Summer/Fall 2007 - HR Florida State Council

Transcription

SUMMER FALL 2007
MAXIMIZING
Your Benefits Investment Through
Effective Communications
also in this issue:
2007
Conference
Brochure
Inside!
One Size Does Not Fit All
Surviving the Wage
& Hour Tidal Wave
Shortcuts to ease the
Burden of Salary
Survey Participation
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header
Contents
October 3-5, 2007
Summer/Fall
2007
Rosen Shingle Creek Resort
Orlando, Florida
PAGE
Con
PAGE
Mast
Mas
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Sess
PAGE
Spon
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Venu
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16
23
INSIDE TALK
FEATURE ARTICLE
7 2007 HR Florida State Council
18 Prepare Your Company for Boomers’ Retirement
9
A Message from the HR Florida State
Council President
By Sharlyn Lauby, SPHR, CPLP
PAGE
Reg
To r
ww
By Shannon Hurley
MANAGER’S NOTEBOOK
16 An Employee Benefit That Doesn’t Cost a Cent
COVER STORY
11
Keyn
Maximizing Your Benefits Investment Through
By Ron Hess
36 What Should You Tell Your Employees About Pay?
By Chuck Csizmar
40 Making Benefits Make Sense
IN THE SPOTLIGHT
By Donna Cutting
By Tristan Nall
Please Return Undeliverables: MediaEDGE Publishing, 1703 N.W. 80th Blvd., Gainesville, FL 32606
31 Surviving the Wage & Hour Tidal Wave
EXTRAS
By Angelique Groza Lyons
34 Shortcuts to Ease the Burden of
23 Conference & Expo Brochure
Salary Survey Participation
By Barry L. Brown
47 Buyer’s Guide
42 HR Florida 2007: The Benefits of Attending
44 One Size Does Not Fit All
By Tony Radler
Published by
Publisher • Michael Brown
Editor • Jimmy Anuswzewski
1703 NW 80th Blvd.
Gainesville, FL 32606
Manager • Trevilynn Blakeslee
(877) 234-1863 ext. 6701
Fax: (352) 313-6719
• Account Executives •
Brian S. Bedell, Walt Daniels,
Kati Grote, Shirley Lawrence
[email protected]
Graphic Design Specialist • Sabrina Abbott
Toll Free: (877) 234-1863 ext. 6702
SUMMER FALL 2007
President • Kevin Brown
Senior Vice President • Robert Thompson
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 association.
Publication Mail Agreement
#40787580
5
5
2007
header
2007 HR Florida State
CouncilExecutive Board
State President
Sharlyn Lauby, SPHR, CPLP
ITM Group, Inc.
State President-Elect
Karla Daubney, SPHR
Seralago Hotel and Suites
Secretary
Kitty L. Fields, PHR
Board of Sumter County Commissioners
Immediate Past President
Sherell Hendrickson, PHR
University of West Florida
HR Florida State Council
SHRM Representatives
SHRM SE Regional Director
Dorothy Hill, SPHR
SHRM
SHRM SE Regional Manager
Shelly Trent, SPHR
SHRM
SHRM SE Region Coordinator
Lisa Gardner
SHRM
District Directors and
Chapter Presidents
District 1 – Panhandle District
Council Standing Committee Chairs
District Director
Mary Bishop
Sacred Heart System
Certification Director
Lori Goldsmith, SPHR
Tomlin Staffing
SHRM Emerald Coast Chapter
Michelle Anderson
Kitchen and Bath Center
College Relations Director
Mary Malval, PHR
JM&A Group
Diversity Director
Cynthia Davis-Gryce
City of Clearwater
Foundation Director
Pat Szczesny, PHR
Sandhill Cove Properties
Federal Governmental Affairs Director
Myrna Galligano
Holland and Knight, LLP
State Governmental Affairs Director
George Allen, SPHR
Carr Riggs and Ingram
Membership Director
Kathy Rupar, SPHR
O.R. Colan Associates
Professional Development Director
Carmen Miller
McKinley Financial Services
Workforce Readiness Director
Catherine Mallozzi, SPHR
Florida Metropolitan University
Council Support Committee Chairs
Global Affairs Chair
Robert Garcia, SPHR
Florida International University
Marketing Chair
Kari Lemke, SPHR
T-Mobile USA
Mid-Florida SHRM
Stacy Campbell - Domineck, SPHR
Polk Works
Nature Coast
Pamela Baldwin, SPHR, CEBS
Southwest Florida Water Management District
Suncoast HRMA
Aisha Butcher, SPHR
Computer Management Consultants
District 6 – Gulf Coast District
District Director
Martha Bryson, SPHR
Hope Hospice and Community Services
Charlotte County SHRM
Sandra Hernandez
Peace River Distributing, Inc.
Greater Pensacola Chapter
Sue Butts
Navy Federal Credit Union
HR Association of Collier County
Patricia A. Case
Case Benefits Consultants, LLC
District 2 – North Florida District
HRMA of Southwest Florida
Laura D. Rhoad, SPHR
Pall Corporation, Industrial Division
District Director
Queenell G. Fox, SPHR
Florida State University Foundation
Big Bend SHRM
Jacqui Zarba, SPHR
Open Text Corporation
HR Management Assn of Bay County
Daphne Hundley
Buffalo Rock Company
District 3 – Northeast District
District Director
Stephen Tanner, SPHR
Florida Farm Bureau Insurance
Jacksonville SHRM
Cyndi Rooks, PHR
SkyeTec
North Central Florida HR Association
Richard Anderson, SPHR
Tutogen Medical
Ocala HR Management Association
Patricia A. Reddish
Signature Brands, LLC
District 4 – Central Florida District
District Director
Berni Hebrock
Lake-Sumter Community College
Central Florida HR Association
Teresa Vaughn, SPHR
Bunch & Associates
Lake Sumter SHRM
Bonnie Pineda
Prologistix
Publications Chair
April Leon Guerrero
JMJ Masterpiece Properties, LLC
SHRM -Volusia/Flagler
Pauline Crahan, SPHR
Brown & Brown, Inc.
Special Projects Chair
Jasmine Richards, PHR
Medware, Inc.
Space Coast HR Association
Kathryn Roberts, PHR
Arbor Res Care
Technology Chair
Angela Rao-Brown, SPHR
Effective Resources Inc.
District Director
Kathryn Woodling, PHR
VeriFone, Inc.
SUMMER FALL 2007
HR Tampa
Greg Aarons
Tampa Tribune
District 5 – Tampa Bay Area District
Sarasota-Manatee HR Association
Heather E. Vogel, SPHR
Manatee Glens Corporation
District 7 – Treasure Coast District
District Director
Gerry Hoeffner
Personnel Dynamics Consulting
HR Mgmt. Assoc. of Martin County
Madeline Greenwood
HPS Helping People Succeed, Inc.
South Brevard SHRM
Karen Sack, SPHR
Space Coast Credit Union
St. Lucie County HR Association, Inc.
Julie St. Clair
Ft. Pierce Utilities Authority
Treasure Coast HR Association
Jenny Zeran, PHR
Premier Citrus Packers, LLC.
District 8 – Southeast Florida District
District Director
Iliana Castillo-Frick
Miami Dade College
EMA South Florida Chapter
Larry Kohn
Graymark Security Group
HR Association of Broward County
Barbara Flynn, SPHR
People First, Inc.
HR Association of Palm Beach County
Olga Otero, PHR
Allstate Insurance Company
District 9 – South Florida District
District Director
Iliana Castillo-Frick
Miami Dade College
Florida Keys SHRM
Kay Miller, SPHR
First State Bank
Greater Miami SHRM
Deborah Winkles, SPHR
Commercial Bank of Florida
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A MESSAGE FROM THE PRESIDENT:
Sharlyn Lauby,
SPHR, CPLP
B
ack in the 60’s, the term “Think Globally, Act
Locally” was coined as an environmental
slogan. Since then, many people use the
term to remind us that we need to think both “big
picture” as well as focus on the details.
This year, the HR Florida State Council has
been using this philosophy in carrying out
our accomplishments.
We’ve been working on several strategic initiatives. We have partnered with Collaborative Labs
at St. Petersburg College to develop a strategic
plan. In April, we finalized our vision, mission
and values. Our next session will focus on the
SWOT analysis for our organization. By year-end,
we expect to have a 3-5 year plan in place. These
conversations are also helping us develop the
organizational infrastructure to sustain ourselves
in the years to come.
Early in the year, HR Florida entered into partnerships with both an accounting services firm and
a conference meeting planning company, so we
can continue to offer outstanding programs at the
most affordable rates possible. We are proud of
the fact that we have not raised the cost of registration to our annual conference in 2007. Be sure
to check out the brochure in this issue. We have a
wonderful program planned for the event, being
held October 3-5 at the beautiful Rosen Shingle
Creek in Orlando.
But our real focus is on a local level; HR Florida’s
success comes from the support of the 28 SHRMSUMMER FALL 2007
affiliated chapters around the state. They guide
our goals and objectives as an organization and
the individuals involved with the chapters are our
future leadership for the state.
For those of you not involved with a local chapter,
I hope that you will consider such. My local
chapter provides me with educational programs,
networking opportunities and access to new
resources. I know that wherever you are, your local
chapter is doing the same. Being a member of a
local chapter gives me a ‘lifeline’ of other professionals that I tap into daily.
And, if you are looking for another way to leverage
your local chapter involvement, consider becoming
a volunteer leader. As a chapter board member, I
gained tremendous experience that I could transfer
to my ‘paying job.’ I also made lifelong friends.
Volunteering for my chapter and for HR Florida
has been one of the most rewarding experiences of
my life.
In this first half of 2007, we’ve done so much, but
we still have much left to accomplish. We hope that
you will join us and support us as we strive to make
a positive impact on the human resources profession in Florida.
I look forward to seeing you in October at HR
Florida 2007!
Sharlyn Lauby, SPHR, CPLP
2007 President
HR Florida State Council, Inc.
9
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header
MAXIMIZING
Your Benefits Investment Through
By Ron Hess
E
very year companies spend
many millions of dollars
to provide their employees
with benefits. But the truth is that
few employees have any idea what
it costs the organization they work
for to provide those benefits to
them, nor do they have a clue about
the many valuable features and
options which exist within most
benefit programs.
It’s my belief, however, that with
a little care and feeding, you can
make giant inroads in educating
employees about their benefits, and
save money along the way as your
employees improve their knowledge and use of benefit programs.
What follows are some practical
approaches I find work well in
enhancing employee communications effectiveness on benefit topics.
SUMMER FALL 2007
Benefits 21st century:
Communicating the big picture
Benefits have gotten a lot more
expensive and complex in the 21st
century. The media is covering this
story. And employees are paying
attention. In SHRM surveys, benefits are at or near the top of the list
in the drivers of employee satisfaction. Moreover, publicity about
upheaval in health care and pension
programs has created employee
anxiety and confusion.
Many an HR professional has had
their ears burned from listening
to angry employees communicate
their dissatisfaction with rising
out-of-pocket health costs. As you
very well know, these increases
aren’t a deliberate attempt by your
organization to squeeze employees.
But your employees often don’t
perceive it that way.
You usually do have a credible business story to tell! Communicate it!
Many companies don’t take the time
to do it. Health care increases are a
national phenomenon that affects
just about every organization. Tell
your employees that. Communicate
the story of rising health care costs
in America – what’s behind it and
who has been affected (including
your organization).
Ideas for communicating about
benefits cost issues:
Facts build credibility and understanding – Employees today are
skeptical about most things so
you need to show them data as
you make your business case and
gain understanding of the rationale for change. Draw upon local,
11
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maximize your benefits investment
national and industry benefits
cost information to tell your story,
including data about health care
cost increases. This data is readily
available from your health plan
or your HR consultancy. Put the
info into chart form and explain
it. Issue an annual benefits statement which shows what it would
cost employees if they had to buy
health insurance and other benefits on their own.
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0-
Connect the dots between benefit costs
and marketplace competitiveness –
Educate employees about the high
cost of benefits and their impact
on the bottom line, building
understanding that if you passed
along these costs to customers,
you’d lose business and market
share. Help employees understand that your organization is
caught in the middle of a national
dilemma – and you are doing your
best to balance the needs of your
employees with the need to keep
the organization competitive.
Face-to-face communication:
Still the best
This may be the age of technology,
but some things about communicating haven’t changed. Employees
still prefer face-to-face communication over any other delivery
method. When you’re speaking
to an individual or a group, you
pretty much have their full attention. That’s not true back at the
work station where employees are
preoccupied with e-mails, calls and
the pressure of work; or at home,
where distractions abound.
As I have listened to employees in
focus groups over the years, it has
become clear to me that employees
retain a lot more and are far more
motivated to act when they hear the
message and information directly
from a speaker. Complex, new
programs are much better under-
stood when they are explained in
person. That includes benefits.
Ideas for making face-to-face
communications work:
Plan, practice, enlist help – It’s not
realistic to expect you to speak
with every individual about benefits, but make the effort to get out
of the office and do as much as
you can. Enlist the help of others
in your organization, or at the
health plan. Carefully plan out a
storyline. Develop support visuals
that have impact. Practice your
presentation in front of someone
to get feedback and have your
helpers practice in front of you.
I’ve seen cases in the past where
the health plan provider presenter
had good intentions but failed
miserably because the message
wasn’t customized enough.
Face-to-face fuels program launch
success – If you are rolling out a new
health plan offering, it’s wise to bring
employees together for face-to-face
discussion to explain what it’s all
about. The same with fall enrollment changes. Face-to-face is vital
for gaining buy-in and support.
Little things count a lot – Face-toface doesn’t have to be big, formal
presentations. Each employee you
speak with at a health fair, or that
small group of managers you update
at their staff meeting, counts, and it
all adds up over time.
®
The power of personalization
The “human” side of the benefits story always makes for good
reading – people love to read about
other people, and that’s why People
Magazine and others like it are so
popular. “Case history” stories
are a great opportunity to weave
in messages about the values of
benefit plans and how to use them.
Such stories have impact and also
make seemingly complex benefit
concepts real and easier to grasp.
SUMMER FALL 2007
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header
Identify employees who are
willing to talk about substantial
savings in out-of-pocket medical
expense, or the great quality or
service they received when they
used their benefits, or the retiree
who is enjoying a comfortable
retirement, thanks in part to the
pension plan and their 401 (k)
investments. Based on my experience, employees are frequently
willing to share their “testimonial”
in print or in a video clip.
money or provide value-added
services. But few employees
know about them. Whenever I
would ask employees about valuable features in their benefits
programs, I usually got blank
stares. I’d ask: “Do you know
about or use your company dental
and vision PPOs?” The response
would come back: “I never heard
of them.” “Do you participate in
the Flexible Spending Account?”
The answer: “It looks complex, so
I skip it.”
Another way to “personalize” the
message is the annual benefits
statement. Showing the employee
their personal investment in benefits and how much those benefits
are worth brings the message
home in ways that general
communication cannot touch.
As you communicate, seek opportunities to explain the values in
your benefit programs, whether it
be the PPO money-saving opportunities, the EAP, or the company
match programs in the 401(k), or
the Tuition Refund Program.
Those great benefit features
nobody knows about
Many benefits programs have
some great features that save
Keep it simple; use boxes, bullets
and other graphic techniques
Ask the typical employee and
they’ll tell you that a lot of bene-
fits material is too technical and
too boring to look at. “I just can’t
find what’s most important to
know and do,” employees tell
me. That assertion is supported
by research. A recent MetLife
study, for example, revealed that
two-thirds of employees found
explanations of benefit options
too complex to understand.
Today’s employee is time-stressed,
and if you don’t take the time to
make your content approachable and easy to grasp, you’re
likely going to quickly lose a lot
of readers.
Ideas for achieving interest
and impact:
Add a “key points” summary upfront
– Sometimes benefits and HR
professionals want to begin
an article by going right into
every little detail about a
program change. Instead,
begin with an “At a glance”
At Delta Dental, we give you a lot smile
about. No-hassle administration. A wide
range of programs. Access to the nation’s
largest dental network. These are just
some of the reasons why millions of
people nationwide choose Delta Dental
to look after their smiles.
For more information about Delta Dental
group plans for 5 or more, contact your
broker or local Delta Dental sales office,
or visit our web site at:
www.deltadentalins.com
14
14
header your benefits investment
maximize
box that explains the 4 or 5 key
changes and employee messages.
This helps the reader get their
mind around the concept you plan
to communicate at a “50,000 foot”
level. Then, go into your detail.
Strategically use headings, call-outs,
bullets and boxes – Remember, this
is the era of the “sound byte.” A
lot of employees “skim” employee
communication today, so make
sure that you use short and clear
sentences and incorporate the
most important points in article
headlines, subheads and call out
quotes. Because that’s all some
employees are going to read. Add
some spice by using sub-headings
and call-out quotes within the
body of the material. Think USA
TODAY and liberally use bullet
points and short boxed stories to
supplement the main story and
highlight important features.
Simple graphics perk up interest
– Look for opportunities to use
small graphic icons pertaining to
the subject, such as an eye chart for
vision care or hospital for hospital
stay. I believe that even small
attempts to weave in graphics with
benefits text helps break down the
complexity of the subject for the
employee reader.
Delivery methods: Don’t
put all your eggs in the
intranet basket
Aside from face-to-face
communications, there’s a
growing tendency today to drive
employees to the web for most benefits communications. The intranet
can be an effective way to communicate, for sure. But your best bet,
as difficult as it may be sometimes,
is to continue to use a multi-media
approach, employing a combination
of print, e-mail and intranet.
The prevailing research continues
to show that when it comes to
employee communication, it’s
SUMMER FALL 2007
different strokes for different folks.
If you stubbornly, but subtly, tell
your employees, “It’s the intranet
or nothing,” well, you’re probably going to have an unsatisfactory result. In many cases, mailing
to the home still makes sense as a
means of getting information in the
hands of other family members.
All we are saying is, give benefits
communications a chance
Benefits communication today is
a tough job. Changes are abundant, programs are hard to
explain, and the cost message
goes down like a bad tasting
medicine. Employees are impatient, distracted, overworked and
pressed for time at work and at
home, so employee communication often gets short shrift.
But benefits communication is an
important job. If you see benefits
as a strategic business tool, if
you are committed to make your
organization’s big investment in
benefits pay dividends in terms of
efficient use and increased satisfaction, and if you and your organization are truly serious about
changing employee behavior
around benefits, then you will
make the effort to give benefits
communications the time, attention and focus it deserves.
Ron Hess is president of Motiv8
Communications, a Port Orange,
FL based employee communications
consulting firm. A member of the
Volusia County chapter of SHRM,
Ron spent 27 years in the corporate
world, including service as director
of corporate employee and benefits
communications at both General
Electric and Watson Wyatt.
Tired of trying to
do this by yourself?
For more information, please contact
The Employment
& Labor Law Team
at (800)
338-3381 or visit
www.gray-robinson.com.
CLERMONT • FORT LAUDERDALE • JACKSONVILLE • KEY WEST • LAKELAND
MELBOURNE • NAPLES • ORLANDO • TALLAHASSEE • TAMPA
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15
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header
An Employment Benefit
THAT DOESN’T COST A CENT!
By Donna Cutting
Glance
around at your
employees.
Do they
look relaxed
and happy
or stressed,
bored and
disgruntled?
Are they
smiling or
grimacing? Is
your company
16
“Wait just a minute,” you
might be saying. “Work is
not supposed to be fun - that’s
why it’s called work! If we spend
too much time having fun we won’t
get any work done.” True, you are
there to achieve the company objectives and work is serious business.
However, it doesn’t mean you have
to take yourself seriously. In fact,
a little sense of humor goes a long
way towards building productive
teams in the workplace.
A Gallup poll of millions of US
workers has shown that job satisfaction increases by almost 50 percent
when an employee has developed
close friendships at work. In fact,
most of the workers surveyed rated
close friendships at work higher
than a 10% pay increase in terms of
job satisfaction.
them out or
Promoting laughter in the workplace is one way to help employees
develop those close friendships.
As musical comedian Victor Borge
once said, “Laughter is the shortest
distance between two people.”
firing them up?
However, HR Professionals and
managers often wonder how
culture burning
16
If you want higher morale and
lower staff turnover, it’s time
for you to put FUN to work on
the job! Smart companies know
that a little playfulness at
work can provide a spirited environment that is
conducive to productivity, creativity, and
ultimately, profitability.
they can
promote a fun
workplace environment without
losing focus of the company
mission. Fun at work is neither an
oxymoron nor a free-for-all. When
creating an environment where
playful productivity is paramount,
keep the following in mind:
You must make your expectations
very clear. Employees want to know
what is expected of them, how they
will be trained and coached to meet
those expectations, how they will
be held accountable, and what will
happen if they don’t follow through.
When the mission is made very
clear, and accountabilities are put
into place, then you can relax and
have a little fun while still seeing
that the job gets done.
You must set clear boundaries
regarding fun at work. Lightening up with laughter does mean
enjoying the company of your
header
co-workers, finding humor in
common situations, and celebrating
your accomplishments. It does NOT
mean laughing AT your co-workers
or customers, playing
cruel jokes, indulging in sexual,
racist or intolerant humor, or
making fun of
the company.
As HR Professionals and managers,
you can feel free to set the tone for a
jovial workplace culture. However,
let your employees generate their
own fun! Forced fun is NOT fun
and usually does not have the
desired effect.
How do you have fun at work?
Create the kind of atmosphere that
gives people permission to play,
and they will usually come up
with their own fun! Just encourage
laughter in your workplace. It’s
fun, morale-boosting and free! Or
try some of the following low-cost
or no-cost ideas that have worked
for others.
Rotate the responsibility for planning fun, morale-building events
from department to department.
One month, the human resources
department plans and sponsors
the fun, the next month it’s the
accounting department, and so on.
Invite staff and their families back
one evening. Put up a big screen
and show a family-friendly movie.
Remember the popcorn, candy,
and soda. This could be even more
fun with pillows and comfy chairs!
It could even be done outside.
Remember drive-ins?
Draw names for “secret pals.”
Surprise your secret pal with
simple acts of kindness for a
month. At the end of the month,
have a party and reveal the identities of the secret pals.
SUMMER FALL 2007
Brainstorm ways that you can have
fun with your customers! Take a
tip from Southwest Airlines whose
flight attendants tell jokes over
the intercom, or Pike Place Fish
Market where fishmongers invite
customers to catch their fish! Rather
than plan fun events, brainstorm
ways you can make your daily
customer interactions more fun.
Another example? When you walk
into “Moe’s Tex Mex Grill” you are
greeted by shouts of “Welcome to
Moe’s” by the entire staff! How can
you make YOUR workday more
fun for you and your customers?
Bring toys to the next Staff meeting.
Give people something to play with
and see what creativity emerges.
On Fridays, lock the doors at the
end of the day, blast the music and
dance for a full five minutes!
Host an after hours scavenger hunt.
About two weeks before the big date,
divide into teams and give everyone
their lists. Each item should have a
point value. Everyone gathers at
the appointed date in front of the
“judges” with their items. Include
fun things like “The Best Song and
Dance Number.” The team with the
most points - Wins!
Give everyone squirt toys and
watch the fun ensue.
As the boss, spend a day washing
your employees’ cars. At one
company an employee was so
excited about this event she actually borrowed a car so she could
watch her boss wash it.
Some companies allow their
employees to bring their wellbehaved pets to work. People in
those workplaces swear it keeps
everyone relaxed, happy and
more productive.
Write a funny (clean and kind
humor) play about your workplace,
and invite your co-workers (and
customers??) to star in it!!
Food is
A LWAY S
fun!
The
Google
Offices
have
a
rule
that
their must
be food within
100 feet of every
employee. Bring on the pizza
party.
However, healthy employees are
happy employees. Bring healthy
snacks to work and promote wellness programs. Start a lunchtime
walking club. Decorate the stairwell
to encourage employees to bypass
the elevator. Encourage participation in charity walk-a-thon events.
Rather than work on a project by
yourself, invite the entire team
to be in on the planning! Give
them something challenging to
do, and they’ll have FUN, they’ll
buy in, and who knows what
you’ll accomplish?
These ideas have worked for
others, but surely you and your
team members will have ideas of
your own. Start a “joy committee”
and generate a list of ways you
can have fun in your workplace.
Whatever it is, jump in, celebrate
and reap the rewards of joy on the
job. You will find that this is one
form of compensation that benefits
not just your employees, but your
company too!
Donna Cutting, otherwise known as
Gal Morale, is a speaker and author
who helps leaders create places where
employees get Standing Ovations
and customers get Star Treatment.
She is the author of “The Celebrity
Experience: Insider Secrets To Delivering Red Carpet Customer Service,”
published by Wiley and to be released
in February, 2008. She can be reached
at 727-525-5818 or via her website at
www.galmorale.com.
17
17
Prepare Your Company For
header
BOOMER’S
RETIREMENT
By
Shannon Hurley
I
f you’ve been following the
business news, you’re familiar
with predictions of a mass
exodus of Baby Boomer employees
from the workforce – a trend that
has already begun and is almost
certain to accelerate. The 2000 U.S.
Census estimates there are close
to 83 million U.S. workers in the
boomer demographic group, so
the prospect of their departure
is hardly insignificant. The U.S.
Bureau of Labor Statistics predicts
that by 2012, we’ll have a labor
force of about 162.3 million people
for 165.3 million available jobs.
But precisely what all this means
for your company depends on
how well you plan for the eventual retirement of the boomers on
your staff. Start preparing now so
18
18
‘Audit’ Your Boomers
Take stock of the number of
employees at your firm who are
nearing the traditional retirement
age. Even if it turns out to be just
a few, consider this number within
the context of your entire staff.
For example, if your company has
only 12 employees, three retiring
workers would represent onequarter of your staff. Depending on
employees’ positions and tenure,
this could dramatically deplete
your knowledge base or adversely
impact your company’s ability to
serve its customers.
factors that may keep older workers
on the job. First, people are living
longer and healthier lives than
previous generations did. Some
will choose to continue working in
order to stay active and maintain
a sense of structure within their
lives; others will need the income
to support themselves. Second, the
minimum age for receiving the full
Social Security payout is set to go
up to 67. Add to this the questions
about the future viability of the
Social Security program, and you’ll
find that many boomers at both
ends of the demographic bulge
plan to stay in the workforce well
past the traditional retirement age.
Before you become alarmed,
however, keep in mind that there
are a number of social and economic
With these broad trends in mind,
consider raising the topic of
retirement within the context of
that your company can smoothly
handle their departure.
header
employees’ performance reviews
or discussions about professional
development and goal-setting.
Chances are, those in their late 50’s
or early 60’s will have a clearer, more
detailed timetable for exiting the
workforce, while workers in their
40s may plan to work for several
more decades. If an employee is
willing to talk more specifically
about his or her plans, you might
want to mention various popular
boomer’s retirement
retirement options, such as parttime or project-based employment.
A survey conducted by the AARP
in 2004 found that 79 percent
of boomers plan to continue to
work at some level during their
“retirement” years.
Create a Comprehensive
Staffing Strategy
Once you have a general idea when
individual staff members plan to
retire, you can start augment your
staffing strategy by addressing
three key issues – retention, transition and recruiting – to help your
company cope with the eventual
loss of boomers. Your retention
efforts may enable your company to
hold onto your mature employees as
long as possible by creating mutually beneficial work arrangements,
while your transition strategy will
help the entire staff adjust and
prepare. Targeted recruiting will
help you attract the most qualified candidates for positions the
boomers eventually vacate.
Retention.
Encourage
mature
workers to stay with your company
longer by offering benefits they
value, such as flexible working
hours, telecommuting and alternative schedules. Older workers also
appreciate resources such as financial planning seminars that will help
them prepare for retirement. But
don’t treat them like relics. Make
it part of your corporate culture to
treat mature, long-time employees
as the invaluable resources they are
by recognizing and rewarding their
contributions. Help them develop
new skills so they can continue to
be effective members of the team.
545 5th Avenue New York, NY
10017 U.S.A 800.400.1327
The Granary Ryehurst Lane
Binfield Berkshire
RG42 5QZ UK 011 44 870 770 5445
www.mcfawards.com
[email protected]
ISO 9001 Certified
Transition. To prevent the loss of
knowledge and insights that could
occur when Baby Boomers in your
department retire, set up a targeted
mentoring program at your company
that pairs boomer employees with
younger coworkers. Explain to
the mentors that you’d like them
to transfer best practices and critical skill sets. In addition, instruct
boomers to fully document key
information about their jobs, clients
or customers. You might even create
a “Boomer Legacy” handbook that
contains trade secrets, anecdotes
and professional words of wisdom
for the next generation.
Recruiting. As retirement dates
draw closer, begin to fill the candi-
SUMMER FALL 2007
19
19
boomer’s retirement
date pipeline. Keep in mind that
many businesses will be competing
for a shrinking pool of talent, so be
prepared to offer better-than-average salary and benefits, if necessary, to attract the best employees.
Don’t overlook promoting from
within as a sound way to fill vacant
positions. In fact, you may decide
to advance the oldest and most
experienced of your Generation
X workers and look outside the
company for candidates for positions that require less experience.
header
ican culture and society, and will
continue to do so even as they
approach retirement. By starting
to prepare your company now for
boomers’ eventual departure, you’ll
be able to adapt to these coming
changes and reduce their effect on
productivity and your ability to
grow the business.
Baby
boomers
have 1:03
left their
mark 1
7340.qxd
5/3/07
PM Page
on virtually every aspect of Amer-
headquartered in Menlo Park, CA and
has over 350 offices worldwide.
Shannon Hurley is president of
the Florida District for Robert Half
International (RHI), the world’s
first and largest staffing service
specializing in the accounting,
finance and information technology
fields. Robert Half International is
Shannon is based in Fort Lauderdale
and oversees operations for the
company’s office locations throughout
the state including ten in South
Florida, four in the Tampa Bay area
and two in the Orlando area. Prior
to joining RHI in November of 1996,
she worked for a staffing firm in
Pennsylvania for four years. Shannon
is a graduate of the School of Business
at Villanova University where she
earned a bachelor’s degree in business
administration with an
emphasis in finance.
You can lead change within your organization as a training and development professional.
Barry University’s Human Resource Development programs offer outstanding
career preparation.
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Administration degree, you develop leadership skills that qualify you to mentor
management trainers and improve employee performance. Barry also
offers a joint MS/MBA degree in HRDA.
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The Ph.D. program in Leadership and Education with a
Specialization in Human Resource Development prepares you to
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Seminars and certificate programs provide solutions for
performance enhancement training in business and government.
BARRY
UNIVERSITY
ADRIAN DOMINICAN SCHOOL OF EDUCATION
11300 NE Second Avenue
Miami Shores, FL 33161 – 6695
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[email protected]
FHR 7340 04/07
www.barry.edu/ed
20
20
ORLANDO LOCATION:
2000 N. Alafaya Trail, Suite 600
Orlando, FL 32826
321-235-8408
[email protected]
ADMISSIONS
800-695-2279
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CONSUMERSTOBESMARTER
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EDUCATECONSUMERSABOUTCOSTSANDEFlCIENCY!NDOUR(UMANA!CCESS3-6ISA
$EBIT#ARDHELPSMAKECONSUMERSSMARTERSHOPPERSOFHEALTHCARE!LANDMARK
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(UMANA2ETHINK)T
'OTOWWWHUMANACOMRETHINKIT
!CTUARIALANALYSISPREPAREDBY(UMANAANDPRESENTEDAT3OCIETYOF!CTUARIESANNUALCONFERENCE*UNE
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HR Florida 2007
Conference & Expo
October 3-5, 2007
Orlando, Florida
PAGE 2
Conference-At-A-Glance
PAGE 3
Masters Series Speakers
PAGE 4
Sessions and Workshops
PAGE 5
Sponsor Listing
PAGE 6
Venue Information
PAGE 7
Keynote Speakers
PAGE 8
Registration Form
To register, visit:
www.hrflorida.org
Conference-At-A-Glance
Day/Date
Tuesday,
October 2
Wednesday,
October 3
Thursday,
October 4
Friday,
October 5
Time
Activity
9:00am-5:00pm
Pre-Conference Workshop - Business Academy*
9:00am-5:00pm
Pre-Conference Workshop - Certification Prep Course*
1:00pm-4:00pm
Pre-Conference Workshop - HR Boot Camp*
1:00pm-4:00pm
Pre-Conference Workshop - Legal Issues*
1:00pm-4:00pm
Pre-Conference Workshop - An Interactive Look at Diversity*
4:00pm-7:00pm
Registration
7:00am-5:00pm
Registration
9:00am-10:00am
HR Florida Conference Orientation
9:00am-10:00am
Morning Concurrent Sessions (5)
10:15am-11:45am
Opening Session - Harris Rosen, “What CEOs Expect From HR”
11:45am-1:30pm
Expo Hall Opens / Lunch
1:30pm-3:45pm
Masters Series - Dr. Richard Farson, “Whoever Makes The Most Mistakes Wins”
1:30pm-5:45pm
Afternoon Concurrent Sessions (26)
3:45pm-4:30pm
Refreshment Break / Expo Hall
5:45pm-7:00pm
Grand Opening Reception
7:00am-2:00pm
Registration
7:00am-8:00am
Rise and Shine Sessions (6)
8:00am-4:00pm
Expo Hall Opens
8:15am-9:30am
General Session - Dr. Tom Morris, “True Success: The Art Of Achievement”
9:45am-12 noon
Morning Concurrent Sessions (11)
11:00am-2:15pm
Masters Series - Peg Neuhauser, “I Should Be Burned Out By Now…” (w/lunch break)
12 noon-1:15pm
Lunch Break / Expo Hall
1:15pm-5:30pm
Afternoon Concurrent Sessions (17)
2:15pm-3:00pm
Refreshment Break / Expo Hall
8:00pm-10:30pm
Entertainment by the Water Coolers - The Myths, The Mores, And Madness of Corporate Living
7:30am-9:00am
Registration
8:30am-9:45pm
Closing General Session - Bonnie St. John, “The Ubër Secrets of Top Performers”
10:00am-12:15pm
Masters Series - John Clemens, “The Leadership Kaleidoscope”
10:00am-12:15pm
Concurrent Sessions (12)
*Additional Fee Required
Earn 12.5 HRCI Credits in Only 3 Days!
Where else in Florida can you earn
12.5 HRCI recertification credits in less
than 3 days? Enjoy all of the exciting
events, sessions, and more at HR
Florida 2007 and earn credit hours
toward PHR, SPHR, and GPHR
recertification through the Human
Resource Certification Institute.
HR Florida 2007 has been approved
for recertification credit hours toward
PHR, SPHR, and GPHR recertification
through the Human Resource
Certification Institute (HRCI).
The conference will be petitioning
HRCI for a minimum of 12.5 credits.
For more information about
certification and recertification,
please visit the HRCI web site
at www.hrci.org.
To register and for more information, visit our website at www.hrflorida.org.
2
Meet with the Masters
The Masters Series is a unique educational experience that provides you with comprehensive learning
opportunities. Not just for senior level professionals, these in-depth workshops are led by the best of the
best and will help you make the most of your conference experience.
Wednesday, October 3 • 1:30pm – 3:45pm
Whoever Makes the Most Mistakes Wins:
The Paradox of Innovation
Success and failure do not work at all the way most people think they do.
Psychologist, author, and educator Dr. Richard Farson will cast new light on the
subject of success and failure, based on his highly praised book of the same title.
DR. RICHARD FARSON
When ingrained attitudes about success and failure change, the meaning of every
act of management changes too. Fostering innovation requires encouraging risk
taking, accepting failure, and treating success and failure similarly, as steps to further
achievement. Relying on conventional, outmoded ideas about these fundamental
concepts stands in the way of a manager's ability to innovate, compete, and stay
ahead of the curve. Learn Dr. Farson’s key principles: how failure is a part of
innovation and how managers should encourage employees to take risks and make
the right kinds of mistakes, from which growth emerges.
Thursday, October 4 • 11:00am – 2:15pm (With A Break For Lunch)
I Should Be Burned Out by Now…
So How Come I'm Not?
Peg Neuhauser has worked for over twenty years as a management and
organizational consultant specializing in the areas of conflict management,
organizational culture, and avoiding burnout.
Everyone’s work life has been affected by this era of uncertainty. The world we are
living in today operates at a much faster pace than a decade ago. In addition to the
increased speed, there is great uncertainty triggered by economic and world events.
Discover how to cope with one of the most serious dangers of the high speed,
uncertain world of work — burnout. In this interactive and engaging session,
Ms. Neuhauser will offer attendees dozens of practical tips about how people
are surviving and even thriving in this era of uncertainty.
PEG NEUHAUSER
Friday, October 5 • 10:00am – 12:15pm
The Leadership Kaleidoscope
Drawing from his substantial experience as founder and professor of management
at the Hartwick Humanities in Management Institute, John Clemens uses thoughtprovoking clips of great films to teach unforgettable lessons.
In this “no-lecturing-allowed” session, participants will view contemporary as well
as classic films such as Apollo 13, Babe, Erin Brockovich, Dead Poets Society,
Sister Act, 12 Angry Men and The Bridge on the River Kwai to critique their own
behavior in real-life situations. Participants will use these cinematic "moments of
truth" to engage in discussion about tough issues, enabling them to emerge as
stronger and more effective leaders.
JOHN CLEMENS
3
• The Legal and Practical Guide to Successful Terminations
• Succession Planning - Grooming Today's Talent for Tomorrow
• Legal Issues Concerning Technology In The Workplace
• Employment Law Update: Proactive Strategies to
Avoid Litigation
• Avoiding the Top Ten Management Mistakes Attorney Perspective
• Life and Death Matters - Maintaining Business Continuity
• Bird Flu Pandemic: Human Resources and
Workforce Preparation
• Onboarding - More than Just a Concept
• Getting Your People To Live Up To Their Potential
• Ouch! Resolving Conflict at Work
• Demystifying "Corporate Culture": Understand Your
Company, Produce Results
• Make Friends With The Future - It's Not What It Used To Be!
• Developing Ultimate Performance Through Your
HR Position of Influence
• Benefits Cost Management - What to Consider
• Hiring Smarter - Beyond the Buzzwords to Next Practices
• Retaining the "Parent-to-Be"
• Critical Issues in Retaining Talent: Keys to Winning the
War for Talent
Concurrent
Sessions*
*To view a complete list of concurrent sessions, visit www.hrflorida.org
• Keeping Employees Accountable for Results is SIMPLE
• Managing the Manager in a Crisis
• The Aging Workforce, Challenge or Opportunity
• Talent Management: Propelling Your Organization
to Greatness!
• Weirdos in the Workplace! The New Normal...Thriving in
the Age of the Individual• Creative Solutions to FLSA
Compensation Traps
• How HR Can Educate the Healthcare Consumer
• Building Passionate Performance
• Transparency Strategies for Pharmacy Benefit Programs
• Worried About the Talent Shortage? Retain Top Performers
by Paying for Performance!
Pre-Conference Workshops
Business Academy for HR
retaining the right employees with the right skills at the right
time and for the right compensation. By the end of the session
participants will have a catalogue of necessary and compliant
forms, basis in employment law, and an understanding of the
multi-faceted function of an effective HR department.
Presenter: Arthur “Randy” Brown, Jr. P.A. Attorney at Law
Are you considered a business partner within your
organization? What level of business knowledge do you
have? Master the business acumen needed to become a
more effective partner across all functional areas within your
organization. Learn how to confidently discuss business issues,
think more strategically, and articulate how HR contributes to
the core components of the business plan. Don’t miss our PreConference Business Academy with University distinguished
faculty and HR Professionals.
Presenter: Joe Battista, Valencia Enterprises
Legislative Update
You don’t want to miss this opportunity to hear the latest
information on legal and legislative human resources issues. An
informative, entertaining session on the newest developments
in employment law and legislation. The session will also include
many practical tips on how to interpret and conform to these
recent legal developments.
Presenter: Aaron Zandy, J.D., SPHR, Partner, Ford & Harrison, LLP
Certification Prep Course
If you are planning to take the PHR/SPHR examination
in the coming year, this course is for you! In eight hours,
you will review all key areas covered on the examination
including strategic management, compensation & benefits,
training & development, employee & labor relations,
health, safety & security and workforce planning.
Emphasis is placed on key concepts and test-taking tips.
Join us for a full day of information and guidance!
Presenters: Donald C. Works, III, J.D., SPHR; Jackson Lewis
LLP; and Lori Goldsmith, SPHR, HR Florida Certification Chair
An Interactive Look at Diversity
HR Department Boot Camp
Building the foundation of an effective, productive and
compliant HR Division, the Human Resource function is more
complex and perplexing than ever before. HR not only must
ensure that the function is compliant with the law but also must
lead the rest of the organization in recruiting, selecting and
Learning how to leverage diversity in the workplace
is a process. This interactive workshop will begin
that process by helping you develop a foundation of
awareness, sensitivity and knowledge regarding cultural
diversity and all of its dimensions. Awareness topics will
focus on communication and problem-solving as they
relate to working in a diverse organization. You will
explore common diversity concepts and examine
personal cultural lenses and their heavy influence
on personal and organizational performance.
Presenters: Jennifer D'urso and Danielle Sweat, Florida
Commission on Human Relations
4
A Special Thank You to Our Conference Sponsors
DIAMOND
SPONSORS
P L AT I N U M
S I LV E R
SPONSORS
GOLD
SPONSORS
SPONSORS
BRONZE
SPONSORS
AAA Auto Club South
AON Consulting, Inc.
AvMed Health Plans
Barrow and Powers Financial Svcs.
CoAdvantage
DBM, Inc.
EAP Lifestyle Management, LLC
Employment Guide
SPECIAL
CONFERENCE
Exam Coordinators Network
eXpress Badging
G&G Advertising
Geiger Promotional Marketing
Goldner Associates
Graymark Security Group
Lee Hecht Harrison
Pallo, Marks & Hernandez
Paychex, Inc.
Promos4U
Right Management
SingleSource Services
Step Up For Students
SuccessFactors
United Healthcare
SUPPORTERS
5
BROADWAY IN ORLANDO
Setting a new standard
Central Florida’s newest and most
luxurious meeting destination, the
Rosen Shingle Creek Hotel, opened
in the Fall of 2006 and is nestled into
230 acres of lush landscape.
The stunning grand lobby welcomes
you into a world of lavish choices,
complete with luxury accommodations,
seven enticing restaurants and
lounges, and the renowned Spa at
Shingle Creek.
Located less than four miles from
International Drive, the Marketplace at
Dr. Phillips, Sea World, and Universal
Orlando, you'll find more than 190
fine restaurants, shops, and popular
attractions within easy reach.
Amenities:
Seven restaurants and lounges
The 18 Monroe Street Market
The Spa at Shingle Creek
18-hole, par 72 championship golf
Four outdoor swimming pools
Two lighted tennis courts
Make your reservation today!
866-996-6338
Or reserve online through
www.hrflorida.org
For additional hotel options
visit www.hrflorida.org
THURSDAY NIGHT, 9PM
The Water Coolers is “laugh-out-loud”
music and comedy about having a job.
The Water Coolers delivers a highpowered combination of sketch comedy
and music about what we go through just
making each day happen.
E! Entertainment Television calls this
hilarious act “the hottest ticket in town!”
and the New York Times exclaims, "Office
life's loss is show business's gain!"
Get one free ticket with each full
registration. You can purchase extra
tickets for only $40 each.
PLEASE NOTE: Attendees are on their
own for dinner. But you still have plenty
of time after dinner to enjoy our dessert
extravaganza, an after dinner cocktail,
and the show!
6
Keynote Speakers
Join us at the Rosen Shingle Creek Resort on October 3,
for the HR Florida 2007 Conference & Expo where we
will welcome this year’s exciting keynote speakers.
HARRIS ROSEN
Most CEO's are focused on increasing
revenues and profit. They are highly
competitive and measure everything in either
dollars or numbers. If HR professionals are to
become business leaders, we need to think
big and act fast; driven by the need to
produce results and continually strive to
improve our businesses. This session will look
at our perspective, our thinking and our
language so it aligns with the approach taken
by senior business executives.
A textbook self-made multi-millionaire and
the President and CEO of Rosen Hotels and
Resorts, Inc., Harris Rosen will discuss his
humble beginnings and how he formed and
developed a hospitality empire.
Recently named the eighth most powerful
person in Central Florida, Harris will share
his views on the importance of people in his
business and what he expects from his
Human Resources executive and staff.
DR. TOM MORRIS
In challenging and uncertain times, people
need ideas they can trust - ideas that have
stood the test of time and can help us achieve
success in even the most demanding
situations. From Plato and Aristotle to the
present day, the wisest people who have ever
thought about success and excellence have
left us bits and pieces of powerful advice for
attaining true success in our work and in our
lives in even the most turbulent of times. Tom
has been able to put all these important
insights together as a simple, complete
framework of seven universal conditions for
achieving deeply satisfying, sustainable
excellence in all that we do. These conditions
of success have never been more
important than they are today. In a high
energy, entertaining session, Tom will reveal
some of the most fundamental ethical roots
of personal and institutional greatness that far
too often are overlooked, and that together
give us our most reliable basis for moving
forward. This talk leaves people with wind in
their sails and ideas they can use.
BONNIE ST. JOHN
Bonnie has the unique experience of
competing with and working with worldclass people from sports, politics,
academics, and business.
As an author she has interviewed people
in-depth from her own experiences in the
White House, Olympics, Oxford, Harvard,
Wall Street, as well as superstars in
entertainment and the arts.
Her particular focus is on top performers who
maximize their quality of life rather than being
self-destructive in pursuit of being the best.
She’ll surprise you with examples and stories to
show you one or more of the following secrets:
1. Why hard work, talent, and connections are
not what separates stars from superstars —
and what does.
2. The most important way to put the stress
of being a super-star or super-achiever into
perspective and not let it affect your decision
making or performance.
3. Why the concept of work-life balance is
seriously flawed and can make your life worse,
not better…especially if you are a top performer.
7
8
SURVIVING THE
WAGE & HOUR
TIDAL WAVE
By
Angelique Groza Lyons
T
he number of wage and
hour lawsuits under the
Fair Labor Standards Act of
1938 (“FLSA”) involving claims for
unpaid overtime has risen dramatically during the last several years. To
compound the problem, wage and
hour lawsuits naturally lend themselves to becoming large class action
lawsuits (known as “collective”
actions). As a result, employers today
are more likely than ever before to
fall victim to wage and hour lawsuits
that are extremely disruptive and
economically devastating.
Statistics show that the number
of FLSA collective action lawsuits
has grown by 230% since 1997. In
the last week of February 2007 (a
period of five days) in the Southern
SUMMER FALL 2007
District of Florida, there were 25
collective actions and five multiple
plaintiff lawsuits filed alleging
wage and hour violations. This
trend has stayed consistent for
months, throughout all of the courts
in Florida and across the nation.
A collective action under the FLSA
potentially involves numerous
employees. Generally, a single plaintiff files a lawsuit on behalf of himself
and “all others similarly situated.”
The plaintiff then asks the Court to
allow him to send out a Notice to
all employees in a particular position who are current employees or
who worked there within the past
three years. The Notice is an invitation to join the lawsuit and typically, there is a 20-30% opt-in rate of
people who join the lawsuit. The
procedural steps taken at the beginning of a collective action lawsuit
are complex and time consuming,
however, these procedural maneuvers
are essential to minimizing liability.
A wage and hour lawsuit can have
an extraordinary financial burden
on an employer. Recent figures are
shocking, including a $35 million
settlement by Pacific Bell and $135
million settlement by State Farm.
Admittedly, these examples involve
very large employers and hundreds
or even thousands of plaintiffs.
However, small and medium sized
companies can also fall victim to
FLSA class action lawsuits, and the
financial impact of those cases can
be devastating. For example, a small
31
31
wage & hour tidalheader
wave
company that employs 50 people
could be faced with a collective
action involving one small group
of employees (such as mechanics
or electricians), which could cost
upward of $150,000 (including
back wages, attorneys’ fees and
liquidated damages).
It is not only the Wal-Marts and
the State Farms are that being
sued; it is companies of every size.
And it is often the little things that
lead to lawsuits. The following
are the most common violations
that lead to lawsuits and the steps
each company can take to prevent
these mistakes.
1. Supervisor approval of overtime.
The law requires that employees be
paid overtime for all hours worked,
whether or not the employee has
permission to perform that work.
Provided the work performed is
done for the benefit of the company
and the employer knows or should
know that the work is being
performed, it must be compensated.
Many companies have policies
that require supervisor approval
to perform overtime work. While
such policies are permissible and
even encouraged, it is the implementation of the policies that raise
questions. Based on these policies,
many supervisors believe that if
the overtime is not approved, it is
not compensated. This is not true;
the employee must be paid for the
hours worked. The appropriate
step for a violation of this policy is
a warning for violating the policy,
but the time must still be paid.
2. Meal breaks. The law requires
that in order to constitute an uncompensated meal break, the “break”
must be for at least 30 minutes and
be uninterrupted. A common error
is that employers allow workers to
aggregate the break period so that
if they take a total of 30 minutes
of break in a day, that constitutes
an unpaid lunch period. This is an
improper application of the meal
break law because the break must
be 30 consecutive minutes of uninterrupted time. Many supervisors
do not understand this requirement
and unknowingly permit a violation of the FLSA. Another common
problem is taking an automatic
meal break deduction without
making certain that employees are
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32
actually taking their uninterrupted
meal break. If using an automatic
deduction, an employer needs to
have safeguards in place to regulate the breaks.
3. Failure to properly calculate
regular rate of pay. Under the law,
employees must be paid time and a
half of their regular rate of pay for
all hours over 40. Problems arise in
determining whether a bonus needs
to be added to determine regular
rate of pay. The general rule is that
bonuses related to hours worked,
productivity and efficiency must
be applied to the regular rate of
pay. Bonuses that are purely discretionary as to amount and entitlement do not have to be included. If
a bonus needs to be included in the
regular rate of pay, then, using the
specific formula in the Regulations,
the employer needs to calculate the
new regular rate of pay, and the
employee needs to be paid overtime at a rate of time and one-half
this new regular rate in any work
week within the period covered
by the bonus. This may require an
additional payment to make up the
difference between the old regular
rate and this new regular rate.
4. Piece rate compensation. Many
employers choose to use the piece
rate method of compensation
without understanding its application. If an employee who is being
paid by the piece works more than
40 hours in a workweek, she must
be paid ½ time for all hours over
40. Therefore, the employer must
keep track of the hours worked and
evaluate on a weekly basis whether
the employee worked more than 40
hours. If the employee does work
more than 40 hours, her total piece
rate pay must be divided by her
total hours worked, and she must
be paid an additional ½ this rate
for each hour of overtime worked
during that week
header& hour tidal wave
wage
5. Arriving early to prepare for shift.
If an employee arrives to work before
her shift starts and begins organizing
herself for the day, there is a very
strong argument that this is compensable. It is necessary for an employer to
put practices into place that prevent
employees from coming to work
early or staying late without permission. These activities are especially
hard to police when the employee
is doing this on her own volition
and does not seek payment. Unfortunately, the test under the FLSA is
not whether the employee asked to
be paid for the time but whether the
law requires the employee to be paid
for that time.
6. Altering time sheets. A timekeeping system which allows for
the employee to be responsible for
keeping track of his time and which
requires employee verification of
hours worked offers the most protection under the law. It is important to
take this a step further and require
SUMMER FALL 2007
employee verification for any
changes made to such time sheets.
The best practice is to have time
sheets reviewed by a supervisor and
all changes, no matter how slight,
“approved” by the employee.
7. Work from home or while in
commute. With the advances in
technology come new wage and
hour concerns for a non-exempt
employee including receiving and
responding to emails after hours,
communicating via telephone
after hours, or using the internet
at home for business reasons.
Whether such time is compensable
depends on the length of time the
employee spends on the tasks and
how frequently it happens. If the
activity lasts just a few minutes in
time and does not happen often,
then it can probably be classified
as de minimis and not compensable. The problem is in controlling
these activities so that they remain
de minimis. The best practice is to
not allow non-exempt employees
to perform any work from home
or during their commute.
As the wage and hour collective action
tidal wave continues to roll across
the country, it is vital that companies take steps to protect themselves
and make certain that pay policies
and practices are in compliance with
the law. It does not matter the size
or location of the company, every
company needs to be in compliance
and protect itself.
Angelique Groza Lyons is a partner
with Constangy, Brooks & Smith,
LLC, a national firm specializing in
representing management in labor
and employment law. Ms. Lyons
focuses her practice on litigation, with
a specialty in wage and hour collective actions. Ms. Lyons works out of
the Tampa and South Florida offices,
and practices throughout the United
States. Her e-mail address is
[email protected].
33
33
Shortcuts To Ease The Burden
OF SALARY SURVEY PARTICIPATION
By
Barry L. Brown
M
ost of us would rather
count the number of
commas in the latest
Federal Register than respond to a
salary survey. We all want the information, but it’s always a hassle to
respond – even if it’s online. (Online
is supposed to be easier, right?) So,
we put it off as long as possible.
When we can wait no longer, we
reluctantly grab our calculators,
printouts, highlighters, coffee and
put a “Do Not Disturb” note on the
door and forward our phones.
There IS an easier way! Even if
you’re not an Excel guru, Crystal
34
34
Reports writer extraordinaire, or an
Access programmer of the highest
order, there are some things you
can do to make life a lot easier
when it comes to salary surveys.
Consider the following and your
survey responses won’t be on your
Top 10 List of Things to Avoid.
First, let’s get “delegate” off the list
right away. I know some of you
thought of that one already, so let’s
just assume it’s just you and your
boss. Sort of answers the argument
really easy, huh? And, don’t even
think of a consultant with the way
the budget is looking.
Now that we’ve established it’s up
to you, let’s get down to business.
Some of these techniques you’ll
have to start this year … others
might be lying around from last
year. In either case, it’s important to
get some sort of process in place.
1. Before you get started, you’ll
obviously need some information
from your HRIS or payroll system.
If you download these fields into an
Excel file, you’ll be able to respond
to nearly any salary survey: Job
Title, Number of Incumbents, Pay
Range (Min, Mid, Max), Minimum
Rate for the job title, Maximum
Rate for the job title, Average rate
for the job title.
Make the job easy for this year.
2. Now, do the job matching. This
is critical to good survey work and it
will pay dividends later if you do a
good job now. Download the unique
job titles in your organization to
an Excel spreadsheet. In separate
columns, identify the survey, the job
title in the survey that matches your
job, and the survey job number. In
other words, clearly show which
jobs in the survey match up to your
jobs. Keep these job matches for
future reference!
If time permits, ask the appropriate
line manager(s) to confirm your job
matches. This will help build credibility with the end result and save
time in defending the numbers
after-the-fact.
however, because you’re going to
spend more than a few bucks … but
it does make life easier.
Yes, this is an overly simple look at
survey participation, but you can
start to get a sense that good planning and capturing information
this year for use next year will pay
big dividends. If you’d like a FREE
COPY of the Excel spreadsheet we
use in our market-pricing work, just
drop me an email at [email protected]. Anything to make
life easier!
Barry L. Brown SPHR CCP is president of Effective Resources Inc and
can be reached at 800-288-6044 or
visit www.EffectiveResources.com and
www.SalarySurveyOnline.com
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3. Using
your spreadsheet or
printout, calculate summaries for
each job and simply transfer info
to the survey worksheet. You can
use Excel’s subtotal function or,
better yet, find someone who can
show you how to do a Pivot Table.
You can literally summarize a huge
database of information in a matter
of minutes.
4. This is the final piece to make
life easier next time around …
be sure to save your work! Job
matching is time-consuming. Once
you’ve done a good job here and
have summarized the information
for a given survey, keep what you
have! No need to start over again
next year. Just pull out your spreadsheets, update the counts and averages and you’re good to go.
Of course, if you’d like to take it to
the next level and really automate
this process, you can think about
involving your IT department – or
take advantage of some of the more
sophisticated software programs
in the market. Beware of both,
SUMMER FALL 2007
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WWWECKERDEDULDI
35
35
What Should You Tell
YOUR EMPLOYEES ABOUT PAY?
By Chuck Csizmar
H
ave you heard the timeworn phrase that “talk
is cheap”? Well, let me
suggest that the *wrong* kind
of talk can be a very expensive
proposition for your company. If
you’re not careful, what you tell
your employees about how they
will receive pay and pay increases
can have a lasting and financially
damaging effect on your business.
A wrong step here and you risk
losing their hearts and minds; and
a disengaged workforce can be a
very expensive liability. This is a
risk best avoided.
So, what should you tell your
people about their pay?
A disgruntled employee has just
knocked on your door. “Frank
Martin” has always been considered a rock solid, dependable
worker, someone his supervisor
has repeatedly rated “satisfactory”
on your company’s performance
rating scale. But Frank is not happy
with his pay increase. He’s here to
complain – to you - now.
Does this scenario sound familiar?
Have you ever been in the HR
Manager’s position? What you’re
seeing is probably the result of ineffective communications regarding
the
company’s
Compensation
program. It’s likely the employee
doesn’t understand how individual
increases are determined, and the
supervisor is either similarly in the
dark, or wishes to pass the problem
along to you with a shrug of the
shoulders. He doesn’t want Frank
to be mad at him!
36
36
Sad to say, companies often find
themselves in this quandary because
whatever effort they have made to
explain things to employees wasn’t
given the same thoughtful care that
reaching out to customers is given.
Oftentimes the task is assigned
to the speechwriters in Corporate
Communications, and they tend to
sound like politicians who have been
advised by lawyers: speak broadly
but say little of substance, suggest
complications that confuse the issue,
point fingers of blame and then tell
their audience not to worry.
When addressing employee pay
issues, the typical method used
is a single shot “dear employee”
memo, a sanitized communication crafted to fit the “everyman”
common denominator employee.
This technique is usually further
abused by telling employees only
the “what”, as in what will happen,
but placing little emphasis on the
“why”. Isn’t it the “why” though,
that employees most often question? What employees want to
understand are the reasons behind
the “what”, especially if the news
is bad. A “this is it, deal with it”
approach is always badly received.
So, who should have the answers
for employees? Their first line of
upward contact is the direct supervisor, followed by the section or
department manager. These are the
folks who employees deal with on
a daily basis, and hopefully already
have a level of trust established. But
as is often the case when communications have been poorly consid-
ered these contact points tend to
show a blank face, pass the buck
out of ignorance or avoidance and
send their employees to HR.
Word around the office, says
Frank, is that increases this year
are 3.5%. Since his supervisor told
him he’s doing “a fine job”, he had
expected more than what everyone
else received, but his increase was
only 3%. That’s not fair. When he
complained his supervisor told him
there was nothing to be done; there
was a formula that everyone had to
use. Anyway, HR set the rules and
he couldn’t do anything about it.
The supervisor even suggested that
he had wanted to do more, but his
hands were tied.
Supervision should know where
the 3.5% figure came from, and how
Frank’s increase relates to it. It should
be their responsibility to know, and
the company’s responsibility to tell
them. If Frank was the victim of a
formula that dictated his increase,
his supervisor should be aware of
the rule and understand the rationale
behind it - just like they should know
all about exception processing.
Having these answers will provide
the “why” that employees want to
understand.
So Frank is coming to see you, his
HR Manager. He’s worked up a
steam of righteous indignation
and hasn’t been quiet about how
unfairly he’s been treated. Chances
are several other employees already
know what Frank wants to talk
about. They’re watching outside,
waiting to see what you say.
So, are you prepared to answer
Frank’s questions? Are you ready to
explain how the company’s pay-forperformance system works – and how
the process relates to what happened
to Frank? Or will you “pass the
buck” yourself, helplessly quoting
an impersonal policy document or
sending the employee on their way
to the Compensation folks?
How comfortable are you
right now?
The above scenario occurs time
and again every day, regardless of
industry, size of company or geography. Every day an opportunity is
lost for a company to build a better
relationship with its employees.
Because the impact of misguided
communications is usually a disengaged employee, one who is skeptical about the company’s intent and
likely to spread a negative message
925-931-913 HR Florida Review.qxd
to
fellow employees. Left to fester,
negative employee attitudes can
easily become a wider employee
relations issue as general morale
worsens. Once the company is
viewed by employees as an untrustworthy partner in the working relationship, it will take a major effort
to make things right again.
Shouldn’t the company care
about how employees think and
feel? Doesn’t senior management
share a concern about morale?
Don’t they need an engaged
workforce to achieve business
objectives and become / remain a
successful company?
The unfortunate truth is that some
companies treat employees as a
commodity, similar to an electrical appliance they can plug and
unplug at will. This management
will likely not even be aware they
are shooting themselves in the foot
12/1/06 3:26 PM Page 1
through their callous treatment.
They may not even care.
However many companies do see
the direct connection between an
engaged workforce and increased
productivity, less waste and down
time, better customer service
and customer relations – and an
improved bottom line.
Employees for their part don’t
want platitudes, generalities or
excuses. What they want are
straight answers, honest communications and equitable treatment.
That they can and will accept.
Remember that an employee’s
ability to “tough it out” in hard
times is directly proportionate to
their understanding that treatment
is equitable and that management
is sharing the load. Woe unto
the Company who is reducing
its workforce while handing out
generous management bonuses.
Exceeding expectations.
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SUMMER FALL 2007
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37
37
employeesheader
& pay
How can you build and maintain
a trustworthy relationship with
your employees? You can start by
looking at the pay issue from the
employee’s perspective. They need
and deserve straight answers to the
questions that concern them, honest
truths that treat them as valuable
and appreciated members of the
employee community. You should
not attempt to confuse, complicate
or generalize your message. No
bland “corporate-speak” allowed!
Such attempts will be mistrusted
and ignored. Employees will separate the facts from the fiction. They
can be trusted to handle the truth,
as long as they believe you are
being honest with them.
Whether it’s a flat revenue outlook,
lower
earnings
expectations,
competitive weaknesses, current
challenges over affordability, the
need to reward better performers
Help your workers maximize their
retirement savings the easy way
— through Automatic 401(k)s.
Americans in the workforce today face an exciting
but challenging retirement. There’s the promise of
longer lives, but the reality is that many employees
may not be saving enough to see them through their
retirement years. One of the best ways for workers to
save for retirement is with a 401(k) plan. Now you can
offer an automatic 401(k) that will help employees
move past the mental barriers that come with making
an investment decision.
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idaa"[gZZVi&"-++"*.*",+,-dg
ZbVâÅVVge5VVge#dg\#
38
38
over average, or a hundred other
business realities, you would be
better served to be honest with your
employees. And you should spread
that message as widely as possible.
Consider the traditional memo as
only one strategy in your repertoire.
After all, effective communications
is repeated communications. If the
person on the other end of your
message doesn’t get it, doesn’t trust
it or even doesn’t listen, then you
haven’t communicated at all.
If you don’t have the answers for
your employees, get them. Talk
to your Manager, to Compensation, to anyone who can help you
understand how the pay plans
really work. Don’t become part
of the problem by thinking that
employees will be satisfied with a
simple quote of company policy.
Become part of the solution by
making sure you can answer the
questions your employees are going
to ask – or have the wherewithal to
get answers for them.
And once you are aware of the pay
programs affecting your employees,
the “why” as well as the “what”,
make it your responsibility to see
that your client front line supervisors and managers get the same
message. No more passing the
buck. Employees deserve better.
Perhaps then you will have fewer
awkward meetings with the “Frank
Martins” in your workforce.
With over 30 years experience Chuck
Csizmar is a Senior Compensation
Professional with deep and broad experience in the design, implementation
and communication of domestic and
international compensation structures.
He is the Principal of CMC Compensation Group, a value-added consulting
firm providing organizations with
the compensation expertise needed to
ensure success in a challenging but
resource-limited environment. He can
be reached at [email protected] or (407) 462-1645
header
SUMMER FALL 2007
39
39
Making Benefits
MAKE SENSE
W
hen most HR Professionals contemplate
creating a national benefits strategy and making it make
sense they somehow tend to end up
at the local bar, attempting to drown
their sorrows and frustrations. In
reality, creating that next generation benefit strategy is truly not a
complicated endeavor. Here are a
few things you need to know...
Getting the Right Broker –
Advocacy that Helps!
If I had a dollar for every time I came
across a Benefits Broker that was
utterly incompetent than I would
most assuredly have retired by
now. With that being said however,
a good Benefits Broker will save
you countless hours and dollars as
you work toward creating a benefits strategy that takes you beyond
“best practices”. Here are a few
things to remember:
Don’t be afraid to quiz your broker
on their knowledge of United States
Employment Law. A good Benefits
Broker understands that Employment Law impacts benefit plan
design and will know exactly what
they are talking about.
Compare brokers and remember to
check their references – you might
be surprised with what you find. A
great place to check the references
of a Broker is within your Local HR
40
40
Chapter, as your colleagues will
most likely be able to help navigate
you away from the Brokers that are
not service oriented.
Check the Better Business Bureau
website for any registered complaints against the Broker. This is
another one of those areas that will
often yield results which may very
well surprise you.
Combine Practicality
with Fun – This is your
time to shine,
so Go For It!
When designing a benefits strategy,
remember that practicality will
only go so far without a little bit of
fun. Here is what I mean:
Practical Benefits (Company &
Employee Contributions)
Medical, Dental, Vision, STD
(Short-Term Disability), LTD (LongTerm Disability), 401k, Educational
Reimbursement,
Professional
Membership Fee Reimbursement,
Domestic Partner Benefits, and
Flexible Spending Accounts.
Fun Additional Benefits (Mostly
Employee Contribution Only)
AFLAC Supplemental Insurances,
Direct Deposit, Pet Insurance,
Mass Transit pre-tax deductions,
individual employee websites to
manage their entire Health & Wellness benefits (your broker should
by Tristan Nall
provide this free of charge – if not,
check out www.ebg.com, I know
they do), Life Management webbased financial calculators, Theme
Park Discounts, Discounts for
routine vehicle maintenance, and
the ever popular Travel Discounts.
When it comes to Additional Benefits, feel free to be creative and have
FUN! The best benefit packages are
designed by people that look at it as
an opportunity to help make their
organization a “world class” organization and have a little fun while
doing so.
The Law & Your Sanity
Contrary to popular belief, you
do not need a lawyer to help you
design a national benefits strategy.
The best national benefit strategies are designed by HR Professionals with a little bit of common
sense and the knowledge of how
to use SHRM’s (Society for Human
Resource Management) website
to get whatever information they
need. Utilize your national SHRM
memberships, this is a key area that
will not succeed if you do not learn
from those who have done it well
and done it often – SHRM is the
Key to Benefits SUCCESS!
Laws to Watch Out for include....
California and New Jersey
requirements on Short-Term
Disability Insurance
Washington DC’s Parental Leave Law (unpaid time for
a parent to attend a child’s event at school)
California / Connecticut / Washington DC / Hawaii/
Vermont / Massachusetts laws requiring that companies offer equal benefits to all employees regardless of
lifestyle. These laws are hidden under non-discrimination titles, but beware if you do not put a Domestic
Partner Benefit program into place you will get sued
and you will loose.
California COBRA extension. This merely extends
the time allowed under COBRA Medical, Dental, and
Vision insurance continuations.
If you base your benefits strategy on a combination
of the laws of California and Washington DC than
you will more than cover your bases on all state and
federal municipality laws, while managing to avoid
that local bar.
Harris
Omni Hotels
Pfizer Pharmaceuticals
Space Coast Credit Union
All four of these companies are All Stars in designing
benefit programs and making them make sense for
their employees. If you want to succeed, reduce
recruitment expenditures, increase retention, increase
customer satisfaction, and increase employee satisfaction than simply learn from these four companies and
follow their examples – you won’t get it wrong.
Born and raised in Florida, Dr. Tristan Nall graduated
from the University of Florida and continued his education through attaining a PHR (Professional in Human
Resources) certification from the Society of Human
Resource Management. Dr. Nall currently resides in our
Nation’s Capital, working to further his vision of a truly
Global Employment Market through his role within the
Dulles Staffing organization. Additionally, he is an active
member in the Objectivist Society which promotes the
global view of corporate economics and it’s important role
in shaping the global workforce.
Ready, Set.... Go!
Communication to Your Employees
When it comes to communicating benefits to your
employees the best advice is to speak plainly and not
use twenty words when you could have used ten. The
average employee, regardless of educational level, is
not an expert in benefits and so they will look to you
to help them understand their benefits. A good ideal is
to send out a bi-monthly benefits newsletter and make
it fun. This is a key area that your broker can be of use
and, if you have a good broker, will usually create the
vast majority of it for you.
Take Employee
Performance
to the Next Level
A recent survey of 1,000 leading companies
shows most still struggle with basic performance issues. Perryman Software Solutions will
show you how integrated performance appraisal
tools will launch your employee-driven culture
to the next level.
Join our expert presenter for our Performance Management
e-Seminars, sponsored by Perryman Software.
Register Online: www.perryman-sw.com
Register by Phone: 800.551.6875x201
Register by Email: [email protected]
Look Toward the Stars
If you need inspiration, than look to the companies that
are doing it well. A few companies that readily come to
mind, and that all Floridians will know, are...
SUMMER FALL 2007
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2007
Conference In Review
PROFESSIONAL DEVELOPMENT
SIMPLIFIED
It happens all the time. Laws change.
Best practices evolve. Keeping
up-to-date on healthcare options,
employee benefit trends, disaster
preparedness, or any number of
other employment issues requires a
lot of your valuable time.
The work you do and the critical
decisions you make as a Human
Resource
Professional
greatly
impact your company’s bottom
line. Professional development not
only helps you as a critical member
of your company, it helps keep you
ahead of the competition.
That’s why every year, more than
1500 HR professionals from every
part of the state attend the annual
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HR Florida State Conference. It’s
an opportunity to learn and truly
grow in the profession. It’s a chance
to network with colleagues and
understand their challenges and
accomplishments. And, for those
who are PHR, SPHR, or GPHR
certified, it’s a place to earn general
and strategic recertification credits
and have some fun doing it.
Start with any one of a variety of
pre-conference workshops. These
are in-depth half- and full-day
programs that give attendees all of
the information they need in critical
areas such as legislation, certification, the business of HR, diversity,
and HR basics. They are the perfect
addition to help you get the most
out of the conference experience.
BENEFITS OF ATTENDING
The Masters Series offers attendees
the chance to learn from the best
of the best. Not just for senior
level professionals, these unique
educational opportunities provide
comprehensive learning from key
experts in leadership, human relations, and organizational transition.
These sessions are designed to help
any attendee master critical areas of
their profession.
Now in its 39th year, HR Florida
2007 will focus on all aspects of
the SHRM Body of Knowledge to
highlight the strategic link between
human resources and the overall
success of employer organizations.
Attendees will learn how to tap into
their individual leadership potential and harness new ideas that add
to the bottom line.
header
Those who are looking for hot
industry topics presented by highprofile experts should attend a
Keynote session. The Keynote
speakers educate, inspire, and
entertain. This year, the conference
has reached out to the business
world and secured a corporate CEO
to share his insights into the role of
the HR professional. This will be a
rare glimpse that attendees won’t
want to miss.
There are also more than 55 concurrent sessions that offer the “meat and
potatoes” of the event. Here, attendees
can learn key elements of topics such
as compensation and benefits, strategic management, workforce planning, employee/labor relations, HR
development, and health/safety/and
security. This is practical information that the HR professional can
take back to their office and benefit
from immediately.
EDUCATION AND MORE
Learning is vital but there are many
more reasons to attend HR Florida
2007. Certification is one of the
primary reasons attendees go to
the conference every year. For those
who aren’t yet certified, a certification prep course is offered as one
of the pre-conference workshops.
For those who are certified, the
conference offers general and strategic recertification credits – up to
12.5 for the entire event. Where else
in Florida can someone earn than
many recertification credits in only
three days?
SUMMER FALL 2007
Networking is another
reason people go to
the HR Florida State
Conference year after
year. HR professionals
representing top Florida
employers and companies of all sizes are there
to learn and share best
practices. With over 1500
attendees from more than
800 companies, it’s easy
to leave with many new colleagues
and even some new friends.
Anyone looking for the latest in
HR solutions will find what they
need at the conference. More than
150 exhibitors offering a wide array
of products and services will be
on-hand with information, demonstrations, and even a few samples.
Attendees will also find the HR
bookstore featuring the most
popular publications available.
And the conference isn’t all work
and no play. One evening during
each event is designed to bring
attendees together to mingle, chat,
and just have some fun. This year,
The Water Coolers, with their unique
blend of Broadway singers and
comedians, delivers a high powered
combination of sketch comedy and
music. Conceived by a creator of
the New York hit Tony and Tina’s
Wedding, and produced by one of
the producers behind Hairspray,
Spamalot, and The Producers, The
Water Coolers have been making
audiences laugh since 2000.
CONFERENCE BY THE NUMBERS
In a survey of attendees from last
year’s HR Florida Conference, 95%
said the conference was worth or
even well worth the money. In
addition, 93% said the event met
or exceeded their expectations and
89% indicated that they would
recommend the conference to
others. This high level of satisfaction is why nearly 75% return after
their first experience.
Historically, attendees have covered
the complete spectrum of every type
of industry in the State. In addition
to small business owners and senior
corporate executives, conference
participants have held HR titles
including Executive Director, Vice
President, Manager, Generalist,
Trainer, Recruiter, Assistant, Benefits
Specialist, Compensation Manager,
Safety Professional and list goes on
and on. In past years, many organizations have had two or more representatives from the company attend,
realizing the maximum impact from
the programs.
Professional development is what
the HR Florida Conference is all
about. The goal of the event is to
provide topical programs in key
areas, presented by industry experts
who can challenge attendees to
grow in their profession. The conference helps simplify professional
certification and gives attendees the
opportunity to earn recertification
credits. And the event provides a
forum for expanding professional
networks and making new friends.
That’s what makes HR Florida 2007
is the preeminent event for the HR
industry in the state.
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One Size DOES NOT FIT ALL
header
Compensation and Benefits in a Multigenerational Workforce
By Tony Radler
Y
oung, confident, bold---they may wear sandals
to work and listen to iPods at their desks. They
want to work, but they don’t want work to be
their life. This is Generation Y, a sector of employees
numbering as many as 70 million, taking their place in
a multigenerational workplace. Next comes Generation X, a relatively small group of employees who will
always send an e-mail rather than pick up the phone
and for whom fitness club memberships are very important, a group who will push management for a straight
answer. Baby Boomers, 30% of today’s population and
representing the heart of today’s management, value
personal growth, hard work, individuality, and equality.
They are leading the trend toward delayed retirement
with nearly 80% wanting to work at least part time in
that phase of their life. Matures are looking for the more
traditional work environment (8:00-5:00), but are willing
to work frequent nights or weekends if necessary. They
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MASTER'S DEGREE PROGRAMS
• Counseling • Human Resources Development
• Human Resources Management
• Dual HRD/HRM Program
• MBA • MHA
• Gerontology • Management & Leadership
Bachelor's degree completion program for
Human Resources Management and Psychology
available in Orlando
n Convenient evening and online programs.
n Five terms a year/accelerated format.
n Classes taught by working professionals.
n Campuses throughout Florida.
n No GRE or GMAT (in most cases).
n More than a 90-year tradition of academic excellence.
Florida Campus Locations
North & South Orlando
Lakeland/Brandon, Ocala, Sarasota,
Merritt Island, Palm Bay, Patrick AFB,
Jacksonville & NAS Jacksonville
Tampa Bay
888-302-8111
www.webster.edu
©2007 Webster University
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are generally stable, frugal, hard-working conformists
who are steadily retiring from the workforce.
EC-482 Cont Work.indd 1
3/29/07 3:47:10 PM
generally segmented into four age categories as follows:
Generation Y-adults whose birth
1980 and 1987
Generation X-adults whose birth
1965 and 1979
Baby Boomer-adults whose birth
1946 and 1964
Matures-adults whose birth year
and 1945
year falls between
year falls between
year falls between
falls between 1930
We have all four generations working side by side in
the workplace for the first time. And each generation
has specific preferences in dealing with compensation
and benefits. It is critical for employers who want to
header
maintain a high productivity level
in their workforce to know the
differences, know their audiences,
and know how to communicate
with them.
What is an employer to do?
One size does not fit all in many
benefit areas, particularly for pay.
While many Matures and Baby
Boomer employees report a strong
desire to be paid through a combination of salary, long-term savings
and retirement options, many
Generation X and Y employees do
not believe they will be with any
employer long enough to reap this
type of long-term benefits. They
prefer to be compensated based on
their immediate contributions.
Some want to be paid a regular
salary; others prefer to be paid on a
project basis, with the opportunity
to renegotiate pay and responsibilities with every assignment.
In evaluating this approach, it is
helpful to know the generational
operating reality as it relates to
benefits and compensation:
Generation Y – Best educated, least
prepared & most confused
Generation X – Most disgruntled &
experiencing mid-career crisis
that pay is connected to morale,
loyalty, and job satisfaction, but a
pay increase is also related to career
development. The career development factors employees rated
behind pay increases are: learning
new skills, increased responsibilities, and career paths. These three
things are what employers need
to keep in mind when assessing
career development programs,
while keeping in mind that career
development should be considered
part of the overall benefits plan.
Another factor that could have
swayed employees into choosing
pay increases as the most important aspect in their job is the
widening gasp between employee
and employer perceptions about
salaries. According to the Review,
in 2006 more employees (39%)
believe their salary is lower than
the marketplace going rate than
they did in 2005 (28%), an increase
of 11 percentage points.
In contrast, more employers in
2006, compared to 2005, think the
salaries they offer are on par with
the marketplace, rising from 42%
to 50%. While an increased number
of employers think their compen-
sation practices are on par, more
employees believe they are underpaid, signaling a widening split
between the two about what constitutes competitive pay. Again we see
need for effective communication
when relaying benefits and compensation to our employee population.
In a nutshell, employees want to
know “What’s in it for me?”
The need to take a larger look at
employee health, with an emphasis
on enabling good work-life balance
and reducing stress is clear. The
majority of employees say their
company does not do enough
to promote employee health.
Employees suggest actions that
employers could take to remedy
this: enable a good work-life balance,
encourage taking sick days when
needed, and a generous vacation
policy. Stress management training
is also mentioned as a plus.
A multi-generational workforce
coupled with a growing shortage
of workers present new challenges
to employers. Sky rocketing health
care costs and the decline of the
traditional pension are putting pressure on benefits and compensation
professionals to contain costs while
Baby Boomers – Retirement ready,
but greatly under-funded
Matures – Not ready to quit &
still believe that tenure counts
for something
Far and away, employees say the top
benefit related to happiness on the
job is competitive pay, followed by
health insurance and flexible work
hours. According to the Randstad
2006 Employee Review, pay increases
top the list for both employees and
employers: employees at 32% and
employers at 23%. But “money” is
too simple an answer. To get the full
story, employers have to consider
the cash question in context. It’s true
SUMMER FALL 2007
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a multigenerational workiforce
header
continuing to contribute to business results. Employers
are finding an increasing need to differentiate themselves in these areas in order to attract and keep the
best people. Flexible work schedules, onsite wellness
and fitness, stock programs, childcare facilities, and a
myriad of other programs are becoming part of a strategic employee rewards package. Work-life considerations, recognition programs, and career development
opportunities form the concept of “total rewards”.
Rewards include everything an employer perceives to
be of value as a result of the employment relationship.
Many executives and HR practitioners embrace the
concept of total rewards and have made the necessary
changes required for continued organizational success.
For the small business owner, this philosophy is an
opportunity to level the playing field when competing
for talent with larger players. While bigger companies
can typically offer higher salaries, stronger benefits
packages and retirement options, small business can
strengthen work-life offerings by investing in the work
experience itself. Strategically, management can move
away from the one size fits all mentality and leverage
compensation, benefits, work life considerations, career
opportunities and recognition.
Through all life’s stages there’s
AIG VALIC.
From birth through retirement
and after, AIG VALIC can be there for you. What you’re
doing today may determine what you do when you retire.
So if your retirement role isn’t assured yet, now’s the time
to start writing your script.
So call us. Today.
The workforce is ready for a change. Salaries and
benefit costs have been under pressure over the past few
years and workers have seen a decline in real wages.
Employees have sent a clear message to their employers
regarding satisfaction with work and hours as compared
to compensation. The discrepancy between employees’
and employers’ perception for competitive pay makes
it clear employers must do a better job at managing
compensation to keep employees motivated and happy.
While it is critical that a fair and legal system is laid
out, companies that offer multiple compensation
options will reap huge rewards in the ability to attract,
retain, motivate and develop employees. Employers
that can reach the right combination will have the
edge in attracting and keeping talented workers for
the future.
1-800-448-2542
Securities and investment advisory services are offered by
VALIC Financial Advisors, Inc., member NASD, SIPC and
an SEC-registered investment advisor.
AIG VALIC is the marketing name for the group of companies comprising
VALIC Financial Advisors, Inc.; VALIC Retirement Services Company; and
The Variable Annuity Life Insurance Company (VALIC); each of which is
a member company of American International Group, Inc.
Copyright © 2006, American International Group, Inc.
Houston, Texas
www.aigvalic.com
VL16356-C 1/2006
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Tony Radler is regional director for
Randstad USA, headquartered in
Atlanta, Georgia. He can be reached
at [email protected]
or (404) 697-2359. More information
about Randstad USA can be found
at www.us.randstad.com.
Professional Resources & Buyer’s Guide
BACKGROUND SCREENING
DENTAL INSURANCE PLANS
DENTAL & VISION PLANS
(see also Technology Solutions)
SingleSource Services Corporation
2320 South Third Street, Suite 7
Jacksonville Beach, FL 32250
Tel: 800.713.3412 Tel: 904.241.1821
Fax: 904.241.0601
Website: www.SingleSourceServices.com
Email: [email protected]
Increase hiring confidence, reduce
liability, and gain peace of mind!
Comprehensive and cost-effective,
background screening and drug testing
services deliver actionable reports, meet
legal requirements, support organizational
objectives and can be customized
to match job-specific criteria. Part of
SingleSource’s “online tools to manage
people,” business-related inquiries are
also available.
Delta Dental Insurance Company
258 Southhall Lane, Suite 350
Maitland, FL 32751
Tel: 407.660.9034
Tel: 800.662.9034
Fax: 407.260.2899
Website: www. deltadentalins.com
Delta Dental Insurance Company is part
of the nation’s largest dental benefits
system. We offer group indemnity and
prepaid dental plans, as well as an
individual prepaid plan, with access to
the nation’s largest fee-for-service dental
network and a variety of program options
for large and small businesses.
DENTAL & VISION PLANS
DRUG TESTING & BACKGROUND
REPORTING
Drug Free Compliance, Inc.
PO Box 933
Lake Worth, FL 33460
Tel: 561.586.1077
Toll Free: 800.785.6789
E-Fax: 561.423.7795
Website: www.drugfreecompliance.com
DFC’s impeccable service has afforded
us loyal clients by providing ready access
to our experts. We provide Drug Free
Workplace Policies that comply with all
state laws and fulfills requirements by
workers compensation carriers. It’s all
about the service!
SUMMER FALL 2007
Ameritas Group Dental and Eye Care
500 N. Westshore Blvd., Suite 410
Tampa, FL 33609
Tel: 813.288.8464
Fax: 813.288.8049
E-mail: [email protected]
Website: www.ameritasgroup.com
Ameritas Group offers the flexible,
affordable dental and eye care insurance
coverage that today’s employers demand.
Highlights include superior customer
service, your choice of plan designs, a
nationwide PPO network, state-of-the-art
claim paying system, and consistently
high ratings from industry analysts.
EDUCATION & TRAINING
Barry University
11300 N.E. Second Avenue
Miami Shores, FL 33161
Tel: (305) 899-3720
Website: www.barry.edu
Barry University prepares you to lead
your organization as a human resource
professional with degrees in human
resource development and administration
at the master’s and doctoral level as well
as a joint MS/MBA and a certificate in
HRD. Saturday and evening classes allow
you to continue working while earning
your degree.
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EDUCATION & TRAINING
The US Business Leadership Network
is the national business organization
representing BLN chapters in 32 states
and 5,000 employers using a business
to business strategy to promote the
business imperative of including people
with disabilities in the workplace. The
USBLN 10th Annual Conference & Career
Fair will be held September 23-26, 2007,
in Orlando, FL (Disneyworld). Additional
information is available online
at www.usbln.org or
www.newworkforceconference.org.
HEALTH BENEFITS
AvMed Health Plans
AvMed Health Plans, Florida’s hometown
health plan, has been serving members
for over 35 years. We offer comprehensive
health coverage solutions to large and
small group employers around the state.
AvMed provides highly personalized
service because we live and work in the
communities we serve and are able to
respond quickly to client needs.
For more information about AvMed, visit:
www.avmed.org or call: (800) 231-4353
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HEALTH BENEFITS
Blue Cross Blue Shield of Florida
4800 Deerwood Campus Parkway
Jacksonville, FL 32246
Tel: (800) 477-3736
Fax: (904) 905-4691
Contact: Anita Stombock
Website: www.bcbsfl.com
A leader in Florida’s health industry, Blue
Cross and Blue Shield of Florida (BCBSF)
and its subsidiaries serve more than
6 million people and are dedicated to
meeting the diverse needs of all those
they serve by offering an array of choices.
BCBSF is a private, policyholderowned, tax-paying mutual company
headquartered in Jacksonville, FL.
For more information, please visit
www.bcbsfl.com.
LABOR & EMPLOYMENT
LAW COUNSELING
Rumberger, Kirk & Caldwell, P.A.
300 South Orange Avenue, Suite 1400
Orlando, FL 32801
Tel: (407) 872-7300
Fax: (407) 841-2133
Contact: Suzanne Hill
Website: www.rumberger.com
Rumberger, Kirk & Caldwell is an
aggressive civil litigation firm with a wide
range of practice areas. Our Employment
Law Section represents clients in a variety
of employment related disputes, both
in and out of the courtroom, and before
federal and state courts, the EEOC and
other governmental agencies.
ID BADGES
eXpress Badging
NEW HR SERVICE:
Let eXpress Badging Services produce
your next batch of ID badges as an
ongoing outsourced solution with a
turnaround guarantee of 3 business
days. With over 20 years of high-tech
badge experience, eXpress Badging also
offers badging systems and employee
time and attendance solutions.
800-909-8602
www.expressbadging.com
RECRUITMENT
NAS Recruitment Communications
Ft. Lauderdale 800-213-7598
Jacksonville 888-644-4919
Orlando 800-213-7599
Tampa 800-881-1085
Website: www.nasrecruitment.com
NAS Recruitment Communications is a
recognized leader in the specialized field
of human resources communications. As
part of McCann Worldgroup, we utilize a
global network to deliver best-of-class
solutions that include local-market
expertise. Our proprietary Demand
Chain process directly benefits client
organizations by Creating Demand and
Delivering Talent.
RECRUITMENT
Employ Florida
1580 Waldo Palmer Lane, Suite 1
Tallahassee, FL  32308
Toll free: (866) FLA-2345 (866) 352-2345
Website: www.EmployFlorida.com
Employ Florida connects HR professionals
quickly to employment and training
resources throughout the state. Locate
and contact your local affiliate for
information on training resources, labor
market information, hiring incentives and
recruitment resources in your area – all
at no cost.
Or access the Employ Florida
Marketplace for convenient, online
self-service.
TECHNOLOGY SOLUTIONS
RELOCATION SERVICES
RETIREMENT BENEFITS
McKinley Suites
Looking for an alternative to staying
in a cramped hotel that offers flexible
lease options, affordability, and comfort?
McKinley Suites has the solution: a shortterm furnished apartment. Whether you’re
on vacation, your job requires an extended
stay, or you find yourself between homes,
we offer a “home away from home!”
AARP Florida
Boomers are retiring.
Labor markets are tightening.
Retaining experienced workers could give
you a key competitive advantage.
For ideas from automatic 401(K)
enrollment to phased retirement, tap into
AARP’s experience.
Call Victoria Funes toll-free
at 1-866-595-7678 and learn more.
VISION BENEFITS
(see also Background Screening)
SingleSource Services Corporation
2320 South Third Street, Suite 7
Jacksonville Beach, FL 32250
Tel: 800.713.3412
Tel: 904.241.1821
Fax: 904.241.0601
Website: www.SingleSourceServices.com
“Online tools to manage people.”
ONE technology solution for the entire
employee life-cycle. Built-in training, selfservice, and 24/7 secure, online access.
Manage selection, applicant tracking,
assessment, background screening,
drug testing, payroll, records, reports,
benefits administration, surveys, and exit
interviews. Self-service kiosks available.
SUMMER FALL 2007
Advantica EyeCare
Arbor Shoreline Office Park
19321-C US Highway 19 North, Suite 320
Clearwater, FL 33764
Toll Free: 866.354.2020
Website: www.advanticaeyecare.com
Advantica EyeCare provides vision care
plans to employer groups of 10 or more
and managed care organizations. Over
7,000 providers nationwide and contracts
with most major retail optical outlets.
We offer freedom of choice, easy to
administer plan designs, vision exams,
discount eyewear, mail order contact lens
service, and even Lasik Surgery.
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header
INDEX TO ADVERTISERS
AARP.................................. 38, 49
eXpress Badging................ 46, 48
Palm Beach Post......................... 12
Advantica Eyecare............ 13, 49
Exam Coordinators
Network.................................. 45
Perryman Software
Solutions................................. 41
Gray Robinson......................... 15
Rollins College......................... 39
AIG Valic.................................. 46
Humana, Inc............................ 21
AvMed
............ 48, Outside Back Cover
Hunt Henion............................ 34
Rumberger, Kirk
& Caldwell, PA...................... 48
Ameritas Group Dental
& Eye Care........................ 10, 47
Barry University................ 20, 47
Blue Cross
Blue Shield Florida............ 4, 48
Delta Dental
Insurance Co.................... 14, 47
Drug Free Compliance........... 47
Eckerd College......................... 35
Employ Florida.................. 22, 49
Infinisource.............................. 33
McKinley Suites................. 44, 49
Michael C. Fina........................ 19
NAS Recruitment
Communications................... 48
Nova Southeastern.................... 3
Oakwood Corporate
Housing.................................. 37
Our upcoming Winter/Spring 2008
issue will focus on
For advertising opportunities in
the Summer/Fall issue,
contact
Strategic Planning.
HR Florida is currently looking
TREVILYNN BLAKESLEE
for articles and/or professionals
who might have an interest in
at
contributing articles. You can
877.234.1863,
submit an article (or express the
ext. 6701.
interest to be interviewed) using the
HR Florida website at
www.hrflorida.org.
For more information,
please contact
April Leon Guerrero at
[email protected].
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SafeGuard Dental & Vision
............. 47, Inside Back Cover
SingleSource
Services Corporation...... 47, 49
Spherion...... Inside Front Cover
US Business
Leadership Network......... 6, 48
Webster University................. 44
WORKSource........................... 32
For Advertising Opportunities
in the Winter/Spring 2008 Issue,
contact
Trevilynn Blakeslee
at
877.234.1863,
ext. 6701.

Summer/Fall 2007 - HR Florida State Council

Transcription

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