1. Update HIPAA Privacy and Security Policies and Business Associate Agreements by September 23, 2013

2. Prepare Coverage Notices for Employees by October 1, 2013

3. Prepare Health Plan for 2014 Mandates by January 1, 2014

4. Revise Health Plan Waiting Periods by January 1, 2014

5. Revise Wellness Program Provisions by January 1, 2014

6. Prepare for New Fees and Report in Group Health Plans by January 1, 2014 or 2013 Open Enrollment

7. Evaluate Retirement Plan Service Contract by December 31, 2013 for Fiduciary Definitions and Fee Disclosure

8. Revise COBRA Notices by October 1, 2013

9. Distribute Summary of Benefit Coverage by November 1, 2013 or Sooner

10. Update Summary Plan Descriptions and Wrap Documents by January 1, 2014

     

Read the full Barran Liebman ealert here.

An infographic from Salesforce found that employees are motivated by much more than money. Despite the fear of the unstable economy, employees who don’t feel satisfied are not afraid to abandon their current employer for the opportunity to work for a company who places greater value on recognition and engagement.

Recognition

“82% of employees who receive valuable and timely recognition actually feel more motivated at work”- Globoforce

It is well known that employee recognition is a key motivator and vital to the success of an organization, and while employers may think that monetary recognition is what employees’ desire, 8 out of 10 times it is not. Employees around the world are more motivated by opportunities from their employer to develop and apply their skills and talent, yet less than half of employees indicate that they receive this non-monetary recognition.

More companies are recognizing employees need for recognition and see it as a way to engage their workforce and grow their culture. A survey by Globoforce in 2012 found that 65% of companies now offer formal recognition programs compared to 51 percent in 2011. With this exponential trend, unsatisfied employees see the opportunity to leave their current job for a company which promises greater recognition. Just over half of employees indicate that they are not satisfied with the level of recognition they receive, and 49% admit that they would leave their current job for a company that successfully implements recognition programs.

Engagement

“Across the board, recognition maps directly to feelings of being appreciated, job satisfaction, and whether or not employees love their jobs. That engagement pays dividends.”- Globoforce

Recognition drives employee engagement, which is identified as another motivator greater than money. Yet, 72% of the current workforce considers themselves to be disengaged, essentially sleepwalking through their workday. When employees are not engaged at work, productivity often decreases which has a direct negative impact on the bottom line, and contributes to $370 billion in productivity lost in the United States on an annual basis.

According to a 2012 study by Gallup, companies who successfully engage employees experience a 37% decrease in absenteeism, a 65% decrease in turnover, 48% fewer safety incidents, a 21% increase in productivity and a 22% increase in profitability. In addition, 78% of engaged employees would recommend their companies products and services, and 70% feel they clearly understand how to meet their customers’ needs. It goes without saying, that creating a culture of engagement is likely to have a positive impact on the bottom line and may even contribute to a long term competitive advantage.

Implementation

To address the need for recognition and engagement, consider the following aspects of your company:

Culture: Employees value a strong and positive company culture. This provides employers with the opportunity to establish a culture of engagement that is unique to the company and aligns with the needs and values of their employees.

Leadership: Frequent communication with employees allows management to give employees timely and relevant recognition and also establishes relationships to enhance engagement.

Training: Rather than relying on monetary recognition, provide employees with the opportunity to enhance their skills though formal training, mentoring and coaching that aligns with their needs and the company’s goals.

Sources:

• Developing and Sustaining Employee Engagement
• Engagement at Work: Its Effect on Performance Continues Through Tough Economic Times
• The Costs of Ignoring Employee Engagement

Interview questions should be strictly job related and should not directly address these personal topics, but according to experts, many employers unknowingly disobey these regulations in casual conversation with the candidate.

Planning interview questions ahead of time may help to keep the conversation on track and will allow the employer time to format questions that may be related to these prohibited topics in an appropriate way. This will provide the employer with information about the candidate that is most relevant to the job, while assuring that they are in compliance with discrimination regulations.

Below are some examples of unacceptable interview questions that may fall under these personal and prohibited topics, and how to transform them in a way that makes them more acceptable and applicable to the job.

Age

• Unacceptable: How old are you?
• Acceptable: Are you over the age of eighteen?

Citizenship

• Unacceptable: Are you a U.S. Citizen?
• Acceptable: Are you lawfully employable in the U.S. either by virtue of citizenship or by having authorization from the U.S. government?

Disability

• Unacceptable: Do you have any disabilities?
• Acceptable: Are you able to perform the essential functions of the job for which you are applying? (Provide the applicant with a copy of the job description)

Education

• Unacceptable: When did you graduate from high school?
• Acceptable: What schools have you attended?

Family Relationship

• Unacceptable: What are your childcare arrangements?
• Acceptable: Are you able to work the hours required for this position?

Language

• Unacceptable: What is your native language?
• Acceptable: What languages do you speak and write fluently? (If the job requires additional languages)

Military Record

• Unacceptable: What type of discharge did you receive?
• Acceptable: What type of education, training and work experience relevant to the job did you receive while in the military?

National Origin

• Unacceptable: What is your maiden name?
• Acceptable: Have you ever been known by another name?

Organizations

• Unacceptable: To what clubs and organizations do you belong to?
• Acceptable: To what professional or trade groups do you belong that you consider relevant to your ability to perform this job?

Physical Ability and Workers Compensation

• Unacceptable: I see you left your previous position due to a back injury. Do you have any current back problems that would prevent you from performing your job?
• Acceptable: This position requires lifting up to 50 lbs. Are you able to perform the essential functions of the job? (Provide applicant with a copy of the job description that includes physical demands and work environment)

Race

• Acceptable: None

Religion

• Unacceptable: What religion are you?
• Acceptable: Are there specific times that you cannot work?

 
Sources:

• 8 Illegal Interview Questions to Avoid
• Guidelines on Interview and Employment Application Questions

Ergonomics Defined

The word “ergonomics” itself is derived from the Greek “ergos,” meaning work, and “nomos,” meaning natural law. By definition, the science of ergonomics studies the relationship between the capabilities of the human body and workplace designs, with the goal of improving the fit between human beings and their physical surroundings. In the case of office furniture, ergonomic scientists are busy making sure your personal workspace is designed to keep you maximally comforted, energized, and properly aligned, thereby preventing painful office-related injuries which strain the musculoskeletal structure and cause short-term or long-term damage.

For instance, improper sitting posture – which can mean either slouching too low or sitting too upright – can wreak havoc on your back and cause neck/shoulder strain and pain. Likewise, remaining sedentary for hours on end (i.e. sitting in front of your computer screen or behind a desk) can lead to stiff joints and muscles, leg cramping, poor circulation, and overall bodily strain. Also on the rise are cumulative stress disorders in office settings, resulting from stretching or straining the body in unnatural ways or when a task is consistently incorrectly performed over a period of time.

Ergonomic Office Chairs versus Traditional Chairs

The key to sitting well is maintaining the natural curvature of your spine (your vertebral column has three “normal curves”: an inward curve near your neck, an outward curve at your midback, and an inward lumbar curve near your waist; when all three of these curves are in their resting/normal states, there is minimal strain to the back). Ergonomic chairs are thus constructed to support the natural contours of the spinal cord and to provide essential lumbar (low back) support.

Since no ‘one size fits all’ when it comes to seating, ergonomic office chairs feature a slew of adjustable mechanisms which can be customized for each user’s physique. If you’re shopping for a new office chair, look for the following features of a good ergonomic office chair:

• Adjustable height mechanism
• Adjustable arm rests
• Adjustable tilt options (allowing for varying sitting positions)
• Full swivel (for a full range of motion which prevents strain)
• Lumbar support
• Chair back with some ‘give’ in it, allowing you to lean back and alleviate pressure to the legs and back
• Accessories such as a lumbar cushion, neck pillow, or gel seat cushion

While traditional chairs offer a static sitting posture which creates stress to the back, legs, and thighs, ergonomic chairs allow you to change positions throughout the day, thereby increasing blood flow, reducing stress on the spinal cord, and reducing the risk of injury and fatigue.

Features of an Ergonomic Office Desk

Here’s what to look for if you’re in the market for an ergonomic office desk:

• Adjustable height (allowing you to stretch your legs out under the desk while you work)
• Ample desktop space (allowing you to easily reach for frequently used items)
• Adjustable monitor shelf (to prevent shoulder, neck, and eye strain, the experts recommend 20 inches between you and your computer screen)
• Consider purchasing a sit-stand desk, the most highly engineered ergonomic office desk to date. A remote control raises and lowers the desk, allowing you to alternate between sitting and standing positions throughout the workday, which improves circulation and reduces strain to the back)

Going Ergo

If your office is going ergo, go all the way by investing in an:

• Ergonomic Monitor Arm (also known as a monitor riser, LCD arm, or laptop arm), which allows you allow you to adjust your screen higher/lower and closer/further away
• Ergonomic Task Lighting, allowing you to minimize glare and control the amount of brightness per task
• Angled Reading Board, holding documents in a back-and-neck-friendly position, thereby minimizing neck muscle tension and strain

Finally, be sure to take healthy “ergo breaks” by stretching regularly and by learning about desk exercises which provide upper and lower back pain relief.

This post is a contribution of a guest blogger and not of Xenium HR. The author, Susie Brown, is a FastUpFront Blog contributor and business author. 

Below are some of the ways that video is being utilized in the recruiting process from job descriptions to interviews.

Job Descriptions

“Putting a face on the company will engage prospective hires while at the same time portraying more information in a shorter amount of time.” –Josh Tolan

Appeal to Talent- The use of a video in place of a written job description may be an effective way to attract talented candidates. This innovative approach expands the pool of talent by intriguing job seekers from around the world. Unlike a written description, a video allows the company to better convey their culture, values and expectations in a way that will appeal to candidates with the greatest potential.

Build Your Brand- By creating a video description, employers are enabled to effectively brand their company by stating the benefits of working for them in a way which helps them stand out from competition. In addition to branding the company as an enjoyable and innovative place to work, employers are able to describe the ideal employee in full detail rather than simply listing the qualifications. This thorough description is likely to save time by allowing the job seeker with a fair opportunity to get a sense of whether or not the company’s values align with their own, and to determine if they would be a good fit for the company in the long-term.

Resumes

“9 out of 10 employers say they would watch a video resume if it was submitted to them” – Spark Hire

Relevancy- Considering most online platforms limit video resumes to 60 – 120 seconds, they do not require more time to review than a paper resume and often provide a better idea of candidate potential. Applicants realize that they have to capture the attention of the hiring manager in this short time period, and therefore are more likely to reveal information that is most relevant to the company and position, versus a paper resume which most often lists credentials in chronological order.

Personality- Although there are ways to add personal touches to a paper resume, a video provides much greater insight into the candidates unique personality, demeanor,  attitude and body language. This visual presents employers with a better idea of how well the applicant’s traits meet the position qualifications and fit within culture of the company. A video also allows the employer to observe the candidate’s communication skills, which is especially important if they are applying for a customer-facing position.

Interviews

“Over 60% of companies realize the benefit of video interviewing and utilize it in their hiring process” – Spark Hire

Scheduling-

1. Recorded: For employers with busy schedules, recorded interviews are a great solution. In a recorded interview, recruiters pose interview questions in a written format, which candidates then respond to on video. These recorded videos can be viewed by the employers at their convenience and passed on to fellow managers for a collaborative effort in choosing the best candidate. This process makes it easier to filter through initial applicants to lead to those with the most potential.

2. Live: Live video interviews may be a good alternative to traditional in-person interviews in that they allow for two-way conversation while eliminating some of the hassle of setting up face-to-face interviews. Both live and recorded videos may eliminate some of the expenses associated with scheduling and traveling that might otherwise be required for an in-person interview.

“72 percent of the managers surveyed identified reduction in travel costs as the primary reason for these investments.” -2011 Aberdeen report, ROI of Video Collaboration

Analysis- Most of the platforms used for video interviews have features which allow fellow staff members to view the interviews, comment, score and rank the candidates. Having input from others throughout the company is likely to lead to the candidate who is best suited for the job.

Sources

• Looking to Hire Top Talent? Try Recruiting With Video
• Benefits and ROI of Video Interviewing
• Why Employers Should Consider the Video Resume
• Video Interviews Here to Stay

Join Xenium HR and Cox Business Consulting for an exclusive event on May 23rd at Stafford Hills Club to learn the organizational behaviors you can use to immediately make a positive difference in your culture. And you will learn the steps Xenium took to obtain the “Organizational Excellence in HR Award” at the Portland Business Journal HR Leadership Awards.

During the event, guests will hear from Anne Donovan, President of Xenium, and Tom Cox, President and CEO of Cox Business Consulting on what simple things can be implemented to build and maintain a “culture of excellence.”

Check out the event details here.

As businesses strive to be competitive and unique in their employment brand, what is and is not appropriate in the workplace has become less standardized and increasingly specific to the company’s values and preferences. Here are three workplace practices that may have formerly been thought of as taboo, but nowadays may be implemented as strategies to promote an open, progressive, and broad-minded work environment.

Financial Transparency

A Robert Half Management Resources survey of 1,300 CFOs in April 2012 found that the vast majority of private companies, 76 percent, do not share financial information with employees. Only 17 percent provide quarterly or annual financial data to select employees, and a mere 7 percent share financial information with all workers. Although the majority of companies are not currently practicing financial transparency, deciding to share this information may actually have a positive impact on the company.

Senior Director at Robert Half claims that sharing financial information will lead to employee buy-in for corporate goals and encourage participation since they feel that their ideas are valued and that they are an important part of the team. When employees are aware of the influence they have in terms of dollars, they are more likely to act in a way which benefits the company.  In addition, companies that share financial information tend to have higher employee retention rates and experience sales growth above typical sales projections.

Reasons for not practicing financial transparency are due to the fear that the information could be released to competitors, which could be harmful to their business. In addition, employers fear how their employees will react if they find out how much profit they generate.

Profanity

In a company which embraces an open and tolerant environment, swearing may be an appropriate way to let off steam as long as it is not directed at someone else. When an employee feels comfortable enough at work to be them self, they are often able to produce greater work. According to a Forbes article, it has been proven that swearing is a source of pain relief, and when accompanied by humor may even inspire more expansive, tolerant and creative thinking.

On the other hand, because comfort is so essential, swearing in the office may not always be appropriate considering it may make some people feel uneasy. The strongest work environments are often diverse, consisting of employees from different cultures, beliefs and backgrounds, so what may be appropriate for one person could be thought of as inappropriate by another. In addition, a CareerBuilder survey found that 64% of Americans think less of employees who swear, and 57% say they are less likely to promote an employee who curses.

Politics

With the importance of diversity throughout the workplace, it seems as though all aspects of diversity should be practiced, which would include discussion on differing political beliefs.

When an organization permits political diversity in a way where it can be discussed in a calm and informative manner, the enhanced education can be valuable to the organization and may even be a competitive advantage. Nate Reiger, Ph.D., and communications specialist with Next Element Consulting states:

“Unfortunately, so often, discussions about religion and politics are taboo,” he told SHRM Online, adding that one of the possible advantages of political diversity conversations is “more informed and more enlightened employees.”

However, many experts have negative reactions to the idea of politics in the workplace considering it is not critical to the work environment, and has the potential to create tension if discussed in a poor manner. Some believe that it is not even worth attempting.

It’s your culture

It is important to ensure non-discrimination and harassment policies are well-communicated throughout the workplace so that employees know where to draw the line in terms of politics and profanity. When further deciding what is and is not appropriate for your company, it comes down to defining your organizations culture and deciding what policies will have the best impact on your employees and your business.

Does your company embrace any of these open culture policies?

Veteran Eligibility

- Must request Veterans Day off at least 21 days in advance

- Must have served on active duty in the Armed Forces for at least 6 months and received a discharge under honorable conditions

“Military service in a reserve or National Guard unit does not qualify an employee as a veteran, unless the employee was deployed or served on active duty for at least 6 months.”

Employer Implications

-Must respond to the employee’s request at least 14 days prior to Veterans Day, indicating whether he or she will receive time off and whether the time off will be paid or unpaid

-May require the employee to provide documents establishing his or her status as an eligible veteran

-May deny the veterans request if they can demonstrate that granting the request would cause a significant economic or operational disruption or an undue hardship to the company

“In those circumstances, the employer must then allow the employee a single day off before the following Veterans Day to honor the holiday. That day off must be in addition to any other time off to which the employee would otherwise be entitled.”

 

If questions remain about an employee’s eligibility under the Veterans Day law, contact legal counsel or the Oregon Department of Veterans’ Affairs.

Read the eAlert here.

When constructing a development program, it is important to consider the level of management involvement and motivation of the employees to ensure success of the program across the organization. In addition, results should be measured regularly to identify opportunities for further improvement.

Manage

Before planning a development program for employees, it is imperative that leaders understand the value and relevance of ongoing training. For a formal development program to succeed, there must be buy-in across the entire organization—from leadership to management and down to the employees.

As often as possible, management should relate development opportunities to performance management benchmarks by defining short term projects, long-term goals, and career development opportunities for the employee.

Motivate

According to a HBR study, a lack of formal training in the workplace has left employees looking for greater opportunities elsewhere. In fact, a survey of 1,200 employees found that nearly 95% regularly update their resume and seek information on prospective employers. The majority of respondents indicated that their employer does provide opportunities for on-the-job development, but these young achievers place greater value on formal training, mentoring and coaching.

This gap between what the employer offers and what the employee desires may be attributed to the expenses associated with formal training and the fear that it may not be a legitimate investment if employees do not stay. However, providing the opportunity for formal development might actually be the answer to reducing turnover and sustaining talent in the workplace.

While this study revealed the fact that these young achievers desire formal training, the obstacle of motivating them to commit to development as an addition to their already busy schedules still exists. This is when management involvement and additional resources becomes important. When management takes a genuine interest in recognizing the motives of their employees, they will feel more engaged and encouraged to improve their skill set through training. With a thorough understanding of employee values, leadership is able to align the employee’s desires with the goals of the business. With this knowledge, they can create a program which will have a positive impact across the organization by increasing engagement and productivity while enhancing talent for a competitive advantage.

Measure

According to research by the ROI Institute, the vast majority of CEOs are interested in how their investment in development programs has improved business performance, yet a mere 8% of CEOs indicated that they measure ROI. Measuring ROI from year to year is the most effective way to represent results of the program, and might reveal that what worked well one year did not work as well the following year. Even when a business is experiencing obvious growth, measuring results against the initial issues and objectives of the program is necessary as a way to identify trends and plan for change.

In addition to ROI, consistent feedback from employees may provide insights for further development opportunities while keeping them satisfied, engaged and knowledgeable.

Sources:

• SHRM: Developing Employees
• Why Employee Development is Important, Neglected and can Cost You Talent

 Image Courtesy of: Flickr/ScoRDS

(Click Image to Enlarge)

The Road to Talent – An infographic HireRight

Source: The Road to Talent – An infographic HireRight