humanresource - SHRM

Transcription

THE
SPRING 2008
HUMANRESOURCE
An official publication of SHRM-Atlanta
www.shrmatlanta.org
Alisa Pittman Cleek
2008 SHRM-Atlanta President
Looks to Develop
HR Champions
ALSO INSIDE:
FMLA Expansion Likely Looms Ahead
The Pension Protection Act of 2006
The Bad Will Do You Good
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©2007 The Prevention Group ᒌ
2/1/08 4:35:26 PM
HUMAN
THE
RESOURCE
SPRING 2008
An Official Publication of SHRM-Atlanta
Julie Elgar
Editor
Ford and Harrison LLC,
Attorneys at Law
[email protected]
Please contact Julie if you’d like to
submit an article for consideration.
| In Every Issue
6
President’s Message
19 Employment Law
Q&A on Various Employee Time-off Issues
in Georgia
Sandra Hofmann
Closets and More
Board Chair
Alisa Pittman Cleek
Elarbee, Thompson, Sapp & Wilson LLP
2008 President
By R. Read Gignilliat
22 Legal Alert
The Pension Protection Act of 2006:
Emerging 401(k) Trends – One Year Later!
Susan Davidson
Cox Newspapers Inc.
Nancy Geraghty
Tensar Corporation
Michael Grindell
22 Square
By Chip Hunt and Chip Hardy
John Saunders
United Parcel Service
26 Legislative Update
FMLA Expansion Likely Looms Ahead
10
2008 SHRM-Atlanta
Board of Directors
Marsha Sampson Johnson
Southern Company
By Bradford G. Harvey
Thana Sakas
Lee Hecht Harrison
Linda Ricklef
Post Properties
28 Upcoming Events
2008 happenings you won’t want to miss.
Nancy Vepraskas, SPHR
Genuine Parts Company
| Features
10 Pay for Performance
Times have changed. In order to keep valuable
top performers out of the prying clutches of
competitors, your approach must change, too.
By David Karel
22
I
Published by
13 The Bad Will Do You Good
Love them or hate them, the mavericks in your
office can be a beneficial asset to your team.
By Martha I. Finney
Advertisers
29
30
30
The Human Resource is published for
SHRM-Atlanta
3525 Piedmont Rd.
Building 5, Suite 300
Atlanta, GA 30305
Phone: 404-442-7335
Fax: 404-240-0998
Web: www.shrmatlanta.org
16 Yearlong Resolutions
Index of
A fresh take on resolutions we should make and
Advertisers
keep throughout the year.
Business Resource
By Joe Godwin
Listings
Advertiser.com
On the cover:
Introducing 2008 SHRM-Atlanta
President Alisa Pittman Cleek.
Naylor, LLC
5950 N.W. First Place
Gainesville, FL 32607
Phone: 352-332-1252
Toll Free: 800-796-2638
Fax: 352-331-9077
Web: www.naylor.com
Publisher: Mark V. Migliore
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Layout & Design: Lexie Smart
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Advertising Sales: Rasheed Johnson,
Mary Johnston, Annetta Lewis,
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©2008 Naylor, LLC. All rights reserved.
The contents of this publication may
not be reproduced by any means, in
whole or in part, without the prior
written consent of the publisher.
PUBLISHED MARCH 2008
SHR-Q0108/6760
Spring 2008
I
An official publication of SHRM-Atlanta
I
5
| PRESIDENT’S MESSAGE
The Coming Year:
Developing HR Champion
By Alisa Pittman Cleek
EVERY YEAR, the incoming president
uses this space to share his or her agenda for the upcoming year. Really, the
agenda is not mine. It is our agenda as
an organization. It is your agenda. And
we have an exciting year ahead.
There are two main points of emphasis for the coming year. First, we
will be organizing our programming
around one theme: Human Resource
Champions. Ten years ago, Dave Ulrich
introduced the HR community to his
groundbreaking book, and there remains much we can learn from Ulrich’s
ideas. Second, we want to enhance the
value that you derive from your SHRMAtlanta membership. As a society, we
want to always ensure that our members receive the best educational and
mentoring opportunities.
Human Resource Champions
Traditionally, HR has been defined
by its functions: policy enforcement,
compensation, benefits, training, recruiting, etc. To be successful under
such a model, HR professionals have to
master all of the administrative steps
associated with those functions: which
forms to complete, eligibility guide-
lines, etc. When HR professionals become functionaries, however, they are
easily replaceable. When the executives
view the HR department only as a collection of administrative staffers, the
department loses its ability to make an
impact on the organization as a whole.
To avoid becoming a functionary, HR
professionals must learn how to demonstrate that HR delivers value to their
companies. This does not mean abandoning the traditional core of HR. HR
professionals first must develop expertise in those administrative functions of
the position. But being an administrative expert is only the initial step. HR
must also be an employee champion.
This involves efforts to ensure that
your organization is a fair, just and safe
workplace. It also requires helping employees realize where and how they add
value to the company, which may include helping employees gain opportunities to succeed in the workplace—to
maximize their skills so they feel a part
of the company and so the company
sees the benefits the employees offer.
However, being an employee champion
does not involve teaming with employees to “fight” the company.
That said, a valued HR professional
will be a change agent. To be successful
in today’s business environment, companies must be nimble. HR can play a
key role in achieving the requisite flexibility to adapt to changing economic
situations. Change agents sustain the
organization’s current performance
and work to ensure its future success as
well. An HR professional who is an administrative expert, employee champion and change agent is positioned for a
“seat at the table” to become a strategic
partner with the other business groups
in the organization. A strategic partner
understands the company’s short- and
long-terms goals and aligns HR’s agenda to the company’s overall strategy.
What we hope to accomplish this
year is to deliver programs that provide
our members with the opportunities to
develop the competencies needed ultimately to become strategic partners in
their organizations. Ulrich identifies
personal credibility as a key competency that successful HR professionals
must develop. There are a number of
components to personal credibility, and
we are planning programming this year
that will assist our members in practic-
HR professionals and HR departments that deliver results
are invaluable to their companies. We are striving to make
that a reality for all of our members.
6
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To be successful in today’s business environment, companies must
be nimble. HR can play a key role in achieving the requisite
flexibility to adapt to changing economic situations.
ing those behaviors. It is one thing to
talk about these ideas theoretically, but
what our members want is some practical ways to put these concepts to work.
Becoming a Champion
There are many ways to develop
the necessary skills of an HR champion, but one of the bests sources
lies within our own membership. We
have a diverse group of professionals in SHRM–Atlanta. We have many
members who have been in the HR
field for decades and have seen the
profession change and grow. We also
have a new generation of members
who have degrees in HR from some
outstanding institutions but who may
lack experience in the field. We think
both groups have something to learn
from each other. We want to encourage our seasoned members to share
their experiences with the newcomers through mentoring programs
and roundtables. We also want to see
the newcomers share what they have
learned to inject some fresh ideas, approaches and perspectives that can
help everyone expand their catalog of
resources.
Our programming for the coming
year will move through each of the
four quadrants that Ulrich describes.
In fact, our Spring Assembly on March
18 will be the fi rst major programming
event of the year where we will be exploring these concepts and developing
our skills. There are a number of peo-
ple who are new to HR—either fresh
out of school or who have moved over
from other areas of their respective organizations. For those people, we will
continue to provide tools for them to
move toward mastery of the administrative aspects of HR. That is where
personal credibility begins. The following months will include seminars
and speakers who will help us become
employee champions, change agents
and strategic partners. Regardless of
where we are experientially, I believe
all of us can benefit from learning more
in each quadrant. Even in the administrative expert segments, our seasoned
members can use the refresher and
enhance the learning for our newest
continued on page 8
Elarbee Thompson has provided labor and employment solutions to employers
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For more information call Alisa P. Cleek at 404-582-8446 or [email protected]
“Keeping the Workplace a Place to Work”
364522_Elarbee.indd 1
Spring 2008
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1/28/08 7:22:37 PM
Our goal is to help our members be in a better position
to deliver value to their companies
continued from page 7
members by adding an experiential
component to lend some context to
the administrative components of HR.
And even if our newest HR professionals are not ready to be strategic partners, the exposure to those who have
a seat at the table will augment their
progression through the other quadrants.
Our goal is to help our members
be in a better position to deliver value
to their companies. Delivering value
comes with utilizing one’s competencies to partner with the executive level
in your organization. HR professionals
and HR departments that deliver results are invaluable to their companies.
We are striving to make that a reality
for all of our members.
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Celebrating 20 years of strengthening senior
leadership, developing bench strength &
transforming teams & organizations
2/19/08 8:05:50 PM
About
Alisa Pittman Cleek,
SHRM-Atlanta
President
Alisa Pittman Cleek grew up in
Swainsboro. If you’ve ever driven
south on Interstate 16 on the way to
the Georgia beaches—and blinked—
you might have missed it. Swainsboro
may be a small town, but it provided
some great lessons that stay with her
today. She learned the benefits of
hard work and the value of leadership and community involvement in
Swainsboro. Those are lessons that
she will bring to SHRM-Atlanta over
the next year.
It is no surprise Cleek followed
in her father’s footsteps by becoming a CPA. Her father obviously had
a tremendous impact on her and her
sisters as all three sisters are CPAs.
Cleek, however, decided to continue
her education and also follow in her
grandfather’s footsteps by becoming
an attorney. She found her niche in
employment law at Elarbee, Thompson, Sapp & Wilson, which offered
her the ability to build relationships
with clients and work with them as
a team to solve problems. She has
spent her entire career with Elarbee
Thompson, where she is currently a
partner. Cleek was recently chosen by
her peers as one of the top 50 female
attorneys in Georgia for two consecutive years.
Cleek also spends her time as a
member of the Board of Directors for
the University of Georgia Terry College of Business and as chair of the
Board of Directors of the Women in
the Profession Section of the Atlanta
Bar Association. She also is a member and volunteer at the Buckhead
Church. In Cleek’s spare time, you
will find her spending time with her
husband of only a year.
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Spring 2008
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1/28/08 7:31:03 PM
| FEATURE
Pay for
Performance
By David Karel
W
ork used to be so much simpler.
Forty, 30 and even 20 years ago,
people went to work for the same
companies, rarely changing jobs from
the time they entered the workforce
to the day they retired. The decline of the American
manufacturing industry and the rise of the information industry have rearranged the typical career path
from one of passive stability to volatile fluidity for both
employers and workers. In other words, things have
changed.
Workers now have many more career paths and
greater opportunity, but face increasing competition
within the workplace as people become generally better educated
and more experienced. Likewise,
businesses have a wider pool of talent from which to choose, but face
significant obstacles in attracting
and retaining top talent. Given all
these emerging challenges facing
businesses, how do they possibly go
about keeping those valuable top
performers out of the prying clutches of competitors?
The answer is pretty simple—give
them a reason to stay. Keep them
motivated, engaged, aware of what
they do every day and how their
good work helps move the business
forward. In easier terms, make sure
employees have a voice by constantly
having open evaluations of performance, and when
they do a good job, pay them.
For as simple as that seems, analysts estimate that a lot
of companies aren’t doing all they can to engage employees: 95 percent of employees don’t understand the strategy of the company they work for; 68 percent of employees
say their company doesn’t manage employee performance
well; 76 percent of employees believe their companies do
a bad job of helping poor performers improve. Most importantly, only 38 percent of employees see performance
linked to compensation at their company. These statistics
point to a severe lack of engagement in the workplace,
which can crush organizational productivity and momentum. The silver lining is that these
issues can be readily addressed by
creating a culture of performance
at work.
Keeping workers motivated
has always been a prime concern
for business, but has long been in
conflict with the one-dimensional
manner in which compensation
decisions are generally made. To
be successful, companies need to
think about driving motivation
over a long period of time, not
just the next six months. The answer lies in leveraging technology
that can drive a comprehensive,
fair, 360-degree compensation
planning process that becomes
part of company’s cultural fabric
The motivational workplace is one where success is transparent, career
paths are clear and each employee knows their value and contribution to
the company.
10
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The Human Resource
Keeping workers motivated has always
been a prime concern for business, but
has long been in conflict with
the one-dimensional manner in which
compensation decisions are
generally made.
and aligns employees’ personal career goals with
the overall goals and vision of the business they
work for.
Take, for example, a worker who enters
a company and immediately proves to be
a star—someone who should be put on
a fast track for long-term success in the
organization. But, after working for a
year or two and living with standard annual or bi-annual reviews and raises, he
or she develops the impression that
they’re not really being rewarded for
the great work they’re doing.
Building a meritocracy within
the workplace to constantly offer rewards, feedback and incentives is one
of the best ways to keep employees happy,
motivated and productive. The motivational
workplace is one where success is transparent,
career paths are clear and each employee knows their value and contribution to the company.
A meritocracy also helps people at every level of a company. Employees have constant awareness of expectations,
more meaningful performance reviews and rewards, as
well as the opportunity to gain visibility for differentiated performance. Managers, on the other hand, have increased productivity from individuals on the teams they
manage, as well as improved credibility in the eyes of those
they manage and the ability to objectively identify and develop poor performers. Lastly, executives have their entire
workforce aligned to strategic objectives throughout the
company and a more agile organization with increased
communication on all levels.
The most important component of a meritocracy is an
objective evaluation system, driven by goals and expectations and measured by a worker’s true accomplishments. If
an employee outperforms his or her goals and expectations,
they are concurrently rewarded with commensurate bonuses or pay raises. Equally important is the ability for employees to see their performance next to expectations and how
they are differentiating themselves from their peers.
Besides driving motivation and production, these components also produce several positive byproducts. First,
it creates a system where workers have actual goals to
measure themselves by, where performance metrics have
become transparent and tangible ways to improving are
made clear. Employees can see firsthand how their work
is driving and contributing to the business
performance of the company.
Every company is somewhat unique in
terms of its evolution, industry and strategic objectives, so there’s no one solution
that can be applied generically across organizations. That being said, if businesses start thinking of employee motivation
and satisfaction as a core component
to their success and plan for it, they’re
halfway there. Creating a culture based
around performance doesn’t take a
radical shift in direction, just a little
creative thinking.
David Karel is director of Product
Marketing at SuccessFactors where he is
responsible for marketing the company’s
suite of Performance & Talent Management applications. Karel has 15 years of
experience in marketing and information
technology. Prior to SuccessFactors, he held
positions at Instill Corporation, SiVerion,
Siebel Systems, and was the founder and
CEO of MBAVision, an online recruiting and career development portal. Karel holds a BA from Tufts University and
an MBA from the Wharton School of
Business.
Spring 2008
I
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| FEATURE
The Bad Will Do
You
Good
By Martha I. Finney
Y
ou may not believe in divine retribution, but you have an employee who makes you wonder what you did in the past—or
past life—to deserve this nightmare now. Whatever it was, it
must have been pretty bad.
He gets the job done, and then some, so you can’t ding
him on performance. Darn it. But he has zero respect for authority, not
to mention lesser social conventions like, say, socks. His work schedule
seems to be synchronized to a time zone on the other side of the
planet. So you can just forget about him showing up to any regular meetings, which is just fine by you anyway.
He’s subversive, sarcastic, hard to motivate and impossible
to threaten. When your more gentle, creative employees come
up with a good idea, they politely propose it to the group asking, “Why not?” But when he comes up with an idea, he’s in your
face, demanding to know, “Why the hell not?”
He clearly thinks you’re a doofus. And, worse yet, he has the
power to make you think that maybe he’s right. He’s a walking
poke-in-the-eye, dastardly disguised—but just barely—as a human being. Ah, mavericks. You gotta love them.
No. Really. You have to love him. He could be the best thing
that has happened to you. Mavericks are passionate, revolutionary, ingenious, independent and completely dependable. (You just
have to figure out what they’re dependable for and then go with
that.) They’re the ones who take nice little companies and transform them into roaring change machines that write not only the new
code but also the new vocabulary and rules.
Great or beloved companies are started or spun on the ideas of mavericks. Apple, of course. Whole Foods. ING Direct. Patagonia. Pixar.
FedEx. Industrial Light and Magic. Cirque du Soleil. Wikipedia. Craig’s
List. If you have a maverick in your group, whisper a silent prayer of
thanks and then hang on tight.
continued on page 14
EXCERPTED FROM “GETTING THE BEST FROM PEOPLE: GET RID OF THE CARROT AND THE STICK,”
FINANCIAL TIMES, FEBRUARY 2008; REPRINTED WITH PERMISSION.
Spring 2008
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If you have a maverick in your group, whisper a silent prayer of thanks
and then hang on tight.
Your main job is to keep mavericks
on your team—and to keep your team
from wringing their necks when you’re
not looking.
Give Them a Goat
In horseracing, high-strung horses
used to be assigned pet goats to keep
them placid in their stalls (hence the
saboteur’s expression: “to get one’s
goat”). Everyone needs a friend, even
mavericks. And mavericks especially
could use a trusted counterpart to
bounce ideas off of and to share insecurities and questions with. If you notice your maverick congenially pairing
off with another coworker, fi nd ways to
keep them together. Don’t try to engineer the relationship according to preconceived ideas of what a good goat
is. You’re not necessarily looking for
someone who’s meek to complement
the one who’s wild. Even if you’re looking at two mavericks who have found
each other, great! Put them together.
At least they’ll stop bugging everyone
else. Maybe.
Give Them All the Latitude They
Want, Without Special Treatment
If your company offers some sort of
flextime, give your mavericks all the elasticity they’ll run with. Just make sure they
know you expect to actually see some
productivity. If they do their best work at
1 a.m., there’s comfort in knowing that at
least you’re getting good training for running a global team.
Hear Them Out
Much of that in-your-face energy
they bring to meetings (or conversely,
the what’s-the-point-of-even-trying
energy) comes from a past of being
discounted by people who dismissed
their originality. Be the fi rst manager
who actually listens, even to the point
of asking questions that draw out additional ideas about implementation,
distribution, marketing, etc. Be the
one they know they can trust with a
half-baked, but brilliant, notion. And
they’ll see you as one of their team
members who might not be such a
doofus after all.
Ask Them If They
Have Any Friends
Believe it or not, they just might.
And you can bet these people are just
as smart and visionary as your staff
mavericks. If you mix more brilliance
in your group, you could end up with
a well-balanced team of collaboration,
breakthrough ideas and the roundthe-clock energy to make those ideas
reality.
Who knows? Maybe those mavericks will make you their mascot!
Martha I. Finney helps companies achieve
their mission-critical goals by leveraging the
passion of their people. A consultant specializing in employee engagement, and a speaker, she is also co-author of HR from the
Heart: Inspiring Stories and Strategies
for Building the People Side of Great
Business, with Libby Sartain. She can be
reached at [email protected]
BENEFITS SPECIALISTS ARE LOOKING HERE.
ACCOUNT EXECUTIVES & CSRs ARE LOOKING HERE.
MANUFACTURING & CONSTRUCTION WORKERS ARE LOOKING HERE.
ACCOUNTANTS & CPAs ARE LOOKING HERE.
HRIS EXPERTS ARE LOOKING HERE.
THE BEST LOCAL
CANDIDATES.
IF YOU’RE LOOKING FOR THEM,
YOU MIGHT CONSIDER LOOKING HERE TOO.
THE RIGHT TALENT IS CLOSER THAN YOU THINK.SM
TO ADVERTISE CALL 205.380.2430 OR E-MAIL [email protected]
al.com is the online home of The Birmingham News, The Huntsville Times and Press-Register.
14
I
The Human Resource
366708_AL.indd 1
1/28/08 7:50:51 PM
18th Annual
SHRM-Atlanta
Fall Conference
©www.iStockphoto.com/Eric Hood
October 6-7, 2008
•
Cobb Galleria Centre, Atlanta, Georgia
This two-day conference features two high-prołle keynote speakers and
approximately 60 concurrent educational sessions over two days. This
event boasts outstanding participation from HR professionals. Participating
companies range from small consulting łrms to large industrial and service
giants.
The conference delivers valuable, relevant HR material – great for those that
need continuing education credit for their PHR/SPHR certiłcation. Typical
attendance is 1,000.
A Resource Partner exhibitor showcase is held in conjunction with this event
with space for approximately 100 booths 10’ x 10’. Exhibit hall sold out in 2007.
Booth assignment on łrst-come basis.
www.shrmatlanta.org
| FEATURE
Yearlong
Resolutions
2
B
By Joe Godwin
y now, many of us have
already dropped the resolutions we made Jan. 1,
and are back to our old
eating habits, procrastination and again not finding time to
exercise. This month, I’d like to suggest
some resolutions we could all make,
and keep throughout the year.
1
16
I resolve to manage as if other
people’s opinions matter, and
will seek assistance on important
actions or decisions. We are often
called by a client who starts off
the conversation, “Let me tell you
what I did yesterday, and see if
it’s OK.” In many cases, if it’s not
“OK,” it’s too late to do anything
about it. There are several specific
instances in which a manager
should consult with his/her
attorney or consultant prior to
taking action. Those include, but
of course are not limited to:
(a) firing an employee,
particularly one who is in
I
The Human Resource
one of the various protected
groups by virtue of age,
disability, gender, race, etc.;
(b) layoffs, unless your company
has a regular fluctuation of
employees and layoffs are
handled with a common
procedure;
(c) responding to a request for
information from a federal or
state agency;
(d) responding to a complaint of
harassment or discrimination;
or
(e) taking deductions from a
departing employee for things
such as broken equipment,
theft or taking unearned
vacation.
All of these actions are unique
in each occurrence, and what was
a good answer “yesterday” may
not still be a good answer “today.”
It’s better to discuss it and avoid
problems than to call and ask us
to get you out of a problem.
3
I resolve to review my employee
handbook if I have one, or write
one if I don’t have one, and make
sure every employee I have gets a
copy. I’m frequently asked, “How
many employees do you have
to have to need a handbook?”
My answer: “I don’t know, how
many people does it take to have
a misunderstanding?” Laws and
regulations change frequently,
and so must the rules and
expectations you set forth for your
employees. A handbook doesn’t
have to be extensive, and it doesn’t
have to be long, but it does need
to be clear and cover any issues
that are important to you.
I resolve to make sure I
understand how the Fair Labor
Standards Act (FLSA) and state
employment laws apply to my
business, and make sure I fi x any
areas of non-compliance. The
danger of not complying with the
overtime, minimum wage, child
labor and independent contract
requirements of the FLSA is
well documented. Yet, last year
there were more lawsuits filed
and Department of Labor (DOL)
complaints than ever before,
and the “other side” is getting
better all the time. An employer,
particularly a small employer,
absolutely cannot afford the risk
of non-compliance in these areas.
Once a lawsuit is filed, it’s going to
get expensive – win or lose, and in
the majority of wage-hour cases,
the employer will lose.
4
5
6
Finally, I resolve to take
the steps necessary to make my
company an “employer of choice,”
a place where my employees
want to stay, and where other
people want to get jobs. Better
management leads to better
employees, more productivity,
lower costs and less stress. It’s
worth the effort.
I resolve to make sure all my
I-9s are complete, correct and
filed properly, that I use the
correct new I-9 Form, and that I
will not ignore any more Social
Security no-match letters.
Enforcement on all immigration
matters is getting tighter, and
you will not be able to expect
“benefit of the doubt” for an
error if your compliance practices
are generally not in good shape
overall.
I resolve to listen to disgruntled
employees, and give some analytical
consideration before making
a decision. It’s the complainers
sometimes who’ll tell you the truth.
Many times we’ve been called in
to manage a DOL complaint and
ask the client if they had any idea
the employee was not being paid
correctly. Too often, the answer
is, “Well, there had been some
complaining or rumors that it
wasn’t right, but I just thought it
was disgruntled employees.” I guess
they were disgruntled if they weren’t
being paid right – wouldn’t you be?
And we’ve all seen an employer
being interviewed after a lawsuit
is filed whose best response is,
“Oh it’s nothing – just disgruntled
employees.” So, it’s one or the other,
were they disgruntled when you
hired them, or did you make them
disgruntled? It’s better to listen to 10
unfounded complaints in order to
find the one valid than to ignore the
complaints until you get to court.
YOU DIDN’T SETTLE FOR ORDINARY EMPLOYEES.
SO WHY SET TLE FOR AN
ORDINARY HEALTH PLAN?
Look for more than just a choice of plans and doctors.
Choose a health plan that offers extraordinary value.
With Kaiser Permanente’s affordable suite of solutions—including Multi-Choice plans with a PPO network and
over 7,000 metro-Atlanta doctors, HSA-compatible plans, and a variety of HMO plans—you’ll have the choices
you need to keep employees happy and costs down.
Then there’s the extraordinary. Like our ability to help keep your employees healthy and productive with our
unique integrated delivery system and high-performance network. Not to mention proven wellness programs,
empowering online tools, 24-hour health coaches, and award-winning* disease management. And our cutting
edge electronic health record system that gives doctors at our medical centers—and your employees—secure
online access to real-time data.
To learn more about the extraordinary value you’ll enjoy with Kaiser Permanente,
visit kp.org, contact your broker, or call us at (404) 364-7105 today.
* Kaiser Permanente’s Care Management Institute was named the Best Disease Management Program for a Managed Care Organization in 2004 by the
Disease Management Association of America.
EMP/AD-070281A 6/07
Kaiser Foundation Health Plan of Georgia, Inc.
Nine Piedmont Center
3495 Piedmont Road, NE
Atlanta, GA 30305
344993_kaiser.indd 1
Spring 2008
I
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10/29/07 5:27:24 PM
2008
SHRM-Atlanta Link with a Leader
May 15, 2008 • Atlanta History Center
TM
SHRM-Atlanta’s Link with a Leader Auction
reception and auction will be one of the most
enjoyable, high-profile evenings you have ever
spent with your colleagues. Join us for an evening
of fine food, drinks, and socializing. There will be
an elegant buffet, open bar, live music, and lots of
fun!
Senior executives will be “auctioned off” in both
silent and live auction events. The highlight of
the evening features a live auction during which
participants bid for time with executives from some
of Atlanta’s highest profile companies. Bidders will
have the chance to win valuable one-on-one time
in most cases with two influential senior executives
(many times the senior HR Executive is paired with
a CEO, CFO or CIO associate) from one of Atlanta’s
prestigious companies.
Winning bidders will receive a certificate with the
name and contact information of your executive
and are then responsible for contacting them to
arrange a mutually convenient time and place for
your meeting.
CONFIRMED* AUCTIONEES
There are typically 30 companies represented in the
auction, and approximately 300 people attend this
event. Sponsors and auctionees are also invited to
an exclusive VIP reception to prepare for the event.
Acuity Brand Lighting
Goodwill Industries of the Southeast
Assurant Solutions
Hartsfield Airport
Bank of America
Kauffman Tire
CBeyond
KPMG
ChoicePoint*
Kroger
CIBA Vision
Post Properties
Comcast
Randstadt
Cox Communications
Southern Company
EMS Technologies
SunTrust Banks, Inc.
Equifax Inc.
The Coca-Cola Company
Genuine Parts / NAPA
WellStar Health Systems
* Confirmed at time of print
| EMPLOYMENT LAW
Q&A on Various Employee
Time-off Issues in Georgia
By R. Read Gignilliat
Q
EMPLOYEES’ RIGHT TO TAKE OFF
TIME TO VOTE IS MORE LIMITED
THAN MOST REALIZE
Q.
Historically, we have allowed all employees to take off
two hours with pay on days on
which there are federal, state
or local elections, but our new
vice president of HR says only
certain employees are entitled
to such leave and that it’s not
paid leave. What exactly are an
employer’s obligations under
Georgia law with respect to this
issue?
A. Georgia law requires all employers
to permit their employees to take time
off to vote in any municipal, county,
state or federal political election. As
your new VP is obviously aware, however, there are a number of limitations
to this law. First, the law requires that
the employee be a registered and qualified voter in the election in question.
Second, the employee is not entitled
to such leave if his/her work schedule
begins at least two hours after the polls
open or ends at least two hours before
they close. Thus, for example, if the
polls open for a given election at 7 a.m.
and close at 7 p.m., no employee who
is scheduled to report to work at or after 9 a.m. or whose work day ends at or
before 5 p.m. would be entitled to take
leave to vote in that election. Third, the
law provides that an employee forfeits
his/her entitlement to leave if he/she
fails to provide reasonable notice to the
employer.
Fourth, employees may take
e
no
n more than two hours to vote, and the
employer
may specify the time. Finally,
e
the law is silent with respect to whether
leave
to vote may be unpaid, although
l
the attorney general has expressed the
opinion
that paid leave is required.
o
EMPLOYEES’ RIGHT TO TAKE
OFF TIME TO RESPOND TO
O
SUBPOENAS AND SUMMONSES
S
IS ALSO MORE LIMITED THAN
MOST REALIZE
Q.
We have received separate
requests for time off for court
appearances from three different employees. Our COO does
not believe that we are required
to
t approve any of the requests.
The first employee provided us
with a copy of a subpoena he
received in connection with a
criminal case going to trial in
another state. The second employee provided us with a copy
of a jury summons he received.
The third employee provided us
with a subpoena for his own DUI
trial. What are our obligations
under the law to these three
employees?
threaten to penalize the employee because of such a work absence. This law
is not without its exceptions, however,
some of which apply to two of the three
employees you describe.
The first employee is not entitled to
leave under the statute because a subpoena purporting to compel his attendance at a trial in another state would
not be valid, and the statute protects
only employees whose attendance is actually required by the subpoena or summons served on him. The second employee is entitled to leave, provided that
the summons he received requires that
A.
Under Georgia law, employees are
entitled to time off for jury duty and to
attend court proceedings when their
attendance is required by subpoena or
other court order. An employer may
not discharge, discipline, penalize or
Spring 2008
I
I
19
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336613_marriot.indd 1
7/9/07 11:36:14
362517_RA.indd
AM
1
1/7/08
5:21:59 PM
YOU can make a difference.
What could be GREATER than
helping kids to move forward with their
CAREERS and their LIVES?
The Mayor’s Youth Program is for students in the Atlanta Public School system or
children of Atlanta City workers. Although it starts with youth who are 14, it focuses
on those youth who are interested in going on to some form of higher education
after they graduate from high school.
SHRM-Atlanta’s focus in 2007 has been working with high school seniors. For
several Saturdays in the spring and fall, we provide workforce readiness training,
including workshops on a variety of work and life skills as well as one-on-one
interviewing and help with college applications. SHRM-Atlanta’s participation is to
help these students be successful in summer internships and earn money for postgraduate education. It is SHRM-Atlanta’s way of giving back to the community in
ways only Human Resources professionals can.
How can you help? Join Mayor Shirley Franklin and SHRM-Atlanta:
• Give your time!
• Help fund the project:
Volunteer through SHRM-Atlanta’s partnership with the Mayor and
The Mayor’s Youth Program can use both cash donations and
the Atlanta Workforce Development Agency on a Saturday this
donations in kind. Donations are needed for the printing of materials,
spring or fall.
binders, administrative duties, shirts for the kids to wear to their
jobs, etc.
• Use your talents:
I
The Human Resource
MayorYouthProgram_Ed.indd
Sponsor a student by providing a summer job. These students need
Youth Program: be a Saturday coordinator; help call volunteers;
good jobs and real business experiences to complete their training
keep the database updated; provide content for the training, etc.
and to gather funding to go on to school.
E-mail [email protected] or [email protected] with your name, corporation, contact information and if you wish to assist this
program by participating in a workshop, providing an internship, offering administrative support or providing dollars or in-kind funding.
www.shrmatlanta.org
20
• Provide Internships:
Volunteer to be the leader for some of the projects within the Mayor’s
1
3/4/08
8:51:07 AM
he serve jury duty in his actual county of
residence and provided he gave reasonable notice of his need for the requested leave. This latter point is important,
since the law expressly allows employers
to maintain and enforce policies requiring employees to provide reasonable
notice of any expected absence or delay in reporting to work in order to attend a judicial proceeding. Finally, the
third employee is not entitled to leave,
because the statute expressly excludes
employees whose court attendance is
required because he or she has been
charged with a crime.
GEORGIA LAW PROTECTS
EMPLOYEES’ RIGHT TO “DAY
OF REST”
Q.
We recently began operat-362559_Flying.indd
ing our Georgia production facilities seven days a week. I am
familiar with our obligations under Title VII to accommodate the
sincerely held religious beliefs of
employees, but does Georgia law
impose any similar requirements?
A. Yes. Under Georgia’s Common Day
1
1/28/08 7:25:09 PM
Get 15% off a
30-Day Job Posting
of Rest Act, businesses that operate on
You have open job requisitions.
either Saturday or Sunday must make
AtlantaJobZone.com has the local
reasonable accommodations to the recandidates you need...today!
ligious, social or physical needs of employees whose habitual day of worship
Save 15% when you post a job before
falls on one of these two days. O.C.G.A.
October 26, 2007.
§ 10-1-573. The accommodations made
Use Promo Code when purchasing your 30-day job posting
by the employer should be designed to
permit the employee to enjoy the same
benefits as employees whose employers
Go to www.AtlantaJobZone.com or
have not selected the day of worship
as a work day. Public sector employers
should note the following partial ex-339551_Atlanta.indd 1
emption: “The prohibitions of this [Act]
are not applicable to any ... government
department or agency in the conduct of
its official duties nor to the employees
thereof in the discharge of their official
duties.” O.C.G.A. § 10-1-576.
Make Your Move!
Promo Code: SEP530
call (404) 795-6658
7/23/07 1:46:12 PM
Talent Management Solutions
R. Read Gignilliat is a partner with the
Labor and Employment law firm of Elarbee,
Thompson, Sapp & Wilson, LLP in
Atlanta. He can be reached at gignilliat@
elarbeethompson.com or (404) 582-8442.
recruiting management • onboarding & life events • performance management
compensation • employee intranets
www.silkroadtech.com
Spring 2008
362350_SilkRoad.indd 1
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1/28/08 7:33:50 PM
| LEGAL ALERT
The Pension Protection
Act of 2006
Emerging 401(k) Trends—
One Year Later!
By Chip Hunt
and Chip Hardy
IN PREVIOUS publications, our article
“New Pension Protection Act Signals a
NEW ERA for the Private Pension System,” stated that “the Act provides the
foundation and the momentum for new
plan design options, funding considerations and investment strategies.” We
had no idea the magnitude and speed
with which the Act’s influence would be
realized within the 401(k) market.
This article considers the Pension
Protection Act (PPA) and other key
events of the past year to show their impact on the rapid transformation of the
American pension system. In response to
these events, 401(k) plans are undergoing a complete redesign in companies all
across America.
In considering the new plan designs,
planners generally have dual objectives in
mind: managing fiduciary risks and redefining “plan success” measures. Without
a doubt, the increased concern over fiduciary risks has been influenced by significant media coverage. A new vision for
401(k) plans has been driven by service
providers, consultants and concerned
employers. This vision transitions 401(k)
plans from a voluntary supplemental
savings plan to a managed retirement
program designed to be an income replacement tool. This is a significant philosophical shift.
22
I
The Human Resource
The Defining Events
Influencing Change
Shortly after the passage of the PPA
in August of 2006, a series of un-orchestrated events transpired that have made
a uniform, consistent and profound impact upon the retirement system. A brief
review of these events will add perspective
on how they are re-shaping the 401(k)
plan.
To begin, PPA, cleared the way for
employers to automatically: 1) enroll employees in their 401(k) plan, 2) increase
annual employee contribution rates and
3) invest employee money. As an incentive, the legislation also included safe harbor provisions for “automated” plans that
eliminate discrimination testing (similar
to the old rules) and afford the employer
significant fiduciary protections for automatically investing employees’ monies
into a “Qualified Default Investment Alternative” (QDIA) as defined by the Department of Labor.
Next the 401(k) world took notice
when on Sept.11, 2006, the St. Louisbased law firm of Schlicter, Bogard & Deaton, filed class-action lawsuits against 11
major corporations and their respective
fiduciary representatives. The suits claim
a breach of fiduciary duties by the defendants for failing to protect the interests
of 401(k) plan participants through the
lack of sufficient oversight of plan fees
and expenses that were passed through
to participants.
This was followed in November by the
release of a U.S. General Accountability
Office (GAO) report, which became the
source for disturbing newspaper headlines across the country. One such headline read, “U.S. Says 401(k) Fees Hurt
Millions.”
The GAO report was critical of the
methods in which hidden 401(k) plan
fees were being charged to plan participants without adequate disclosure. In the
government’s view, this had the potential
to erode retirement savings efforts made
by the American worker. According to
the report, a 1 percent charge in excess
fees could reduce an employee’s account
balance by 17 percent at retirement age.
The GAO report called for reform by way
of increasing fee disclosure.
It did not take long for Congress to
take notice and for Rep. George Mitchell
(D-California) to capture the headlines
with a call for hearings on the topic. Subsequently, legislative committees held
much publicized hearings in the spring
and fall from both sides of the aisle. The
attention from the House and Senate
makes new laws more likely to happen.
Separately, the Department of Labor,
the chief enforcement authority over
the operational aspects of tax-qualified
retirement plans, has been working behind the scenes developing proposals
for new fee disclosure requirements.
They, too, have recently been hearing
testimony on this issue.
In March, the Circuit Court in Washington, D.C., overturned the U.S. Securities and Exchange Commission’s brokerdealer exemption. This exemption had
allowed brokers to charge an asset-based
fee for their services, yet remain in a nonfiduciary status as an advisor as long as
their advice was “incidental.” In an ERISA
context, this has huge implications given
the newly focused attention on fiduciary
responsibilities.
The Current Environment
Adds Perspective
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• Social Security has an unfunded liability of $13.6 trillion.
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12/11/07 8:35:23 AM
defined benefit pension plans have359292_Choice.indd 1
terminated during the past 20 years.
• The number of people covered by retiree health care plans has been cut in
half over the past 10 years.
• Approximately 30 percent of workers
do not participate in a retirement savings plan.
• The amount of money being set aside
for retirement is insufficient. According to some estimates, on average only
about 20 percent of plan participants
are on track to accumulate sufficient
savings.
• Employees are not well invested,
despite all the plan communications
efforts. (According to a study by
Boston College, participant-directed
investment plans under-performed
trustee-directed investment plan by 1
percent despite the fact that 401(k)s,
in general, held more equities.)
350981_metroatl.indd 1
10/18/07 5:42:08 PM
Take Executive Development to New Heights!
Experts project this will increase the
financial burden on employees’ wallets.
Become an executive coach with the University of Georgia!
Employees are facing the prospect of inSherpa Executive Coaching Certification Program Course Dates:
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tax increases or benefit cuts. Employees
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will not have the cushion of the pension
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plan their parents have. In light of this,
there is social, economic and political inwww.georgiacenter.uga.edu/is/coach
centive to develop solutions.
367069_University.indd 1
Spring 2008
I
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2/15/08 3:07:06 PM
being the preferred choice) to improve
investment results.
3. Implementing fiduciary standards of
care programs to meet responsibilities.
4. Assessing reasonableness of current
plan expenses, obtaining proper disclosures and instituting fee monitoring
and control mechanisms.
5. Recognition and development of new
“plan success” measures, monitoring
and reporting.
These agenda topics are a direct indication of the need to meet the dual ob-
In Response
Knowledgeable retirement plan professionals, consultants, advisors, planners,
accountants, attorneys and 401(k) service
providers are acknowledging the emergence of the following five themes common to most contemporary retirement
committee agendas.
1. Inquiry into automated employee enrollment and participation provisions.
2. Using Qualified Default Investment
Alternatives “QDIA” (target-date funds
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24
I
FURNITURE AND
HOUSEWARES
DESTINATION
SERVICES
TRANSITION
SUPPORT
Relocating one employee or an entire team
can be an ordeal. That’s why CORT fills in all
the gaps. We’re your complete solution for
rental relocation — from a huge inventory of
short-term accommodations, corporate housing
and permanent rental options to furniture
and housewares rental. We’ll even provide
destination and transition services to help you,
your transferring employees or temporary assignees settle comfortably in a new place. So
put yourself in CORT’s hands. And make your
relocation process as seamless — and painless
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The Human Resource
364874_Cort.indd 1
1/28/08 7:18:27 PM
jectives of managing fiduciary risks and
re-defining “plan success” measures. In
short, if an employer is focused on achieving successful retirement outcomes for
its employees through the 401(k) plan,
there is less chance of litigation.
If an employer is
focused on achieving
successful retirement
outcomes for its
employees through
the 401(k) plan, there
is less chance
of litigation.
Beyond that, from a pure risk management perspective, through the use of automatic enrollment plans with “QDIAs,”
the employee must affirmatively elect out
of the plan and/or the plan’s default investment option. This virtually eliminates
any chance of employee claims against
an employer because there is written evidence from every employee who either
elected not to participate in the plan or
who opted out of the default investment
option offered by the employer.
In addition, the new QDIA provisions
of PPA provide a fiduciary “safe harbor”
for plan sponsors, its officers and retirement committee members. According
to ERISA attorney, Fred Reish of Reish
Luftman Reicher & Cohen, “The protection is so great that it is fair to say that
there is no better protection in ERISA
than for a participant who defaults into
a QDIA.” To advance the point further,
according to opinions from advisors
and consultants around the country, 75
percent to 95 percent of automatically
enrolled participants are defaulting to
QDIAs. Expressed another way, “75 percent to 95 percent of the participants
are investing in a way that the fiduciaries
have no worries about potential liability
for participant investing” according to
Reish. This is particularly significant
when you consider that most plans
which claim fiduciary protections under
404(c) would most probably not meet
the requirements necessary to actually
obtain the protections it affords.
Directing attention to managing a
“successful” 401(k) plan requires the
achievement of several key objectives
including: 1) generating high levels of
plan participation and contributions,
2) facilitating improved investment outcomes, 3) monitoring plan expenses and
4) tracking individual participant performance in terms of measuring the probability of generating adequate retirement
income.
To this end, according to a survey conducted by Hewitt Associates, more than
half of larger plans will be instituting
automatic employee enrollments by the
end of this year. According to data from
several sources, only about 10 percent
of automatically enrolled participants
bother to opt-out of the plan. These early
results may soon change the perspective
on appropriate levels of employee participation. By contrast, voluntary participation 401(k) plans on average obtain only
about two-thirds participation rates, relatively poor results in comparison.
Another interesting finding, obtained
from Fidelity data, indicates the opt-out
rates for automatically enrolled employees remain the same regardless of whether the employee default contribution
rate is 2 percent or 6 percent! The implication being that setting the enrollment
contribution rate a bit higher encourages
participants to contribute an increased
amount and benefit from a higher company matching contribution. To avoid
surprises, companies will need to budget
for the increased matching contribution
expense using these early results as the
underlying assumptions for the cost.
Most importantly, implementation of
these very same risk reduction mechanisms actually improves the probability that more employees will accumulate
adequate funds for retirement. This is a
result of: 1) an increased number of participants 2) improved contribution rates
3) improved investment quality and 4)
managed expenses.
Given the threat of additional financial burdens imposed by Social Security,
increasing health care costs, declining
coverage and declining pensions, imple-
menting constructive solutions to ease this
burden is a worthy mission.
Chip Hunt, AIF®, PPC™, and Chip
Hardy, AIF®, PPC™, are the principals of
PrimeTRUST Advisors, a retirement plan
consulting and investment advisory firm.
They are committed to advancing awareness
of fiduciary standards of care through writing
articles, giving presentations, facilitating
training programs and in practice with clients.
View their Website www.primetrustadvisors.
com for additional resources and information.
Love
You’ll
what BALANCEtrak PREMIUM has done with applicant
tracking. BALANCEtrak PREMIUM’S Applicant Management System lets you:
- Create job applications
- Develop pre-screening questions
- Receive applications online
- Automatically parse employee information
Learn
more about applicant tracking with a free webinar at
www.berkshireassociates.com/applicant.
To see what BALANCEtrak PREMIUM can do for you contact us at
800.882.8904 or [email protected].
Applicant tracking so easy you’ll want to
hug it.
In Conclusion
Commensurate with the activities over
the course of the past year, the risks to
employers and fiduciaries have increased
for those failing to take necessary precautions. Yet, despite the increasing risks, PPA
affords astute employers, planners and
consultants a significant opportunity to
mitigate those risks through implementation of proper control mechanisms.
Spring 2008
362720_Berkshire.indd 1
I
I
25
1/25/08 1:59:33 PM
| LEGISLATIVE UPDATE
FMLA Expansion Likely
Looms Ahead
By Bradford G.
Harvey
ON DEC.14, the Senate, by an overwhelming 90-3 vote,
approved the fi rst expansion of the Family and Medical
Leave Act (“FMLA”) in 14 years. The House of Representatives had approved the bill two days earlier. While White
House officials initially indicated that President George
W. Bush would sign the bill into law, he instead issued a
“pocket veto” on Dec. 28. Interestingly, President Bush did
not object to that portion of the legislation that would expand the FMLA. Instead, he opposed another part of the
bill that would allow civil suits against the Iraqi government for damages incurred during the Saddam Hussein
era. Democratic leadership in Congress expressed frustration in that the White House had not identified this issue
as a point of contention while the legislation was being
drafted. Because overwhelming majorities in both Houses
approved the proposed FMLA amendments, it is likely that
Congress will again push these amendments forward in
early 2008.
From a substantive perspective, the proposed FMLA
amendments focus on leave for family members of those in
military service. First, the bill would require covered employers to provide up to 12 weeks of FMLA leave to the immediate family members (i.e., spouses, children, parents)
of reservists or members of the National Guard who are
called to active duty. In addition, employers would have to
offer up to 26 weeks of unpaid leave to employees who are
providing care for family members wounded while serving
in the U.S. military. The potential duration of this leave
would be unique under the FMLA, which otherwise caps
leave at 12 weeks during a designated 12-month period.
Other key aspects of the FMLA would remain the same.
For example, to be eligible for coverage, an individual
must: 1) be employed at a worksite within 75 miles of which
the employer employs at least 50 people; 2) have worked at
least 12 months (which do not have to be consecutive) for
the employer; and 3) have worked at least 1,250 hours during the 12 months immediately before the date FMLA leave
begins. As with other types of intermittent FMLA leave, employees would be able to take the newly provided leave in
increments as small as the shortest time period tracked by
their employer’s payroll system.
The bill did not specify when the FMLA expansion
would go into effect, although the bill sponsors acknowledged that employers would need some time to adjust to
the new requirements. In addition, the Department of Labor indicated that it would need time to prepare new regulations tracking the amendments. In any event, assuming
new legislation is passed and signed by the president, covered employers should be prepared to comply with the new
requirements as soon as possible.
Notably, Sen. Christopher Dodd (D-Connecticut) and
Sen. Edward Kennedy (D-Massachusetts), have proposed
more radical changes to the FMLA. In particular, they have
advocated requiring employers to provide anywhere from
seven days to six weeks of paid sick leave per year. Of course,
FMLA leave now can be unpaid, although an employer may
choose for any paid leave it provides to run concurrently.
Sens. Kennedy and Dodd also have proposed expanding the
FMLA to cover employers with as few as 15 employees. Such
changes, of course, would most affect small and developing
businesses, which typically are most challenged in covering
for absent employees and administratively tracking leave.
Assuming new legislation is passed and signed by the president, covered
employers should be prepared to comply with the new requirements as
soon as possible.
26
I
The Human Resource
Meanwhile, numerous employer organizations have lobbied for amendments to streamline recordkeeping rules,
augment advance notice requirements for leave requests,
and clarify the meaning of a “serious health condition” that
can qualify for leave. Needless to say, the next set of national elections may impact what, if any, additional amendments eventually become law.
Bradford G. Harvey is an associate attorney with Miller & Martin,
PLLC. Harvey concentrates his practice in the areas of labor and
employment. He received his J.D. from the Vanderbilt University
School of Law, and is a member of the Tennessee and Chattanooga Bar
Associations. He can be reached at [email protected], and at
423-785-8210. Miller & Martin has offices in Atlanta, Chattanooga
and Nashville. Visit www.millermartin.com for more information on
how they may be able to assist your legal and business needs.
Spanish employee documents
We specialize in translating and formatting
Human Resources documents into Spanish.
•
•
•
•
•
Training
Benefit enrollment forms
Compliance regulations
Company handbooks
Employee newsletters
617-524-8600
www.mbrowne.com
367741_MBrowne.indd 1
•
•
•
•
•
Healthcare
Retail
Manufacturing
Service industries
Temporary workers
TRANSLATIONS
1/31/08 7:50:25 PM
With SAVINGS like these,
HR gets more strategic every day.
“With MBS as our partner, we’re moving completely
to Consumer Driven Health Plans, streamlining from
55 plans to five. We’re projecting a $30 million savings
over the next three years.”
That’s what Denise Clark, AVP of Benefits, Fidelity
National Financial, Inc., has to say about our work.
The ROI we are delivering as Fidelity’s partner is
real and measurable—a vital component of the
company’s strategic plan.
MBS. A privately held Employee Benefit
Consulting firm with a growing reputation for
helping HR get results where they count—and
that’s the bottom line.
Multiple Benefit Services, Inc.
Fred Schremp, President
[email protected]
770.424.5777 • www.MBServices.net
MBS
®
365161_MultipleBenefit.indd 1
Aligning employee benefits
with business goals.
Spring 2008
I
I
27
2/27/08 6:38:33 PM
2008
CALENDAR OF EVENTS
MARCH
18
25
25
TBD
APRIL
23
MAY
12
13
13
14
15
20
TBD
JUNE
3
JULY
9
14
15
29
TBD
Spring Assembly Presented by SHRM-Atlanta
in Conjunction with the SHRM Georgia State
Council
East GEM
SHRM-Atlanta and Emory University Power Breakfast
Northeast GEM
AUGUST
5
SHRM-Atlanta’s Professional Development and
Networking Series (formerly known as Chapter
Meeting)
19
SHRM-Atlanta and Emory University Power Breakfast
Networking Series (formerly known as Chapter Meeting)
SEPTEMBER
8
South GEM
9
North GEM
9
Northwest GEM
10
Central GEM
30
East GEM
TBD
Northeast GEM
South GEM
North GEM
Northwest GEM
Central GEM
Link with a Leader Auction
East GEM
Northeast GEM
OCTOBER
6-7
18th Annual SHRM-Atlanta Fall Conference
(formerly known as Annual
Southeast HR Conference)
Networking Series (formerly known as Chapter Meeting)
Central GEM
South GEM
North GEM
East GEM
Northeast GEM
NOVEMBER
10
South GEM
11
North GEM
12
Central GEM
18
East GEM
TBD
Northeast GEM
TBD
Northwest GEM
DECEMBER
10
Networking Series (formerly known as Chapter
Meeting)
The Payroll, Accounting and Income Tax Solution for the Small Business
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357958_GBC.indd 1
1/28/08 7:27:55 PM
Affirmative Action
Outsourcing, Training &
Consulting
I-9 Compliance
Electronic Storage Solutions,
Training & Audits
Compensation
Programs
HR & Due
Diligence Audits
Recruiting
www.hudsonmann.com
1092 Johnnie Dodds Blvd. Suite 100 • Mount Pleasant, SC 29464
Tel: 843.884.5557
28
I
The Human Resource
366688_Shredit.indd 1
351260_hudsonmann.indd
1
1/24/08 5:27:02
PM
10/12/07 2:34:44 PM
| INDEX OF ADVERTISERS
APPLICANT TRACKING
Berkshire Associates .....................................................................25
VIP Advantage......................................................Outside Back Cover
APPLICANT TRACKING SOLUTIONS
SilkRoad Technology, Inc................................................................21
APPLICANTS RECRUITMENT, SELECTION
& VERIFICATION SERVICES
ASSESSMENT & TESTING
Talent Builders, Inc. .......................................................................12
ATTORNEYS
Elarbee, Thompson, Sapp & Wilson, LLP ...........................................7
BACKGROUND INVESTIGATION
IMI Data Search, Inc. .....................................................................30
BENEFITS VOLUNTARY
Benefit Express .............................................................................30
Georgia Higher Education Savings Plan ............................................9
CERTIFICATION
HRCI ..............................................................................................3
CORPORATE HOUSING
Choice Corporate Housing .............................................................23
Marriott ExecuStay - Atlanta...........................................................20
DIVERSITY
DOCUMENT DESTRUCTION
Shred-It ........................................................................................28
EDUCATION & TRAINING
The University of Georgia Center for
Continuing Education Conference Center & Hotel ......................23
EMPLOYEE ASSISTANCE PROGRAMS
CorpCare Associates, Inc. ..............................................................12
EMPLOYEE BENEFITS
Georgia Higher Education Savings Plan ............................................9
Multiple Benefit Services, Inc. ........................................................27
EMPLOYEE SCREENING & BACKGROUND CHECKS
InfoMart .......................................................................................30
EMPLOYEE SURYEYING
EXECUTIVE COACHING
Continuing Education Conference Center & Hotel ......................23
EXECUTIVE OUTPLACEMENT SERVICES
FINANCE & ACCOUNTING STAFFING
Search Smart..................................................................................9
FINANCIAL SERVICES
GBC Services, LLC ........................................................................28
HEALTH BENEFITS
Kaiser Permanente........................................................................17
Stowe Associates ..........................................................................12
HEALTH RISK ASSESSMENTS
Lifesigns of Atlanta..........................................................................4
HR AUDITS
HR INFORMATION SYSTEMS
HR MANAGEMENT
HUMAN RESOURCE COUNSULTING SERVICES
HudsonMann ................................................................................28
INSURANCE SUPPLEMENTAL
Metro Atlanta Financial Group ........................................................23
INSURANCE, DISABILITY
INSURANCE, HEALTH
Kaiser Permanente........................................................................17
MSI Benefits Group, Inc. ......................................... Inside Back Cover
INSURANCE, LIFE
INSURANCE, LONG TERM CARE
Genworth Financial .......................................................................30
IT STAFFING SPECIALISTS
Search Smart..................................................................................9
JOB BOARDS
VetJobs ........................................................................................12
LEADERSHIP DEVELOPMENT
Turknett Leadership Group...............................................................8
ONBOARDING
OUTPLACEMENT SERVICES
PAYROLL PROCESSING
GBC Services, LLC ........................................................................28
PERFORMANCE MANAGEMENT
PRE-EMPLOYMENT SCREENING
PRE-EMPLOYMENT TESTING
PROFESSIONAL DEVELOPMENT & SEMINARS
Continuing Education Conference Center & Hotel .....................23
PUBLICATIONS
al.Com .........................................................................................14
RECRUITMENT ADVERTISING
ajcjobs.com ........................................................... Inside Front Cover
RECRUITMENT PROCESS OUTSOURCING
RA Clark .......................................................................................20
RECRUITMENT, ONLINE
AtlantaJobZone.com .....................................................................21
RELOCATION SERVICES
CORT ...........................................................................................24
SERVICE BUREAUS
GBC Services LLC .........................................................................28
SPANISH TRANSLATIONS
MBrowne Marketing ......................................................................27
STAFFING SERVICES
WillStaff Worldwide .........................................................................4
TECHNOLOGY SALES & PRE-SALES STAFFING
Search Smart..................................................................................9
TRAINING & DEVELOPMENT
Flying Change Equine Therapy .......................................................21
The University of Georgia Center for Continuing
Education Conference Center & Hotel ........................................23
TrainingPros .................................................................................29
TRAINING PRODUCTS
WELLNESS SERVICES
Lifesigns of Atlanta..........................................................................4
TIMELY. TARGETED. TRUSTED.
WHEN YOU NEED HUMAN PERFORMANCE PROFESSIONALS
on a contract basis, you need them on time, on target, and from
a source you can trust. TrainingPros specializes in providing
professionals with deep expertise in:
•
•
•
•
Organization development
Training development
Change management
Human resource development
•
•
•
•
Instructional design
Technical writing
Project management
Training delivery
Visit us at training-pros.com to learn how we can solve
your next project staffing need.
866 659 PROS (7767) • training-pros.com
366536_TrainingPros.indd 1
Spring 2008
I
I
29
1/28/08 5:32:33 PM
WHY CONSIDER
LONG TERM CARE
INSURANCE AS PART
OF YOUR BENEFITS
PACKAGE?
Long term care insurance is one
of the newest employee benefits
offered by businesses to attract and
retain top performers.
Find out how long term care
insurance can be made available to
you and those employees you value
most. Call today.
Brenda Joiner, CLTC
(770) 841-9134
®
348819_genworth.indd 1
| ADVERTISER.COM
COMPANY
WEBSITE
PAGE
ajcjobs.com...................................................... www.ajc.com .......................................Inside Front Cover
al.Com .............................................................. www.al.com ..............................................................14
AtlantaJobZone.com........................................ www.atlantajobzone.com/goemployer/shrm ...................21
Benefit Express ................................................ www.benefitexpress.info..............................................30
Berkshire Associates....................................... www.berkshire-aap.com .............................................25
Choice Corporate Housing ............................... www.cchousing.com ..................................................23
CorpCare Associates, Inc. ............................... www.corpcareeap.com ...............................................12
CORT ................................................................. www.cort.com ...........................................................24
Elarbee, Thompson, Sapp & Wilson, LLP ........ www.elarbeethompson.com ..........................................7
GBC Services, LLC............................................ www.gbcservicesllc.com .............................................28
Genworth Financial.......................................... www.brendajoiner.com ...............................................30
Georgia Higher Education Savings Plan ......... www.gacollegesavings.com ...........................................9
HRCI.................................................................. www.hrci.org ...............................................................3
HudsonMann .................................................... www.hudsonmann.com ..............................................28
IMI Data Search, Inc. ....................................... www.imidatasearch.com .............................................30
InfoMart ........................................................... www.infomart-usa.com ...............................................30
Kaiser Permanente .......................................... www.KaiserPermanente.org .........................................17
Lifesigns of Atlanta ......................................... www.lifesignsmd.com ...................................................4
Marriott ExecuStay – Atlanta .......................... www.execustay.com...................................................20
Metro Atlanta Financial Group ........................ www.Benefit-Plan.com................................................23
MSI Benefits Group, Inc. .................................. www.msibenefitsgroup.com .................... Inside Back Cover
Multiple Benefit Services, Inc. ........................ www.mbservices.net...................................................27
RA Clark ........................................................... www.raclark.com .......................................................20
Search Smart ................................................... www.searchsmartinc.com..............................................9
Shred-It ............................................................ www.shredit.com .......................................................28
SilkRoad Technology, Inc. ............................... www.silkroadtech.com ................................................21
Stowe Associates ............................................ www.stoweassociates.com ..........................................12
Talent Builders, Inc.......................................... www.talentbuildersinc.com ..........................................12
TrainingPros..................................................... www.training-pros.com ...............................................29
Turknett Leadership Group ............................. www.turknett.com ........................................................8
The University of Georgia Center for Continuing
Education Conference Center & Hotel ......... www.georgiacenter.uga.edu ........................................23
VetJobs ............................................................ www.vetjobs.com.......................................................12
VIP Advantage.................................................. www.vipadvantage.net .........................Outside Back Cover
WillStaff Worldwide ......................................... www.willstaff.net ..........................................................4
2/1/08 4:30:14 PM
| BUSINESS RESOURCE LISTINGS
BACKGROUND
INVESTIGATION
BENEFITS, VOLUNTARY
EMPLOYEE SCREENING AND
BACKGROUND CHECKS
IMI DATA SEARCH, INC.
275 E. Hillcrest, Suite 102
Thousand Oaks, CA 91360
Phone: (805) 495-1149
E-mail: [email protected]
Web: www.imidatasearch.com
BENEFIT EXPRESS
220 W. Campus Dr., Suite 203
Arlington Heights, IL 60004
Phone: (847) 637-1551
Fax: (530) 267-7790
Web: www.benefitexpress.info
INFOMART
1582 Terrell Mill Road
364873__Theinfomart.indd 11/14/08 1:58:10 PM
Marietta, GA 30067
Phone: (770) 984-2727
Fax: (770) 984-8997
Web: www.infomart-usa.com
Benefit Express gives you control of your resources
back to you. A unique approach to HR technology
and managing your benefits program. Our Services:
Experienced Benefits Outsourcing, Ongoing and
Annual Enrollment, Administration Consulting,
FSA/COBRA/HIPPA Administration, Customer Service
Center, Total Compensation Statements, Retiree
Administration. Turn to Benefit Express. You’ll be
happy. Your employees will be thrilled.
InfoMart, a woman-owned business enterprise,
provides pre-employment background screening to
companies nationwide. Our services include criminal
histories, credit and driving records, drug testing,
education and employment verifications, assessments
and much more. InfoMart is known for our leadingedge technology, providing clients with customized
integration and support. InfoMart’s solutions will assist
you in implementing a successful screening program,
providing your company with unmatched tools,
systems, and information. With many background
screening services to choose from, we know that
InfoMart can only earn and keep your business by
providing the highest quality applicant information
quickly, reliably, and at the best cost.
Since 1988, IMI Data Search, Inc. has been a
leading employment background company. IMI
gives you the ability to obtain real time, cost
effective intelligence on your candidates and
guarantees you not only a risk-free hiring decision
but also a competitive edge. You can choose one
of the special packages that IMI offers or we can
completely customize a background package to fit
your needs. IMI is a “custom house” that includes
packaging, special forms, online applications and
software integration. Our services are both national
and international. For more information call
800-860-7779 6 a.m. to 5 p.m. (PST) or e-mail to
[email protected]. Visit us on the Web at
www.imidatasearch.com.
30
I
The Human Resource
A single point of contact for all
insured employee benefits
Our comprehensive business model is based on the recognition that we are in the
“relationship/service business” and not in a “transaction business.” We place equal
emphasis on consulting, implementation and on-going service/support in both the core and
voluntary benefits realms which offers inherent administrative efficiencies to our clients.
BENEFITS CONSULTING - We leverage extensive industry knowledge and
technical expertise to offer private and public sector employers consulting services whose
ultimate purpose is to enable each employer to deploy a robust employee benefits program
which supports the constant need to recruit, retain and motivate top quality employees
while adhering to financial constraints and objectives.
IMPLEMENTATION - We harness multi-layered enrollment solutions that achieve
employee understanding and appreciation as well as administrative accuracy and utilize
any medium of communication that is convenient and effective for the employer. This
ranges from the traditional “face to face / one on one” paper and ink enrollments to a state
of the art, web-based electronic communication and enrollment platform that employees
can access 24/7 from their home or office and is offered at no cost to our clients as an
added value service.
SERVICE / SUPPORT - MSI Customer Service; Eligibility; Billing and Benefit
Counselor Teams add value to your benefit choices by decreasing the HR workload and
increasing employee comfort and satisfaction through an ideal combination of “high-tech/
high-touch” and “low-tech/high-touch” services. We actively encourage your employees
to call us directly with claim issues or administrative problems and we work in close and
daily collaboration with your internal HR staff.
TownPark Ravine One | 245 TownPark Drive - Suite 100 | Kennesaw, GA 30144
Office: 770-425-1231 | Fax: 770-425-4722 | www.msibenefitsgroup.com

humanresource - SHRM

Transcription

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