And it has that distinctive Evil HR Lady flair. Plus food. Plus a quite excellent baby picture.
This morning, the good folks at Bersin & Associates released a new report based on surveys and interviews at more than 720 global organizations, which finds that overall spending levels, organization structure and team size have far less impact on business performance than the skills of the HR professionals themselves.
The report, entitled The High-Impact HR Organization: Top 10 Best Practices on the Road to Excellence, is based on a two-year global benchmarking study that looked at 14 talent management and HR effectiveness measures across global businesses, and included a company’s ability to source the best talent, hire and onboard top candidates, identify and develop leaders, build a culture of learning, allocate compensation effectively and drive high performance through coaching and feedback.
“This research clearly shows that the days of bloated HR organizations focused on administrative tasks are over,” said company CEO and president Josh Bersin in a press release announcing the findings. ”
Among the findings, the report states that companies that empower key HR professionals to take on a “strategic business partner” role create HR teams that outperform the average HR organization by 25 percent or more.
It also found that companies that focus on modern tools for empowerment, including knowledge sharing, collaboration and social networking, are delivering twice the business improvement of those that focus on traditional HR strategies such as pay-for-performance or new HR information management systems.
The report also will become a foundational piece of research for the firm’s new HR Research Practice, which offers benchmarks, tools, case studies, operational frameworks and proven service models that define best-practice human resources organizations.
“This whole new practice takes an overarching approach in order to give a much bigger picture for our clients,” says Stacey Harris, director of strategic HR research at Bersin & Associates.
“The challenge for HR professionals today is living up to the high expectations that come with a seat at the table — expectations to drive business results through people and culture,” she says. “Our new HR Practice and this particular body of research reveal the keys to driving impact. We are also addressing long-standing requests by our members to help them prioritize and align their HR strategies with the business to deliver the greatest return.”
The link to an upcoming webinar featuring Stacey Harris introducing the new practice can be seen here: http://www.bersin.com/News/EventDetails.aspx?id=13550
A few (let’s call them troublesome) details about intermittent leave under the Family and Medical Leave Act came across my desk in an e-mail today that I decided to pass on because some of those details were news to me.
More importantly, the e-mail contained a link to an article by Anne E. Larson, chair of the labor and employment practice group at Chicago-based Much Shelist, that made it pretty clear some of those details would be news to HR practitioners as well, since they aren’t spelled out real clearly in the FMLA.
The note referred to a Jan. 6, 2010 federal court decision in the case of Jackson vs. Jernberg Industries Inc. that sided with the plaintiff, Matthew L. Jackson, who was discharged after numerous unscheduled absenses and late arrivals that he told his employer were related to a wrist condition without providing a written note from his doctor.
The company thought the combination of it’s doctor’s-note requirement and no-call/no-show attendance policy would support the firing. The court judge, in the Northern District of Illinois, said otherwise — that, in fact, Chicago-based Jernberg Industries’ doctor’s-note policy “interfered” with the plaintiff’s exercise of FMLA by requiring him to produce a doctor’s note after each absence when his physician had already provided a single certification supporting the need for intermittent FMLA leave for one year.
While conceding that FMLA regulations do not address the legality of doctor’s-note policies, the judge determined that recertification is the preferred method of verifying that an employee’s time off is FMLA-related. (The law specifies when an employer can request a doctor’s recertification. So does Larson, in her article.) There’s also a sticky wicket around going through the allowed ropes to verify a doctor’s recertification, which doesn’t do much to enhance the employer-employee relationship, Larson says.
The judge also cited other cases supporting an employee’s own “word” for verification of FMLA-related intermittent leave, but as Larson notes, “asking an employee to provide the reason for his or her absence … is not the same as ‘verifying’ the articulated reason.”
It’s worth a look. Larson goes on to discuss what this employer could and should have done — and what all employers can do in this situation — like simply discharing the plaintiff under its no-call/no-show policy alone, which would have been allowed under the FMLA.
Not only is it worth a look; it’s probably worth a conversation with your labor and employment counsel. You might want to update your employee handbook, too.
In keeping with the spirit of my last post, about corporate social responsibility, I thought I’d give a nod to Northwestern University’s new employee-to-employee assistance fund, called NU Cares, which is intended to help out Northwestern staff and faculty who find themselves in a financial bind due to an unexpected illness or emergency.
Launched in December, the fund had received more than 85 donations in the past month, according to Lori Anne Henderson, the Evanston, Ill.-based university’s director of work/life resources. She told a reporter from The Daily Northwestern, the university’s student newspaper, that a committee made up of faculty and staff members will review applications and award grants based on need. The money does not have to be repaid.
Northwestern is hardly alone. A number of other companies have employee-assistance funds, including Alaska Airlines, which launched its fund back in 1992. The airline encourages its employees to donate $1 per paycheck to the fund; last year, 30 percent donated and the fund raised a total of $286,000, according to the company. Donations to the fund, which is registered as a 501(c)(3) charity, are tax deductible. Other organizations with similar funds in place include US Bank, Regency Healthcare, Wellesley College and the Commonwealth of Virginia.
For companies that don’t have such funds in place: Yes, there are many worthy charities that benefit society, but it’d also be nice to give folks the opportunity to help out, anonymously, a co-worker a few cubicles down whom they know is really struggling. Wouldn’t that be a boost to employee morale and engagement?
And a happy Monday morning to you all!
Thanks to the good folks over at The Associated Press, which brings us news this morning that Swiss bank UBS is changing its way-too-specific dress-code guidelines after it was recently mocked in business circles.
From the AP:
The bank said Monday it is whittling down its 44-page style guide to a more modest booklet that will concentrate on how to impress customers with a polished presence and sense of Swiss precision and decorum.
“We’re reviewing what is important to us,” UBS spokesman Andreas Kern told The Associated Press.
The existing code tells female employees how to apply makeup, what kind of perfume to wear and what color stockings and lingerie are acceptable. It advises them not to show roots if they color their hair and to avoid black nail polish.
“You can extend the life of your knee socks and stockings by keeping your toenails trimmed and filed,” UBS tells its female staff. “Always have a spare pair: stockings can be provisionally repaired with transparent nail polish and a bit of luck.”
While the old version of the dress code may be excessively granular about how its employees should present themselves, The Leader Board found at least one UBS rule that it hopes is retained for the new edition:
Both sexes were advised to avoid garlic or onion breath.
The EEOC says private-sector workplace discrimination charges hit a new record last year, with 99,922 charges filed with the agency, compared to 93,277 in fiscal 2009. The EEOC also got a record amount of money from employers last year—$404 million, compared to $376 million in ‘09—to settle worker complaints via its enforcement, mediation and litigation programs.
As we’ve noted before, charges filed with the EEOC tend to trend up when the economy trends down.
According to the agency’s Fiscal 2010 data, all major categories of filings in the private sector were up, including charges of discrimination related to age, gender, disabilities and race. Speaking of race, the number of charges alleging retaliation under all the statutes (36,258) eclipsed the number alleging racial discrimination (35,890) for the first time in the agency’s 45-year history. Allegations based on religion (3,790), disability (25,165) and age (23,264) all increased from the previous year, while 201 charges were filed under the Genetic Information Nondiscrimination Act in its first year of enforcement.
A full summary of the data can be viewed at http://www.eeoc.gov/eeoc/statistics/enforcement/charges.cfm.
International recruiting is hot, hot, hot, says Mark Mehler, who—with Gerry Crispin—heads www.CareerXroads.com, the Kendall Park, N.J.-based recruitment consulting firm.
CareerXroads has a job board for recruiters (“We don’t charge for it,” says Mehler) and, according to him, the volume of open positions for senior-level recruiters for U.S.-based companies is the greatest he’s seen since three years ago. “This, more than anything, tells us that hiring is about to pick up steam,” he says.
But what’s really sizzling, he says, is the job market for international recruiters. “It’s aflame,” says Mehler. “The demand is big for all over the world—Europe, Asia, India.” In fact, demand has grown so much that he and Crispin have been inspired to start planning a colloquium on international recruiting that will take place “very shortly.” “We haven’t settled on a date yet, but stay tuned,” he says.
“International is coming on so strong that Gerry and I predict you’ll see more than a few heads of staffing at U.S. firms ending up overseas,” he says.
I hope this recent executive briefing from the Madison Performance Group isn’t some kind of foreshadowing — a sign that HR might soon be shedding its viability and function, piece by piece, because of its inability to “keep up.”
According to the briefing, when it comes to building a more engaged workforce — and we all know how important that has become to HR leaders in an emerging recovery — some executives have suggested that the marketing department may be better qualified than HR. Yikes.
In a release about the paper, Mike Ryan, senior vice president of Madison, a recognition and consulting firm based in New York, says the C-suite “wants HR to do more than communicate processes and procedures.” On the contrary, “top executives want HR to own the internal employee customers,” he says.
“Marketing has evolved particularly fast in using digital media to deliver messages that are more efficient and impactful,” says Ryan, who wrote the briefing. “Precision marketing practices — that build personalized relationships with the brand — have helped marketing gain new respect and status within the organization for its ability to attract, retain and leverage profitable customers.”
And here’s the kicker: “Some business leaders wonder if marketing shouldn’t also be charged with building and maintaining the corporate connection with employees,” he writes in the briefing. This one is of special concern since much of the talk I’m hearing in HR circles today is of the need for the profession to evolve into more of a strategic catalyst — through communication and talent-management strategies — for the business conversation and translation between top managers and employees to be effectively executed. Hey, if marketing’s supposed to evolve into that space, where does that leave HR?
“So back to our question,” the paper reads: “Which discipline is best prepared to manage employee engagement? The answer is simple. No discipline within any organization is more committed to the development and optimization of its workforce than the HR team. But to be truly the best at generating emotional connections that drive long-term value and loyalty, HR will need to start acting, and executing, like marketing.”
I’m not sure the HR professionals I’ve met are really ready for this.
I thought it a bit ironic that I chose to take a moment to work from home while on vacation today only to come across this Career Builder survey on signs of being a workaholic. Although the findings appear alarming at first, the only truly significant number I can see is the 51 percent of 3,100 employees polled who’ve had more work piled on them this year. Significant, but not surprising.
Still, 24 percent of people at home or out socially are still thinking about work. That means about one in every four people I’ve seen in the mall, post office, traffic (with trees tied to their roofs), on ladders hanging lights from windows and gutters, etc., etc., isn’t really connected to the holiday he or she appears to be enjoying. That’s kind of sad. Then again, that leaves 76 percent who must have perfected the art of leaving everything at the office. So, there’s a hopeful sign that our society is that maladjusted.
The release isn’t directed at HR professionals, but it might offer some insight into the dangers of letting workers obsess over work without stepping in and addressing it. It also lists some tips for establishing and maintaining a better balance between life and work that you might share with them when the new year begins.
As Rosemary Haefner, vice president of human resources at CareerBuilder, puts it: “While a strong work ethic is valued, a lack of balance with … personal life can ultimately work against [employees] in the long run.” She recommends that, as the year wraps up, workers take inventory of their personal time and figure out where they “need to make adjustments in 2011.”
Maybe employers can lend a bigger hand with that going forward.
Lawson Software, the St. Paul-based HRMS vendor, has just announced it’s acquiring employee self-service vendor Enwisen for $70 million in an all-cash transaction. Lawson says it expects the transaction to close by Dec. 31.
It’s been quite a year for mergers and acquisitions in the world of HR. The coming year will undoubtedly see many more, especially considering that analysts such as Jason Averbook of Knowledge Infusion expect 2011 will see a big shakeout of HR technology vendors.
Here are some of the other noteworthy M&As (mostly “A”s, as in acquisitions) among HR vendors this past year:
Peopleclick and Authoria
Aon and Hewitt Associates
Towers Perrin and Watson Wyatt (announced last year but it closed this January)
ADP and Workscape
Taleo and Learn.com
SumTotal and Softscape
SuccessFactors and Inform and CubeTree