded?
Answer:When it comes to priorities, controlling health care costs tops employers' benefits-related agendas. Many employers find themselves having to make changes to the plan's design at the 11th hour to address a large rate increase. Sometimes the employer must accept the increase and share it with the participants. Unfortunately, these solutions are temporary and do not distinguish among low, medium and high users of the plan.
Flexible-benefit plans sought to mitigate this same predicament back in the 1980s and 1990s. Although not a new concept, flex plans are making a comeback as the composition of the U.S. workforce continues to change, and as employees feel the pinch of increased premiums. With a flex program, the employer can adopt a "defined contribution" approach to benefits, deciding at the start of each plan year how much it will spend on benefits that year. Then, the employer makes available various levels of coverage at various prices. At open enrollment, employees can either tailor their benefits and contributions to fit their own needs or choose to receive cash compensation instead.
More recently, employers have begun introducing consumerism and consumer-driven plans that also can be viewed as an attempt at equitable distribution of health care dollars. In one model, the employer allocates a specific dollar amount to a Health Reimbursement Arrangement (HRA) for each covered person (perhaps $1,000). The account is used to reimburse the first $1,000 of medical expenses before a "high" deductible kicks in and a traditional medical plan is layered on top. For big users of medical care, the account balance will be zero at the end of the year. For low users, accounts may be used to reimburse over-the-counter drugs, dental, vision or other qualified expenses, or the person may roll the balance to accumulate in future years.
Perhaps a hybrid approach would have the employer offering more than one high deductible option as part of a consumer-driven health offering (perhaps $1,500 and $3,000). People who don't use medical care as much would be able to buy into the $3,000 deductible option at a lower contribution rate.
Regardless of what form they take, health plan designs that promote consumerism, make employees more aware of costs, and foster equitable treatment of all employees will play a growing role in employers' health care cost management efforts.
SOURCE: Elizabeth A. Dudek, Vice President, The Segal Company, Washington, D.C., Sept. 22, 2003.
posted by Sean Rehder at 6:50 AM, (Permalink)
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 Automating the Staffing Process for Hourly Jobs: The Benefits
By Charles Handler & Steve Hunt
Increasing numbers of companies are using online and automated staffing tools
to improve the efficiency and effectiveness of their processes for hiring hourly retail, customer service, manufacturing, and work processing employees. Here are some of the advantages that can be gained from automating your hourly staffing practices.
posted by Sean Rehder at 6:42 AM, (Permalink)
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How Do I Overcome the Recruiting Blahs?
Question: How do I get out of the recruiting blahs? I have goals set by executives to fill open positions within 15 days. Once we begin interviewing top candidates, however, we become ultra-selective, sometimes going through the process three or four times before finding the right candidate, which makes our human resources/recruiting function look bad because we didn't hire in time. Another thing: we are very :disposable" with our people. This year, for instance, we hired the same number of employees as we lost.
Answer:Let's see here, your goals are not your own and clearly you aren't looking to make them your own. Yet obviously you feel the frustration of having to meet someone else's goals--goals you don't buy into. You regret the "disposable" attitude of your firm and include yourself as one of its members (hopefully).
What to do? Either get out of the game or get some skin in it. Whiners can't lead, and leaders aren't about to stand still for letting vice presidents or anyone else set goals for them.
You have three choices:- Make those goals your own and start working to achieve them.
- Accept the preset goals, but methodically build a case as to why these goals harm the company financially.
- Present compelling data to top management to persuade them that you have a better handle on what the proper time to fill a job should be.
Whatever you choose, be prepared to take responsibility for it, because the current cost is way too high. What you do (or don't do) can negatively affect the careers--and the lives--of a lot of people, yours included. If you assume you're a partner and act like it, you might still get fired. But you'll be better off than you are now.
Who interviewed the 21 people who left this year? I doubt it was you. Interview the interviewer and then personally call--after hours--every person who has been gone for 90 days or more. Use a structured technique to elicit what "disposable" really means on a behavioral level. Think about what the firm must do to reduce turnover and retain solid employees. Do what you have to do to sell your idea and begin the change process. Become the company's "retention champion," and measure the return on investment of keeping top-notch people.
The answer to your recruiting blahs: change your attitude about making a difference. Your willingness to display a different attitude will challenge you to use and develop business skills, as well as own and embrace clear performance goals as a condition of how you work. In the end, your success is an absolute certainty. You will either prove your skills, determine what you need to learn to improve hiring results, or find that your skills, work ethic and attitude would be better appreciated in another environment. Ask yourself which person you would hire for a senior recruiting position--the one with the blahs or the "new you."
Oh, and by the way, a recent study by Staffing.org of 1,500 firms indicates the average time to start is 70 days.
SOURCE: Gerry Crispin, co-author of CareerXroads, Kendall Park, New Jersey, Sept. 11, 2003.
posted by Sean Rehder at 6:37 AM, (Permalink)
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What Rewards Would Suit Professionals Who Generate New Business?
Question:My company wants to create an incentive program for business-development professionals who bring new contracts to the company. Most of these contracts last at least a few years. What are some effective incentives for these employees--who along with other higher-level employees also receive variable pay that links business results with their individual results?
Answer:The key question to ask: how firm are the terms of the contract? If the contract terms and value have a high probability of occurrence, then the payment should be provided when the contract is won. Typically, you'd have some type of bonus program, with increases in the payment based on the face value of the contract. For instance, contracts of less than $2 million could provide the seller a bonus of $25,000. Contracts worth $2 million to $5 million could provide a bonus of $50,000, while contracts generating more than $5 million could provide a $75,000 incentive bonus.
To ensure that earnings motivate employees and meet their expectations, the company needs to estimate the number of contracts it expects to land. Any contracts over the target should provide the employee with "upside" dollars earned for exceeding the goal.
Companies, however, shouldn't pay people solely for new contracts. They should give incentives for actual current-year revenue (all contracts, regardless of the year they closed). Think of this as the value of the assets employees have helped create. There might be $50,000 in incentives available, with $30,000 (60 percent) available for new contracts and $20,000 (40 percent) available for total revenue achievement.
Many companies might be tempted to base the reward on the profitability of the contracts over time, rather than on revenue. Business developers rarely, however, control the execution of contracts after the sale, so revenue is typically a better measure of long-term success.
To make things fair, companies should establish multi-year revenue objectives for salespeople in advance. This means something like the following: - Year 1 - Total Recognized Revenue of $2 million
- Year 2 - Total Recognized Revenue of $6 million
- Year 3 - Total Recognized Revenue of $12 million
This allows the company to ensure that payments are for value realized, not possible future value. There's often a high threshold before the payout begins (such as 80 percent of the goal), and the company's exposure is limited (such as a maximum payout of 200 percent of the goal).
Committing to a multi-year plan in advance presents the biggest hurdle for most companies. Restating the objective will be very de-motivating to your sales staff, unless it comes down. Companies should determine whether these roles will be stable and ensure that employees will value the long-term reward. Companies also need to determine how to "buy the seller out" of the future value if they choose to end the program or reassign or promote the employee.
SOURCE: Ted Briggs, national head of the sales force effectiveness and marketing practice, Sibson Consulting, the human capital consulting division of The Segal Company, New York City, Aug. 19, 2003.
posted by Sean Rehder at 6:26 AM, (Permalink)
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Saturday, October 25, 2003
Negotiating Salary
by Karen Alphonse, Senior Consultant, ExecSearches.com
Recent clients have asked many questions about salary related topics. How is it most tactful to broach these sensitive issues? When is it appropriate to raise questions about salary? What do you say? How can you prepare to answer questions about your compensation requirements?
posted by Sean Rehder at 9:00 AM, (Permalink)
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Learn to Network -- and Double or Triple Your Sales!
By Bob Freiday, author of 10 Golden Rules of Freelance Writing and How I Broke Them (How to Break the Rules and Make It as a Magazine Writer)
"When I first "broke in" as a freelance writer and began to actually write full time, I was thrilled to death to be writing for one editor who ran two bi-weekly newsletters and another who ran one. Thus, I had three different publications to write for-- which seemed to be providing me with plenty of work.
At first, I was earning 10 cents per word, which was usually around $185, $225, sometimes even $300 per story. Great! I was excited. But then, with school clothes and Christmas coming up and children's birthdays and such, I realized that I truly needed to expand the business, somehow."
posted by Sean Rehder at 8:45 AM, (Permalink)
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Can Large Companies Be Entrepreneurial?
When it comes to entrepreneurship and innovation, does size matter? Conventional wisdom says that small, nimble firms have an advantage over large, established organizations because they can get things done faster. In the inaugural session of the Center for Entrepreneurship and Corporate Growth at Emory University’s Goizueta Business School, leaders from a variety of companies, as well as academics from across the country, gathered to discuss the challenge of growth in large companies. Knowledge@Emory asked Dr. Erich Reinhardt, CEO and president of Siemens Medical Solutions and a member of the managing board of Siemens AG, to talk about how a large firm can successfully cultivate entrepreneurship on the inside.
posted by Sean Rehder at 8:36 AM, (Permalink)
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Human Resources Executive - Free trade publication
Written primarily for vice presidents and directors of human resources, the magazine provides these key decision-makers with news, profiles of HR visionaries and success stories of human resource innovators. Stories cover all areas of human resource management, including personnel, benefits, training and development, HR information systems, relocation, retirement planning, workplace security, and healthcare. Get your free subscription >>
posted by Sean Rehder at 8:28 AM, (Permalink)
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New Web site to assist small businesses seeking to tap into international markets
New Web site to assist small businesses seeking to tap into international markets has been launched by the U.S. Small Business Administration in partnership with the American International Group, Inc. (AIG) and the U.S. Chamber of Commerce. The new Web site at www.AssessYourInternationalRisk.org is designed to provide small businesses with information that will help them determine what insurable exposures they may encounter in doing business overseas. These can range from credit and liability risks with unknown customers to workers' compensation laws, which can vary widely.
posted by Sean Rehder at 8:19 AM, (Permalink)
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Thursday, October 23, 2003
Wednesday, October 22, 2003
 | Project Management Tip
from Tom Mochal at www.Tenstep.com |
Define the Project: Assumptions and Risks
Assumptions are very much related to risk, and, in fact are simply low-level risks. Let's take an example of a common statement that is included in many Project Definitions that the resources needed for this project will be available when needed. What kind of a statement is this? Most people would say it is an assumption. After all, when a project starts, we always assume we will get the resources we need.
However, is it really an assumption? Can you imagine starting a project where the people and equipment were not available and in fact there was a realistic possibility that they would not be ready when you need them - perhaps because another project needed to finish first. It is not too difficult to imagine. In that case, the same statement would definitely be a risk - not an assumption.
The key point is that the same statement might be an assumption or a risk depending on the circumstances of your particular project. There is some degree of uncertainty to an assumption. The difference between an assumption and risk is whether you think there is a high or low likelihood the event will happen. If the event is negative and there is a low probability that it will happen, it can be stated as an assumption. If the event is negative and there is a medium to high low probability that it will happen, it can be stated as a risk. One way to identify important assumptions is to perform a risk assessment and look at all the low risk items. Most of these low risks are not worth mentioning, but some will have significant implications if events do not turn out as you think. These are the ones that you can document as assumptions.
There are two key characteristics of risks and assumptions. First, there must be some uncertainty to the event. If there is 100% chance of an event occurring, it is simply a fact. If there is a 0% chance of the event occurring, it is fiction. Neither are risks or assumptions. Second, assumptions and risks are also outside the control of the project team. If the event is within your control it is neither an assumption nor a risk. It should simply go into your workplan.
Define the Project: Project Organization - Roles and Responsibilities
For small projects, the project organization is pretty simple - maybe just the project manager, a team member and the client / sponsor. The person who is managing the project may also be working on the project deliverables as well.
However, for large projects, there may end up being an elaborate and formal organizational structure. You may have team members, an executive sponsor, a project sponsor, a client manager, a project director, a steering committee, vendors, customers, and others involved. You do not want to get overly complex, but the more people that are involved in the project; the more important it is that everyone be clear on their roles and responsibilities. For example, the last thing you want is to have people give you direction as if they were the sponsor, when really they may just be management stakeholders. You also dont want people acting as team members, when really they are just stakeholders.
One aspect of defining the project is to determine the organization structure and identify the roles and responsibilities of each team member and stakeholder. Usually the typical roles and responsibilities can be defined ahead of time for your organization and then reused as appropriate from project to project.
Define the Project: Importance of Objectives
Approved objectives are important because they show an agreement between the project manager and the project sponsor about what the project is trying to accomplish. The specific deliverables of an IT project, for instance, may or may not make sense to the project sponsor. However, the objectives should be written in a way that is understandable by all of the project stakeholders.
The project objectives, and the business goals they support, should be defined and agreed upon before the project starts. The deliverables of the project are created based on the objectives - not the other way around. That is, you don't agree on the deliverables first and then establish objectives to match. You must understand the objectives of a project and then determine what deliverables are needed to achieve them.
A facilitated meeting between all major stakeholders is a good way to create the objectives and gain a consensus on them at the same time. |
posted by Sean Rehder at 6:43 AM, (Permalink)
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Tuesday, October 21, 2003
News Articles
from Workforce Reporters
Clergy press to get grocery talks restarted
St. Louis Dispatch, MO
By Jack Naudi and Eun-Kyung Kim.
Union and company officials snarled in a grocery strike and lockout were urged Monday by clergy to resume negotiations as soon as possible. It was the second such plea by religious leaders in a week.
Strikes having impact, Millions lost in wages
Daily News
By Evan Pondel
The supermarket and MTA strikes have cost Southern California workers an estimated $60.1 million in lost wages, with several thousand employees not supported by a union stipend also feeling the squeeze, economists said Friday.
As health care costs rise, workers shoulder burden
USA Today
By Stephanie Armour and Julie Appleby, USA TODAY
In California, 70,000 supermarket workers are walking the picket lines to protest proposed health benefit cuts. Thousands of commuters in Los Angeles have been stranded as public transit mechanics walked off their jobs over changes to a health insurance trust fund. And in Chicago, garbage piled up for days this month after trash haulers went on strike to prevent health insurance cost increases.
Fed official sees signs of economy awakening
Tennessean
By Keith Russell
From Main Street to Wall Street, Federal Reserve Governor Susan Bies sees signs of an economy ready to shake out of its doldrums. ''Although uncertainties remain, I believe the fundamentals are in place to generate sustainable economic growth,'' said Bies, the keynote speaker yesterday at Middle Tennessee State University's annual Economic Outlook Conference.
posted by Sean Rehder at 12:59 PM, (Permalink)
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How Corporate Staffing and Line Management Formed a Strategic Partnership
by Wendell Williams
"I recently had the privilege of working with a corporate staffing director blessed with unusual wisdom (he hired me to solve a problem). He worked in a highly conservative organization in the Midwest that did recruiting and hiring the traditional way: that is, start with work orders, place ads, screen resumes, phone screen potential applicants, send folks to line managers for interviews, and process paperwork.
This is a story about how the corporate staffing director repositioned his department as a strategic business partner."
View story...
posted by Sean Rehder at 11:55 AM, (Permalink)
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Barriers to Relocating
Of the 170 HR professionals polled by Prudential Relocation in Irvine, Calif., 64 percent said the high cost of living was at the top of their list as a barrier to relocation, followed by 55 percent who said expensive housing was a barrier.
The survey also found 42 percent of the respondents' companies use short-term assignments instead of relocating workers. Another 35 percent allow employees to work from home (where the individual is in the office or at home part-time and on the road the other part of the time), whereas 32 percent offer telecommuting (where the individual works from home full-time).
View story...
posted by Sean Rehder at 11:47 AM, (Permalink)
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Friday, October 17, 2003
What's The Key To
Recruiting More Minority Nurses?
Question
How can we develop diverse applicant pools for recruiting registered nurses? Advertising in minority journals is too costly. What are other nurse recruiters doing to find minority applicants?
-- Eyes on the Prize, healthcare recruiter, Los Angeles, California.
Answer
Nobody wants to hear this, but recruiting is long-term.
Having said that, there are things you can--and must--begin doing now that will pay off more quickly.
- Your most valuable recruiting tool is your organization's reputation as a workplace. Your leaders must "get it" when it comes to strong leadership and creating an exceptionally positive workplace culture. You must not tolerate physicians, managers or supervisors who run roughshod over their staff.
- Craft a well-deserved reputation for being a great minority workplace, and then guard that reputation as you would your clinical reputation. When minority candidates look at your hospital, how will they assess their chances of rising to positions of leadership?
- Recruit in middle school. Teach young people of both genders that the nursing profession is cool, highly respected and pays well.
- Recruit from nursing assistants, technicians, and others already in your hospital and provide tuition assistance.
- Talk to your people. Assemble a focus group of minority RNs, find out what's good and what needs improvement in your workplace. Solicit their ideas on reaching out to minority candidates.
- Target nursing schools that have done an exceptionally good job of recruiting minority students. Some of them are DePaul University, Loma Linda, and the universities of Florida, New Mexico, San Francisco and Pennsylvania.
- Develop a minority mentoring program.
- Look at your printed recruiting material. Does it present the right image to minority candidates?
- Who is doing the recruiting? If you claim to be a great place for minorities to work, can your recruiters attest to the fact from first-hand experience?
- Use your Web site. Forget the platitudes about how important diversity is to you. Show diversity in action. Highlight and profile nurses, both male and female, from a variety of ethnic groups, and their ability to rise throughout the organization.
- Attend job fairs targeted to minorities. See www.careerfairs.com and www.naacpcareerfair.com.
- Consider radio advertising. Research shows that 96 percent of both African Americans and Hispanics listen to the radio regularly. A well-designed radio ad campaign aimed at these audiences, especially in large metro areas, can work well and is much cheaper than advertising in association journals.
But don't discount the associations. Get involved with them. Learn all you can about the National Black Nurses Association, the National Association of Hispanic Nurses, the Philippine Nurses Association of America, and others. Attend their local, state and national meetings. And when you have success in minority recruiting, share your secrets with them. You'll be seen as a great place for their members to consider working. It all goes back to reputation.
SOURCE: Richard Hadden and Bill Catlette, co-authors, Contented Cows Give Better Milk, www.ContentedCows.com, Sept. 3, 2003.
LEARN MORE: Diversity's Business Case Doesn't Add Up.
posted by Sean Rehder at 7:19 AM, (Permalink)
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Thursday, October 16, 2003
 Allan Schweyer Writes About The Case For "Total Workforce Management" Solutions
Why one integrated e-HR solution for hiring, managing and analyzing your permanent and temporary workforce is necessary.
There are about 12 million contingent workers in North America, representing a roughly $75 billion dollar industry. Employers' use of contingent labor and workers' willingness to be "free agents", are both on the rise. As we all know, the contingent labor force is usually the first to boom when an economy is coming out of recession.
Read Allan's full article at HR.com.
posted by Sean Rehder at 7:52 PM, (Permalink)
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| Project Management Tip
from Tom Mochal at www.Tenstep.com |
Define the Project: Big Projects, Set up a Program to Coordinate Related Projects
If you break down a large effort into a number of related projects, there is still a need to maintain overall management and coordination. This is the purpose of setting up a 'program'. A program is the umbrella structure established to manage a series of related projects. Each project has its own full-time or part-time project manager. The program is lead by a program manager. The program does not produce any project deliverables itself. The project teams produce them all. The purpose of the program is to:
- Provide overall direction, guidance and leadership for the projects.
- Make sure the related projects are communicating effectively.
- Provide a central point of contact and focus for the client and the project teams.
- Determine how individual projects should be defined to ensure all the work gets completed successfully.
Define the Project: Small Projects and Service Requests
The definition of small projects covers many types of work. In most companies, these small projects are not viewed as projects at all. Your company may call these enhancements or discretionary requests. For the purposes of the TenStep Project Management Process this work is considered to be a project because it meets all the criteria of the project definition. The work is unique, has a beginning and end date, results in the creation of a deliverable, etc. Its just that the work is small and so the project itself is small.
In some organizations, small work efforts are considered a part of the support or operations organization. It can be hard to decide whether a small piece of work should be managed as a support request or managed as a small project. The distinction used in TenStep is to look at whether there is discretion in when the work is completed. If a problem arises that requires a fix to be performed quickly, the work is definitely support. This work is considered support because it is reactive and is in direct response to a production problem. On the other hand, if a problem arises that can be prioritized and worked on sometime in the future, then it is considered a small project.
In general then, small projects can include the following.
- Actual unique work efforts that are clearly projects but have a short duration and small numbers of effort hours.
- Enhancements to existing production processes and systems.
- Bugs and errors in production processes that are nuisances, but can be scheduled for resolution at a later time.
- Small process improvements.
- Discovery or fact-finding work that may lead to further Service Requests or a project.
- Changes to production processes that are the result of legal, tax or auditing requirements. These requests may not be considered enhancements, since they do not provide any additional business value. However, they are still small projects.
If work is classified as a discretionary small project, it does not diminish the criticality or the value of the request. It only means that there is discretion as to when the work gets done. For example, if a request is important enough, it may push to the top of the work queue and be started immediately. However, later an even more urgent request could come up that would require the other request to be put on hold. The nature of discretionary work is that it is subject to prioritization decisions. This is in contrast to true support work. If a production process is down, or is producing inaccurate results, then typically the problem needs to be resolved now, and cannot be stopped because of a discretionary request.
In general, all small discretionary work can be documented, evaluated and prioritized through a Service Request (small project) Process.
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posted by Sean Rehder at 7:36 PM, (Permalink)
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 General
News Postings
Senate Blocks Genetic Discrimination
Saying new protections were needed against the dark side of the genetic revolution, the Senate on Tuesday overwhelmingly approved legislation to prohibit companies from using genetic tests to make employment decisions, deny health coverage or raise insurance premiums.
Guarantor of Pensions Faces Deficit
So many corporate pension funds are collapsing that the agency charged with bailing them out is falling deeper into trouble as its deficit soars toward a record $8.8 billion, its director said Tuesday.
Pay-Scale Gap Looks Different from Each Side
Federal workers in New York, San Francisco and Houston - to name a few cities - earn more than their counterparts doing the same jobs in Washington, and a lot more than same-job-same-grade feds in Norfolk, Nashville, Tenn., or Austin, Texas.That higher pay scale over time boosts the value of their retirement benefits, the dollar value of any unused vacation time they cash in, and the amount they contribute and the matching contributions they get to their 401[k] plans.The reason some feds are paid more than others for doing the same job is the locality pay feature of a bipartisan 1990 law that has been ignored or sidestepped on a bipartisan basis since it went into effect in 1993.
posted by Sean Rehder at 12:08 PM, (Permalink)
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Tuesday, October 14, 2003
Allan Schweyer writes about eSkill
Every now and again I come upon solutions, among the dozens sent to me by various vendors that stand out from the others in some way. This week, I came across one that offers a new perspective on creating candidate pre-screening questionnaires.
Read Allan's full article at HR.com.
posted by Sean Rehder at 5:03 PM, (Permalink)
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 A Quote About the Current Workforce Situation
"During the past several years, most companies have been focused on streamlining business processes and reducing costs. The down economy has not only discouraged job changes, but created more pressure to perform. Employees are being asked to deliver more with fewer resources. Many employees, including top performers, are staying in their current jobs until the economy shows a clear sign of recovery. If their employer has not treated them well, they will actively seek new opportunities as soon as the economic expansion is clearly under way. Leading companies are investing in new systems today that allow them to establish relationships with these passive candidates and build a global talent database." -- Rick Fletcher, Founder, HRchitect
posted by Sean Rehder at 4:27 PM, (Permalink)
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Workplace Safety
News Postings
Forecast for IT Hiring in Fourth Quarter Stagnant
Chief information officers expect a slight slowdown in the hiring of information technology professionals, according to Robert Half Technology's Information Technology Hiring Index and Skills Report.
Extra Security, Precautions Stem Suits for Violent Acts
Workplace violence, something rarely heard of 30 years ago, is now on the radar screen of human resource directors because employers can be held liable if they don't take reasonable efforts to provide a safe environment for their employees.
Taking the Oxymoron Out of Ergonomic Laptops
For years, regular users of laptops have known that anything labeled as an ergonomic laptop is either a typo or an oxymoron. Portable and convenient, sure, but the notebook computer’s ability to cause pain from tiny keyboards, attached screens, heavy weight and an unfortunate locale for a high operating temperature have made them anything but ergonomically friendly. IBM, however, is trying to change that.
Time Away from Office Can Zap Productivity Even Upon Return
Of the 600 respondents in a study commissioned by Kensington Technology Group and performed by an independent firm, 50 percent stated they require up to two full days to catch up on work upon their return from a business trip and 12 percent said they need at least three full days. All study respondents traveled at least once a month by air for business.
posted by Sean Rehder at 10:15 AM, (Permalink)
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Thursday, October 09, 2003
Recruiting & Staffing
News Postings
San Jose Has Nation's Second Highest Urban Jobless Rate
For a second month, the self-proclaimed "Capital of Silicon Valley," the city of San Jose, has the second highest unemployment rate among major U.S. cities, according to figures released Wednesday by the Bureau of Labor Statistics.
The Turnover Tidal Wave Is Coming: Are You Ready?
The economy has been in a downturn for a good while now, and few managers have been giving much thought to employee retention. But that's a huge mistake, because a literal flood of turnover is about to take place. Smart managers and HR professionals need to start preparing for it right away.
Blended Sourcing and Tracking
In the words-to-live-by category, "What gets measured gets done." Most companies have some form of source tracking, but there is always a percentage of sourcing efforts that don't get tracked, either because it's too hard to track or because there is no process set up to do the tracking.
Firms Add Jobs, Unemployment Steady
In a sign the nation's weak job market is finally beginning to strengthen, U.S. employers added jobs in September for the first time in eight months and the unemployment rate held steady at 6.1%, the U.S. Labor Department reported Friday.
posted by Sean Rehder at 3:46 PM, (Permalink)
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HRIS
News Postings
IT Job Security 'Gone Forever'
Gartner Research says today's information technologies manager is expected to do more with less and IT job security is a thing of the past.
S.F. Ranks No. 4 for Software Jobs
As a percentage of the region's population, software-related employment in San Francisco ranked fourth among U.S. metropolitan areas in 2001, according to a new study.
IT's Global Itinerary: Offshore Outsourcing Is Inevitable
Globalization will hit virtually all large corporate IT departments within the next year. By 2004, eight out of 10 CIOs will have direct marching orders to move offshore at least part of the technology services they provide to their businesses. Four out of 10 companies will already have done so, according to research from Gartner Inc. in Stamford, Conn.
Bay Area Tech Firms Top Fastest-Growing List
Six California companies, including four Bay Area-based firms, have topped a list for fastest-growing publicly-held technology companies, according to a recent compilation by Business 2.0.
posted by Sean Rehder at 3:44 PM, (Permalink)
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Employee Development
News Postings
More Men Seek Better Work-Life Balance
It's not just women who are leaving Corporate America for better work-life balance. In this economy, more men are going, too. Working fathers are facing more demands from employers who are trying to get by with fewer workers. But instead of putting in extra time, a small but growing number of men are reacting to the pressures by scaling back.
Creating a Culture of Diversity
Diversity, when done well, is at the heart of an organization's culture. A diverse organization embraces individuals for their uniqueness as well as their technical skills and abilities. Employees are recognized for their cultural and technical contributions and they feel valued.
Language Lesson
The EEOC says that English-only policies result in an atmosphere of inferiority, isolation and intimidation. And the agency isn't afraid to make its point. The number of English-only discrimination cases jumped from 77 filings in 1996 to nearly 400 in the first three quarters of 2000.
Companies Need to Focus on Employee Retention Now to Stay Safe
In an economy still characterized by layoffs, it may not seem like a priority to introduce employee retention strategies, but companies that don't do so may find top talent heading for the door when recovery comes.
posted by Sean Rehder at 3:41 PM, (Permalink)
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General
News Postings
Change at Top Lifts Hope for Better Times
Businesses leaders were generally upbeat Wednesday about the prospect of a tough-talking, tax-chopping, red-tape-terminating presence in the governor's mansion who has chosen economic development as his No. 1 priority.
Jobless Claims Fall to 8 - Month Low
The number of Americans filing an initial claim for jobless aid fell last week to its lowest level in eight months, the government said on Thursday in a report that offered a hopeful sign layoffs were easing.
Recall Vote Gives Employers Hope for Workers' Comp
Business leaders are hoping Gov.-elect Arnold Schwarzenegger's victory in the recall election will strengthen their hand in reforming the state's unemployment insurance program, whose imminent cost increases join a new health care mandate and a troubled workers' compensation program at the top of industry's hit list.
Tyco Workers Testify at Fraud Trial
Three Tyco International Ltd. employees were the first witnesses Wednesday in the trial of former executives L. Dennis Kozlowski and Mark Swartz, who are accused of looting the company of $600 million through theft and stock fraud.
posted by Sean Rehder at 3:39 PM, (Permalink)
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Tuesday, October 07, 2003
 | Project Management Tip
from Tom Mochal at www.Tenstep.com |
Manage Communication: Managing Client Expectations
The client always has expectations as to the status of the project. Unfortunately, sometimes these expectations are completely off base. They can get off base because the expectations were not set properly to begin with. Sometimes they get out of synch because the project manager has not done a good job of managing expectations.
Managing expectations means keeping the client informed as to how the project is going and what, if any, changes are being made to previous agreements and understandings. Major surprises can be fatal to a project. The project manager should ensure that the client staff is involved in the project and that the client's expectations are always aligned with the project managers. The bottom line is that if there are problems, you want to make sure you tell your clients first before they call you.
The following process helps set an overall framework for successfully managing expectations.
- Establish an agreement. This is probably the most overlooked, yet obvious piece. It is difficult or impossible to manage client expectations if you do not have some agreement to begin with. There are two places to gain the original agreement. The first is the Project Definition. One of the purposes of the Project Definition is to ensure that there is agreement on the project scope, deliverables, assumptions, risk, budget, timeline, etc. The next obvious area for gaining agreement is the business requirements. Documenting the business requirements and having the client approve them is a major step in establishing initial agreement.
- Manage scope change. If you do not have an agreement to start with, you have no chance to manage scope effectively. However, once an agreement has been reached, changes should be managed through the scope change management process. This ensures that the business client approves all changes and helps keep expectations in line.
- Deliver against the expectations. Again, this may seem obvious. However, once an agreement has been put into place, you need to make sure that you deliver the work as expected. One of the communication weaknesses on many projects is that dates are missed, and other expectations are not met, but there is no communication with the client informing them of the status and acknowledging the missed expectation.
- Communicate proactively. When the agreement has been reached, continue to communicate proactively through the status reporting process or as part of a broader Communications Plan. This helps the business client keep up-to-date on progress, issues, risks, etc. The main motivation is to avoid surprises. Again, the key is to call your clients before they call you.
- Periodically assess performance. If the timeframe for the agreement is lengthy, the project manager should assess the team performance on a regular interval. This will ensure that the team will deliver according to mutual expectations. If an assessment reveals that it has become unlikely or impossible to successfully complete the agreement, immediate steps should be taken to determine a corrective course of action and reset expectations.
- Reset expectations if necessary. If the project manager determines that the original agreement cannot be satisfied, the agreement should be re-negotiated. This process includes gathering the facts surrounding the inability to meet the original agreement. In addition, alternative courses of action should be formulated to determine how to perform as closely to the original agreement as possible in a way that will satisfy both parties. Once a modified agreement has been reached, reset the expectations and begin the work necessary to meet the requirements of the new agreement.
- Complete the agreement. Review the completed work with the client to ensure that the terms of the agreement have been fully met. If not, negotiate what will be required to fulfill the agreement.
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posted by Sean Rehder at 4:10 PM, (Permalink)
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Compensation
News Postings
Women's Pay Tied to Fewer Work Hours
Women in the workforce are more educated than working men and more likely to hold professional or managerial positions, but they are paid less because they spend less time at the workplace and travel less frequently, according to a new national study on the changing workforce.
House Rebuffs the White House Over Rules to Limit Overtime Pay
In a slap to the Bush administration, the Republican-controlled House reversed itself on Thursday and voted to block the White House from issuing regulations that opponents say would strip millions of workers of their right to overtime pay.
Verizon Offers Buyout to 74,000 Managers
Verizon Communications has offered a voluntary severance package to its 74,000 nonunion management employees, part of a bid to slash costs.
Smart & Final Settles Overtime Dispute
Are store managers and assistant managers salaried or hourly employees in California? In the latest chapter of that on-going controversy, Commerce-based warehouse store chain Smart & Final Inc. says it's settled a lawsuit its employees had filed seeking overtime pay.
posted by Sean Rehder at 4:04 PM, (Permalink)
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General
News Postings
U.S. Jobless Figures Get New Scrutiny
Economists have lately shifted their focus to jobs as the barometer of recovery. From July through September, the economy lost 41,000 jobs as claims for jobless benefits averaged 405,000 a week. Last week, however, economists saw a glimmer of hope when the Labor Department reported an unexpected gain of 57,000 jobs in September, the first increase in eight months, and the unemployment rate held at 6.1%.
Supermarkets Brace for Strike
Southern California supermarkets and their union workers girded for a strike that seemed increasingly likely Monday after talks on a new labor contract broke down.
HR Managers Jockey for an Equal Role in 'C' Level Decision Making
More human resource professionals are aspiring to be invited into the executive suite when it comes time for high level decision-making meetings. While gaining the necessary respect and training can be a challenge for those wanting an invitation, human resource professionals are broadening their roles and contributions to the company.
Providers Get a Reprieve on HIPAA Deadline
Health-care providers, bracing for a fresh dose of federal reimbursement regulations, have been handed a temporary reprieve. The government deadline of October 16th will be extended. Electronic claims transactions not in compliance with the new standards will be honored as part of a contingency plan to give providers more time to set up and test new computerized transaction systems, according to the Centers for Medicare and Medicaid Services, which oversees Medicare.
posted by Sean Rehder at 4:00 PM, (Permalink)
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Monday, October 06, 2003
Benefits
News Postings
Slim Pickings
In today's job market where employers have the upper hand, job-seekers shouldn't be worried about a job's perks; they should be worried about getting a job.
God in the Workplace
While combining profits with the spiritual world may not top the list of the most common employee benefits, the presence of employee chaplains is growing.
Lawmakers Renew Calls for More Help for Uninsured
Census Bureau numbers showing a rapid rise in the number of uninsured have invigorated calls for legislative action, focused attention on a drop in employer-based coverage and raised questions about how the total number is tallied.
New Health Benefits Require Employee Research
Workers should be prepared to do a little homework before choosing from the latest slate of health care plans being offered by employers.
posted by Sean Rehder at 2:34 PM, (Permalink)
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General
News Postings
Health Bill Wins Davis' OK
Forty-eight hours before voters decide his fate in an unprecedented recall election, Gov. Gray Davis on Sunday signed historic legislation that will expand health care to about 1 million uninsured Californians and move the state to the forefront of a national debate over how to provide coverage to all Americans.
Justices Allow Employment Discrimination Case to Proceed
The Supreme Court refused Monday to stop about 2,600 current and former black managers from suing food services company Sodexho Marriott Services Inc. in what the company described as the largest employment discrimination case of its kind.
Rising Health Costs Take Bite Out of Small Business
Small-business profits are getting pinched because of price increases for employee health insurance. Among small companies that posted lower earnings in August vs. a year ago, 18% blamed higher insurance costs, says a survey of 544 firms by the National Federation of Independent Business trade group. In a similar survey a year ago, 11% blamed health insurance costs for their earnings dip.
Firms Add Jobs, Unemployment Steady
In a sign the nation's weak job market is finally beginning to strengthen, U.S. employers added jobs in September for the first time in eight months and the unemployment rate held steady at 6.1%, the U.S. Labor Department reported Friday.
posted by Sean Rehder at 2:31 PM, (Permalink)
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Friday, October 03, 2003
Recruiting & Staffing
News Postings
Jobless Claims Are Highest in Two Weeks
New claims for unemployment insurance moved higher last week as laid-off workers who had been prevented from filing because of Hurricane Isabel finally made it into state offices to apply for benefits.
Hitch in Holiday Hiring Predicted
Greater willingness among current staff to put in more hours, the return of former, experienced employees and the significant productivity gains that are being achieved throughout the economy are likely to reduce the need for hiring new workers, thus creating one of the most competitive holiday retail job markets in years, predicts John Challenger, chief executive officer of the outplacement firm Challenger, Gray & Christmas Inc.
Offshoring: An Essential Element of Talent Management
One of the areas of talent management that most HR functions have underutilized is the high-impact strategy of moving hourly and professional-level work overseas, a strategy known as "offshoring."
Transitioning From a Recruiting to a Talent Management Function
There's little chance that recruiting will transition into "talent management" unless everyone completely rethinks their approach and understands how a strategic "talent" function differs from traditional recruiting.
posted by Sean Rehder at 7:03 AM, (Permalink)
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Thursday, October 02, 2003
Employee Development
News Postings
Clerk's Office Takes Positive Twist on Discipline
Positive discipline is a management style that aims to reduce conflict when supervisors respond to employee violations of company rules, said Steve Kraus, president of Human Resource Advantage, a Louisville-based human resources consulting firm.
Tech Firms Offer Commute Options to Workers
Hewlett-Packard Co. threw out its shingle in the prestigious Perimeter market a decade ago because of its central location, increasing land prices and public transportation prospects. A decade later, the technology company said it's staying put, but is offering a whole host of commuter options to employees who brave the area's bearish traffic.
Early Birds Often Overlooked for Working Long Hours
Early birds may catch the worm, but they might not catch the boss's eye without using some ingenuity. A survey by the Columbus-based executive search firm Princeton Search Group (formerly MRI Columbus-Downtown) highlights the plight of those who prefer to put in overtime hours before the start of the workday.
Internal Mobility: Process Design
Internal mobility — the movement of employees from one position to another within a corporation — is an efficient and cost-effective method of talent deployment and can be a significant component of a company's staffing strategy. Making job opportunities available to the existing employee base leads to greater employee satisfaction and retention, while at the same time lowering staffing costs and filling positions much more quickly.
posted by Sean Rehder at 7:15 AM, (Permalink)
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General
News Postings
Arbitration Agreements OKd
Employers can compel workers to sign arbitration agreements surrendering their right to sue in court over race and sex discrimination, the U.S. 9th CircuitCourt of Appeals ruled Tuesday in San Francisco.
Davis Signs Work-Injury Measures
Gov. Gray Davis on Tuesday signed a package of bills aimed at controlling soaring costs in the ailing state system for compensating injured workers, fulfilling what the governor had described as his primary legislative objective this year.
Slowing Stream of New Jobs Helps to Explain Slump
A lack of hiring, rather than a wave of layoffs, appears to be the main problem afflicting the American economy. Even as unemployment continued to mount last year, the number of jobs being eliminated fell below the level in the late 1990's, according to a new government report. But the number of jobs that businesses created in 2002 dropped to its lowest level since 1995. Compared with the size of the economy, the rate of hiring was even slower than during the weak recovery of the early 1990's.
IBM Suits May Go to Jury Trials
A San Jose judge ruled Tuesday that two cases in which IBM is accused of exposing its workers to cancer-causing materials must go to trial before a jury. But Santa Clara Superior Court Judge Robert Baines also threw out two other suits against the New York company.
posted by Sean Rehder at 7:06 AM, (Permalink)
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Wednesday, October 01, 2003
Allan Schweyer writes about Tempworks, a software company that publishes a fully integrated suite of front and back office staffing software solutions
Overview:
TempWorks has provided solutions for large staffing companies since 1994, including operations of Olsten, Manpower, Adecco and many privately held companies. Since 1994, TempWorks has been providing integrated solutions specifically to the Staffing Industry. Among its accomplishments, TempWorks claims several industry firsts, including the:- First web based candidate center for temporary staffing: 1996
- First fully integrated VOP (Vendor-On-Premise) system: 1998
- First ASP (Application Service Provider) for temporary staffing market: 1999
- First XML based data exchange tools integrated with a staffing product: 1999
- First B2B candidate and order exchange with back office and EDI integration: October 2000
- First integrated paperless time card system: October 2001
- First fully integrated Vendor Management System combined with front and back office: July 2002
The TempWorks Corporate office is located in Eagan, Minnesota, with four regional offices in California, Texas, Georgia and Florida. Support operations are directed through the corporate office in Eagan, Minnesota.
Read Allan's full article at HR.com
posted by Sean Rehder at 6:15 AM, (Permalink)
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Sean Rehder is a Contingent Workforce Developer who administers this site and specializes in building online solutions for workforce issues. Also, a former Independent Contractor Compliance Manager and Program Developer for such companies as Oracle, Cisco, Seagate, Inktomi, Ariba, CommerceOne, etc.
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Sue Becker is the owner of From Piles to Smiles™ professional organizing service. She is a C.P.A., and spent 20 years in various auditing, accounting, finance, and marketing positions at a variety of companies, including The Quaker Oats Company and Ameritech. The organization and time management skills that she used in these positions led to numerous accolades, including a prestigious leadership award. She started From Piles to Smiles early in 2000.
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Alice Snell is Vice President of
iLogos Research, a division of Recruitsoft. As a leading industry analyst, Ms. Snell has authored numerous
articles and reports on recruiting technology issues including best
practice staffing management methodologies and jobseeker behavior online.
Ms. Snell has been frequently called upon to provide expert commentary and
analysis regarding staffing management technology issues and is quoted in
leading media including The Boston Globe, Chief Executive, The New York Times
, PC Week, IT Recruiter, Chicago Tribune, and CNBC.com.
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Simon Meth builds rock-solid staffing systems. Incorporated are all facets
of the recruitment process including recruiting, identifying, behavioral or
competency based interviewing, selecting, and hiring the best-and-brightest
candidates for his clients. These people make a difference each-and-every
day.
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James R. Ziegler, Ph.D. is author of the "Contract Employee's Handbook", a free,
online resource for technical and professional contractors. Dr. Ziegler is also the Founder and Executive Director of
the Professional Association of Contract Employees (P.A.C.E.),
a unique employer of record service for Contract Professionals.
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As a Passion Catalyst (sm), Curt Rosengren helps people discover their passions and create careers that ignite them. His work is based on the Occupational Adventure Guide (sm), a passion pursuit / career development model he created to offer people an easily understood and effective approach to finding the career of their dreams.
Curt shares his thoughts daily at the Occupational Adventure Blog, "an ever-unfolding mixed bag of nuts, loosely clustered around the the central theme of Occupational Adventure - that is, a career that really gets you juiced." He also writes a monthly passion pursuit e-newsletter called Passionkey (sm).
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Jason Butler is the editor of numerous workforce related sites including "The Job Blog" and "The HR Blog" on the BostonWorks.com website. He has also written for the past three years on his personal blog, at jpbutler.com. Jason has worked in the Internet space since 1997, as a project manager for PlanetAll, as a program manager for Amazon.com, and as Director of Product Development for Abuzz, a division of New York Times Digital.
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Allan Schweyer has been involved in Internet recruiting since 1994 when he pioneered e-recruitment solutions for Human Resources Development Canada. He also currently consults with large organizations on HR strategies and specializes in e-recruitment projects. Alan is a senior researcher and analyst with HR.com and the guest editor of the HR.com staffing vertical.
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Tom Mochal is President of TenStep, Inc., a methodology development, consulting and training company. He has published a book on project management called Lessons in Project Management (Apress 2003). He has also developed a complete portfolio management process for companies called PortfolioStep (www.PortfolioStep.com), a project management methodology called TenStep (www.TenStep.com) and a framework for implementing and supporting project management within companies called PMOStep (www.PMOStep.com). Tom has over 23 years of IT experience, at Geac Computers, The Coca-Cola Company, Cap Gemini E&Y and Eastman Kodak. Tom has published hundreds of columns, and has presented and trained on project management and life-cycle topics around the world.
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