hrguru

What Golf has taught me about HR!

Benjamin McCall — Sat, 21 Nov 2009 11:29:30 -0800

I admit, I never thought nor did I care much about Golf. I didn’t know much about Golf. Golf channel, schmolf channel. I had never played golf in my life. I finally took the first step in my addiction in August of 2008. I went to the range with a pro to get sized and he took out a 6 iron. I took my first swing and an immediate rush came through me, “Woooo, this feels cool.” Since then I have been hooked. I have learned a lot from the game that can be applied to the profession of Human Resources.

Practice: Before I started playing on a course I spent 6 weeks on the golf range. I have been told this is the best way to start. It helps you begin to get a feel for how far you can hit each club, the basics of your swing and just get comfortable. I believe that any profession takes practice. The more an HR pro can take the time within and outside of their regular environment, focus on the basics of the people and processes of their job; the better they will be able to address real problems and projects that need attention.

Take time to get familiar with the landscape: Some of the best golf courses have great landscapes and scenery. This diversity within each course is never the same from hole to hole. This is why you first need to assess the landscape and begin to think about what information you have to get closer to par. If HR do not first assess the situation and all of its aspects, we cripple the effectiveness that we could have. If you understand and assess the situation as it relates to the correct context, you can take a better approach when making a decision and/or recommendation.

Know your strengths/weaknesses: Another thing I learned on the range and when I finally got out to the course was where I was good and bad. I began to see what I needed work on and where I was OK. I knew from the beginning that I had a good drive (which still could use work), my short game from the fairway was horrible and my putting was OK. When I was able to identify my strengths and weaknesses I was better able to fix areas in my game as well as identify where I needed more work. Not everyone is good at benefits. Some people are better at training than reviews. The more HR can identify the strengths and areas of improvement in their own productivity, relationships with customers and colleagues, breakdowns in communication, etc. the more we can become more effective.

Patience: I am a pretty patient person. The best golf courses offer a wide open area with beautiful scenery is just one of the perks for being out on the course. The environment helps you think about what your next move will be as well as clear your mind from any other distractions that I may face. It doesn’t matter what happens with my family, job situation, people or circumstances; golf helps to clear my mind and focus on one thing at a time. Regardless of the activity, take time out and do what you enjoy so you can be a joy while doing what you have to do.

Which Club (Tool): As I have gained more knowledge and practice; I have realized what each clubs purpose and distance is. The clubs are tools that can help you get closer to the hole. For every player, the distance and accuracy is different. Some may hit a 9 iron 150 yards, while another person may only hit 110. The important thing that I learned as I played more was which club to use when. In HR there are many tools: from LMS to HRIS, SAP and Databases. We have employee reviews, 360’s, vendors for benefits and legal compliance. Even the programs we create for performance management. All of these items are tools to help us do our job and ultimately become a better function and partner to the business. Know what tools you have available and what the purpose of those tools are before you just start hitting!

Strategy: When you are on the course, there are many things you have to address. The course lie, which club to use, stance, grip, ball flight, etc. (besides being a HR dork, I am also a golf dork – I know – you can clown me later). With all these factors you have to think about the step you take well before you putt. You have to set up your tee shot and your approach. You also need a strategic plan, which determines your approach to the hole at any point in time. HR also needs to have a strategic plan. This is a “thinking plan” that goes over the next year or more and how HR will get to where it wants to go as well as what metrics will measure its success. For golf the metric is simple, make par or less. For HR there are many factors.

Understand that you will never be the BEST, but you can always get better: I would love to be like the pros and have the greatest drive, approach, short and putting game. The reality is that I could probably never give the commitment or energy. There will always be someone that can do better. Get over it. This is life. Do the best you can and approach every aspect of your job the best you can. It may or may not always be what is desired but regardless, no one can be perfect, but with the WILL, they can get better!

I have learned so much and hope to learn more from the game. I just hope, like in any game of life, that I get better with time, energy, knowledge and practice.

How to Let Potential Employers Know You're Off the Market

Sat, 21 Nov 2009 09:00:00 -0800

A reader writes:

I got a job that I really wanted and I'm happy and grateful. My question is what's the best way to let other prospective employers know? These are places where I put in resumes, but haven't gotten interviews. (If I had interviewed for another job and was still waiting, I would call the hiring manager when I got another job offer.)

Some are easy--they have a link on their site where you can withdraw your candidacy. Others had email addresses to submit your resume. Should I email that same address and withdraw? Still others had U.S. Mail addresses to send your resume to. Should I call or email their HR offices and withdraw?

Even if I didn't think I had much chance of getting a call about some of these jobs, I don't want to waste HR's time, and I want to be polite. However, if they discarded my resume immediately on receipt, it seems a waste of their time to contact them and withdraw. What's the best way to handle this? I've applied for a lot of jobs over the last few months!

Congratulations on your new job!

I agree that you should notify anywhere that you had interviewed with (including phone interviews) that you're withdrawing from consideration -- because it's polite, and because you might be taking up a slot in their finalist pool that someone else could have.

However, convention doesn't really require you to notify places where you've just sent your resume and haven't yet heard anything.

But it's still a nice thing to do, if you choose to. I'd send an email rather than calling, for all the reasons I normally recommend email over calling (less of an interruption, more efficient, blah blah). I'd also just do it with the places you've applied in the last couple of weeks, not going back months. (Places that wait a long time to contact candidates should know that some of them will have accepted other offers meanwhile.)

But again, there's absolutely no obligation or even any expectation that you'll do this if they haven't asked you to interview.

Also, you are very polite to even be thinking about this -- many of those places you applied to don't even bother to tell applicants they've been rejected, so thank you for showing them how courtesy works.

Workplace Bullying: What Can You Do? Part 1

The Fall of the Handshake

Fri, 20 Nov 2009 15:45:00 -0800

At a recent conference, the emcee announced that some attendees might be reluctant to shake hands (with all of the media talk about colds and flu) and suggested it was perfectly acceptable to find an alternative greeting such as the fist bump. At first, I thought this was kinda weird. I mean, a public declaration that it’s OK not to shake hands? I always thought it was a business taboo not to shake hands.

This week’s Dilbert cartoon got me thinking. Is all of this talk about germs, colds, and flu ushering in new forms of greeting others?

Archaeological research shows handshaking was practiced as early as 2nd century BC. Since then, we’ve put people in space, created Google, and use plastic cards to pay for stuff. In all of this time, you’d like to think we could come up with something more interesting than the handshake.

And, for something that’s been around for literally centuries…we still don’t do it well. There are numerous articles, classes, and videos on how to shake hands. You’d think by now we ought to be able to get it right.

If we don’t want to shake hands because of a potential germ factor and we don’t know how to shake hands…let’s find something we’re all able to do, aren’t afraid of doing, and can do well.

So my vote is for the fist bump. Here’s why:

President and First Lady

national holiday on June 3

Drop me your thoughts below about retiring the handshake and making the fist bump our universal greeting. Maybe you have a better option than both of them? Anyone who comments by Sunday, November 22 will be entered in a drawing to win the book Igniting Gen B and Gen V: The New Rules of Engagement for Boomers, Veterans, and Other Long-Termers on the Job by Nancy Ahlrichs.

Social Media Etiquette

Justin Ellis | Portland Press Herald — Thu, 19 Nov 2009 13:38:00 -0800

Businesses would be foolish not to be on Facebook, YouTube or Twitter, but they are even more foolish if they don't have policies protecting themselves on those sites.

This was the message at a seminar held by Portland law firm Bernstein Shur on Wednesday on workplace legal issues arising from social networking sites. The seminar was part of a larger symposium on employment issues including changes in labor law, health care and benefits.

Social networking is arguably among the most timely issues in the business world, said Ron Schneider, a lawyer specializing in employment law. Social media in the workplace present both opportunity and danger for companies, he said.

"From employers' point of view, it's an incredibly powerful marketing tool for how we do business," Schneider told an audience of municipal workers, human resources officers and small-business owners.

Tools like Facebook and Twitter can be used to market products and connect with customers, Schneider said. But these same networks can exact a toll.

Through risque photos, improper connections with people or organizations and off-the-cuff remarks, employees can hurt themselves and their employers, he said.

This is why companies need policies regulating social-network behavior, from bad-mouthing clients to "friending" supervisors, Schneider said.

Nick Madden, who works in marketing for Pine State Beverage Company, attended the seminar because his company is trying to carefully make inroads onto Facebook.

"This is a good way to check our boundaries and see what is out there," he said.

Madden, who said he personally uses Facebook for keeping in touch with distant friends, said it's also a useful tool for connecting with customers.

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But sites like Facebook can make it easy to blur the lines separating professional and personal life, he said.

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If it seems sites like Twitter, Facebook and YouTube are getting more attention these days, there is a reason. According to the Nielsen Company, social networking site activity accounted for 17 percent of all time spent online in August.

And a recent survey from the market research firm TNS found that employee time spent on social networks costs British companies $2.3 billion a year.

As the field of social networking continues to develop, so do the laws and policies covering it, said Patricia Peard, head of Bernstein Shur's Labor and Employment Practice group.

There is little established law regulating social media, Peard said, but businesses are already thinking ahead.

"We know there are going to be more and more questions," Peard said. "We want to be able to talk about it before they have questions."

While specific laws covering social networking sites are few, laws covering electronic communication do exist. As businesses have incorporated technology ranging from fax machines to e-mail, laws have adapted, Schneider said.

Linda McGill, an employment and labor lawyer for Bernstein Shur, said there are some gray areas concerning what free speech rights employees have online.

For example, municipal or state employees may be protected if they take to a social network to complain about something that could be seen as being in the public interest.

McGill said labor law also gives employees free-speech rights regarding wages, hours and working conditions, and this could be applied to online communication on these subjects.

What's important for companies - and especially employees - to remember is that most communications on company computers can be read by others, Schneider said.

Even though certain sites offer privacy settings, that may not guarantee protection for employees.

"With electronic communication there is no expectation of privacy," Schneider said.

Originally published by By JUSTIN ELLIS Staff Writer.

© YellowBrix, Inc.

Keep Reading: Twitter Mistakes to Avoid at Work

Employers Continued to Contain Health Benefits Costs

Fort Worth Star-Telegram via Yellowbrix — Thu, 19 Nov 2009 12:25:00 -0800

Nov. 19--Employers' costs of healthcare benefits grew 5.5 percent this year, the lowest increase in a decade, as workplaces added health management programs and moved workers into high-deductible plans, a noted benefits consulting firm said Wednesday.

Employers expect largely the same in 2010. If they made no changes, employers estimate that their 2010 healthcare costs would rise about 9 percent. But they expect more on the order of a 6 percent increase, after redesigning plans or changing vendors, the Mercer firm said.

For Dallas-Fort Worth, survey respondents said they held 2009's cost increases to 5.4 percent on average. For 2010, they expect a 5.9 percent increase.

The national average cost of health benefits paid by employers was $8,945 per employee. In D-FW it was $8,561. The Mercer study included public and private employers with at least 10 workers, and 2,914 employers responded.

"Small and large employers used different strategies to keep cost growth down in 2009," said Mark Chronister, a senior health and benefits consultant for Mercer in Dallas.

Small employers tended to raise deductibles and move employees into less expensive consumer-directed health plans, he said. Such plans typically pair higher deductibles with tax-advantaged accounts that participants use to pay for healthcare. The idea is to give participants an incentive to consume healthcare judiciously.

Large employers, on the other hand, made relatively few cost shifts, the study indicated. "But there was a clear increase in their use of programs and policies designed to improve work-force health," Chronister said.

Keep Reading >>

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The survey results raised an interesting wrinkle in the national healthcare debate.

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In interviews with 500 employers that don't offer healthcare coverage, 44 percent said they'd be more likely to offer a plan to their employees if all individuals are required to be covered, Mercer said.

But only 22 percent said they would support a requirement to pay 4 percent of their payroll into a public or private fund to provide coverage.

"Small employers, like large employers, want to know how their money is spent," Chronister said.

Some of the survey results:

Health management programs -- "Virtually every type," from health-risk assessments to disease management and behavior modification, grew in number. Medical plan cost increases were about 2 percentage points lower at workplaces with extensive health management programs. Nearly three-quarters of employers who measured their returns said they were satisfied with year-over-year savings, lower use rates, or improved health risks. Only about a third of large employers measured their returns.

Rewarding healthy employees -- The largest employers were more likely to reward employees financially for being healthy. Twenty three percent of workplaces with more than 20,000 employees varied employees' premiums based on whether they're smokers, up from 17 percent in 2008. Such incentives will likely grow in popularity, Chronister said.

Higher deductibles -- The move by small workplaces to raise deductibles drove the average Preferred Provider Organization deductible among all employers up about $100, to $1,096, for individuals and up $300 for families, to $2,515.

Employers kept their premium contributions relatively stable, "shifting the burden" to workers, Mercer said.

Consumer-directed health plans -- 15 percent of employers with 10 to 499 employees offered them, up from 9 percent in 2008. CDHPs were offered by 20 percent of employers with more than 500 employees, and 43 percent of employers with at least 20,000 employees. Among small employers who offered a health plan, 55 percent offered only a CDHP, compared with 9 percent of large employers.

Enrollment -- PPO enrollment was unchanged at 69 percent, Health Maintenance Organization enrollment dropped to 21 percent from 23 percent, and CDHP enrollment grew to 9 percent from 7 percent.

To see more of the Fort Worth Star-Telegram, or to subscribe to the newspaper, go to http://www.dfw.com.

Distributed by McClatchy-Tribune Information Services.

Healthcare: The True Cost of Stress

Corporate Adviser via Yellowbrix — Thu, 19 Nov 2009 11:45:00 -0800

Stress in the workplace can have devastating effects on employees. Sam Barrett finds out what adviser solutions can and can't do to help

In today's tough economic climate, employees are coming under increasing pressure. Employers must take steps to manage stress in the workplace to safeguard their employees and their businesses.

"Companies are putting employees under more and more pressure," says Colin Bullen, head of health and risk benefits at Hewitt Associates. "If the company's downsized, employees might be struggling with a heavier workload. There could also be financial worries and fears about job security. It can all lead to more stress in the workplace."

In some instances this increased pressure can have particularly unpleasant consequences. This was the case at France Telecom earlier this year when it hit the headlines as the suicide rate among its employees soared.

The firm, which had made 22,000 people redundant between 2006 and 2008, has experienced 24 suicides in the last 20 months. Although it claims this isn't an unusual suicide rate for a company of its size, it has put further restructuring on hold and introduced a suicide hotline and psychological counseling.

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No one is suggesting that introducing a range of products would have stopped this happening. But providers do offer a range of solutions from employee assistance programs (EAPs) to cash plans and medical insurance that claim to help an employer combat stress in the workplace.

Success isn't guaranteed though. In work carried out by the Health & Safety Executive in the late 1990s on stress in the workplace, it categorized the types of stress intervention as primary, secondary and tertiary. While primary and secondary interventions are proactive and include reducing exposure to stress and training employees in stress management, employee benefits are classed as tertiary interventions.

"When it comes to managing stress in the workplace, employee benefits are much more of a reactive mechanism," says Ann McCracken, chair of the International Stress Management Association (ISMA). "By the time you use them it's often too late as someone is already suffering from stress. You need to be more proactive and look at preventative steps too."

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This is particularly the case with a benefit such as medical insurance. Although some policies include stress helplines, the cover for psychiatric treatment would only really kick in once someone is unable to work as a result of a mental health problem. At this stage, the chances of their returning to work can be greatly reduced.

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Even the benefits that are specifically designed for reducing stress can be ineffectual if they're not used correctly. As an example, Dr Doug Wright, principal clinical consultant at Aviva UK Health, points to an EAP. "You can't just make an EAP available and expect staff to get on with it. Low usage isn't necessarily a sign you don't have a problem. It might be an indication that employees don't know it's there or are worried it's not confidential. It's essential to communicate it as a benefit," he explains. This situation can be exacerbated further when EAPs are priced on usage. Then, there is a real danger that any promotion is kept to a minimum to keep costs down.

But, while these products do have a place in managing employee stress, forward thinking consultants are looking to a broader strategy. James Kenrick, leader of corporate healthcare consulting at Hewitt Associates, explains: "It's not just about the healthcare products. You need a health management approach that ensures if someone is beginning to feel stressed they receive the support they need quickly whether this is referral to the EAP or stress vocational rehabilitation services. This reduces the likelihood of them needing to take time off and can have a major impact on long term absence."

This more integrated approach does deliver results. As an example, Hewitt Associates has a health management initiative for its own employees. This has reduced stress related absence from between 10 and 11 per cent of absence to just 6 per cent. "We've calculated that where you use this approach you get a return of pound 4 for every pound 1 you spend," says Bullen.

At the heart of this type of strategy are the legal requirements, namely a stress policy and a stress audit. These help to show that stress is taken seriously within the organization and are a valuable way to communicate an employer's intent.

While it's possible to buy in stress audits, free tools are also available. Dave Middleton, client relationship director at Portus Consulting, explains: "The Health & Safety Executive has a toolkit that accompanies its management standards for work-related stress. These are good tools that can help an employer identify issues in the workplace and find ways to resolve them."

Because early identification of stress is a key part of this strategy a sickness absence management system can also be a sensible component of a stress management strategy. "These can help identify potential problems," says Geoff Taylor, consultant for specialist services department at Axa Icas. "The data can be used to identify patterns that might be an indication of something more serious."

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For example, if an employee is taking a lot of short term absence it may be worth further investigation to see if there is an underlying problem, such as stress, that is behind it. But, while this can help, Taylor adds that it should be part of a broader strategy. "Identifying the problem isn't enough," he says. "You need to be able to refer people on to other support such as counseling if necessary."

To improve the success of a stress management strategy, Middleton believes that greater awareness of stress is essential. "Throwing an EAP into the mix isn't going to solve stress in the workplace. Line managers need to be trained so they can recognize the signs of stress and support employees. This will help them deal with stress effectively and before it becomes a major issue."

The ISMA's McCracken agrees. She believes that line managers are often promoted because they are good at their job rather than because they're good at managing people. "Employers need to help line managers develop these competencies. This will give them greater confidence to deal with stress in the workplace," she explains.

Within this more receptive framework, products can work more effectively. For example, where line managers are trained to identify signs of stress they can refer employees to the EAP. Similarly, as many EAPs can also be used as a support mechanism for managers, they can turn to it themselves if they are unsure how to deal with a workplace situation.

While all these steps will help employees to feel more supported and able to ask for help if they start to suffer from stress, some organizations can find that their culture is so macho, stress is still seen as a weakness that employees can't admit to suffering from it. "You need to get buy in from the top of the organization," says Bullen. "If the CEO believes in the strategy it will be easier to get employees to use it."

As well as getting buy-in from the top, there are other strategies that can be used to change the culture in a workplace. Middleton suggests raising the profile of health and well-being through wellness days. "We are seeing more companies focus on well-being," he explains. "A wellness day can show employees that their health is taken seriously and it's also a good way to promote health benefits you might have in place."

Copyright: Centaur Communications Ltd. and licensors

Services Offered for Stressed Employees

Ventura County Star — Thu, 19 Nov 2009 11:08:00 -0800

The holidays can be a stressful time, full of family demands and financial obligations.

This year, more people -- who have survived company downsizing or closures -- might benefit from employee assistance programs to help them through tough times.

Employee assistance programs can range in scope, but generally focus on helping with issues that might affect job performance. The Employee Assistance Professionals Association reports that more than 97 percent of U.S. companies with more than 5,000 employees have EAPs, with the percentage declining to 75 percent of those with 251 to 1,000 employees.

Employee assistance and counseling professional Beverly Ford in San Luis Obispo has watched the employee assistance field transform since she started in 1976. The major focus on alcoholism and drug addiction has shifted to providing employees a wider range of services.

She's seen the recession touching employee's lives this year.

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"The economic struggles mean people are doing things differently in the workplace," Ford said.

That includes "presenteeism," where a person shows up for work each day, but might be distracted and unproductive. Often, this is driven by fear of losing that job.

Ford said employers must realize if they've got one employee dealing with fear, lack of concentration and productivity, they've probably got many others dealing with similar issues.

She tells employers that it costs them money not to intervene when they see someone struggling, since the cost of replacing an employee far outweighs what the company would spend to provide assistance.

Carrie Reuter, business development director at employee assistance provider NEAS in Westlake Village, said businesses are expressing an increased interest in employee assistance programs and services. But there is a lot of hesitation about making that investment because of the economy.

At NEAS, there hasn't been a huge increase in the number of calls this year, but the types of cases have shifted with the economic woes.

"If anything, the economic situation already added to the stress," said David Gaynor, clinical operations director.

For example, marital problems add strain to financial problems.

People used to call NEAS to complain about an employer, boss, pay or co-workers, but the common concern now is whether they will be able to keep their jobs, he said.

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Some workers are feeling trapped that they cannot get out of a job, because having a job is better than no job and the economy limits their prospects.

"This whole year has been like that," Gaynor said. "Definitely, since the beginning of this year, concerns about job security have been higher."

In tough economic times, an employee might be dealing with work stress, trouble at home, financial struggles and more, Ford said. Some have watched pay drop, bonuses slip away and benefits change. Some try to cope through alcohol or drugs, which can create work safety issues.

That's where an employee assistance program can shine, Ford said.

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"We pride ourselves in sharing the resources that we're aware of or we find them -- we find the resources," she said.

In the downturn, the challenge is that some of the resources available -- particularly social service agencies -- are strapped as well. That includes drug and alcohol and behavioral health.

Gaynor said historically NEAS hasn't had an increase in demand during the holidays, but rather calls peak after the holidays, starting Jan. 1.

He theorizes that families have time together and are off work during the holidays, but what follows are the doldrums that reflect holiday bills and other realities.

Depending on the type of employee assistance program, the company can direct people to community resources, financial assistance with budgeting or debt, or local attorneys for legal problems. One service that holds its importance no matter the economic situation is having someone answering the phone.

"Listening is still the key," Gaynor said. "People need a place to talk."

The goal is to help instill or maintain hope, he said.

Ford said an important part of helping employees deal with holiday strain is to "lighten the load of expectations."

She said it can help to discuss options with families, such as the importance of getting together rather than giving presents; or giving your time by washing the windows or mowing the lawn, instead of expensive gifts.

Some might decide to make phone calls rather than buying and mailing holiday cards, which can be a less expensive option with some of the calling plans available.

"Change can be a really good thing," Ford said. "It does make an individual sit up and start to evaluate what's truly important in their lives."

Copyright (c) 2009, Ventura County Star, Calif.

Distributed by McClatchy-Tribune Information Services.

© YellowBrix, Inc.

Trouble at Work? Find Your Boss' Zodiac Sign

What's the Deal With HR?

Thu, 19 Nov 2009 10:43:00 -0800

OK…now that I’ve recovered from my rant about the human resources profession, let’s discuss the people part…

I’ll start by pointing out the 800 lb elephant in the room. Are there crappy HR people in organizations? Yes. There – I said it. And, there may actually be a lot of them out there. Which is why magazines like Fast Company publish articles titled “Why We Hate HR?” But in order to change the perception of the profession, we have to start with ourselves.

Still not convinced? Okay, for the sake of argument, let’s assume that every person in the human resources profession was a total rock star. Everyone. Would we even be having these discussions? Of course not. It would be the best, most vibrant profession in any business and everyone would want to be part of it.

Regardless of your role and responsibility, the first thing you need to recognize is that every profession has both strategic and administrative tasks. And IMHO, in order to be successful, you gotta do both. So, I wouldn’t make the assumption that being administrative is bad. It’s how much time is spent on administration and the end results that determines the value of administrative work.

Let’s use one of my fave professions, a chef, as an example. If super-chef Norman Van Aken wants to make a classic Boeuf Bourguignon, he needs to quarter some onions. The fact that he has to quarter onions doesn’t make him less of a super-chef. But, if it takes him 20 minutes to quarter an onion (like it takes me) he’s probably not going to be super for very long.

The second thing HR Pros (or anyone for that matter) should do to change perceptions is consider differing viewpoints. Frank Roche over at Know HR recently wrote a post about this very subject. He called it getting out of the echo chamber. I had never heard the term ‘echo chamber’ before…but it’s so true. We easily fall into our comfort zones – the same groups of people, the same meetings, the same reading, blah, blah, blah.

Just ask yourself: When was the last time you talked business with someone outside of your profession? When was the last time you read a magazine or blog outside of your industry? Have you attended a professional association meeting or conference for anything other than human resources?

It’s an interesting notion, eh?

We need to figure out how to do the administration and do it well so we can quickly move to the real stuff, the strategic work. And, when we get those extra moments…use them to try new things, meet new people and discover new ideas. Then, we need to teach others in our companies and profession how to do the same.

That’s how we as individuals demonstrate our real value. That’s how we begin to change the perceptions of our profession. It starts with getting outside of our comfort zones and challenging ourselves.

The Growing Demand for HR Professionals

Get Over Yourself

Thu, 19 Nov 2009 10:11:00 -0800

So you are Mr. or Ms. Big Shot. Okay, more than likely you are Mr. or Ms. Thinks They Are A Big Shot. Maybe you have a book or a TV show or a podcast or a popular blog or a big company or a big position or a fancy car. Maybe you are known. Maybe you are actually a big deal.

Get over yourself.

You know who was the worst about this for a while? Me.

Ridiculous, right?

It wasn’t even over anything big. My blog was gaining popularity and I started to receive many comments and e-mails a day. So what did I do? Acted like a diva about it of course. I started setting arbitrary rules as to what sort of e-mails I would respond to. I reduced my Google reader down to about ten sources. I started reading what some other nice people thought about me and actually believed it. I truly believed I was brilliant and knew more than everybody (at least in this crazy, niche’d up world).

Of course, the pressure of this new life was killer. I complained to someone about this new life circumstance and they kindly but firmly said:

Get over yourself.

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When I sat down and embraced this philosophy, it was actually very freeing. I was free to not act like an insufferable prick to every wayward PR person who happened to track down my phone number. I was free to respond to e-mails in less than a month’s time (I am still terrible at e-mail for non-big shot reasons). I was free to write some of my best writing to date because I didn’t have to worry about whether this big shot would keep his rep. I was free to make connections with non-big shots who actually turned out to be better than me in almost every way.

I know a lot of real life big shots who got this lesson early on. You are never too big to act like a human being to people that like you and have allowed you to influence their lives.

Get over yourself.

Why did I think about this today? Someone e-mailed me asking for assistance about starting a blog. The e-mail assumed I was super busy and probably not interested but it was worth a shot since they’ve been reading my blog for 18 months. Wait, they read me for 18 months and thought I may not be interested in helping them out?

They were probably just being polite about taking up time but let me say this once and for all: I am busy but I am always happy to help if I am able. And if I am not able, I am happy to help guide you in the right direction.

Me? A big shot who is too busy to help out someone who has read this blog for 18 months? I got over myself a long time ago. Let’s help each other become less dumb together.

Annoyed at Job Candidates? Look in the Mirror

Trouble at Work? Find Your Boss' Zodiac Sign

Gary Goldschneider | Monster.com — Thu, 19 Nov 2009 00:01:00 -0800

Does your boss routinely wake up on the wrong side of the bed, or is he always chipper? Whether he's likeable or moody, low-key or high-strung, you may be able to shed light on his approach to work -- and how you might work with him -- by aligning his astrological sign with his management style.

Get Started: Aries

Featured Author: GARY GOLDSCHNEIDER

Gary Goldschneider, author of Gary Goldschneider's Everyday Astrology (Quirk Books), is an astrologer and the author of several best-selling books, including The Secret Language of Birthdays, The Secret Language of Relationships and The Secret Language of Destiny. He has studied astrology for 40 years and frequently lectures and writes on the subject. He lives in Amsterdam, where he writes a regular astrology column for AvantGarde magazine. Visit Gary at mypersonology.

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The Aries Boss

March 21-April 20

Strengths: inspiring, dynamic, trailblazing

Weaknesses: unheeding, stressed, unaware

Interactive Style: confrontational, commanding, blunt

Aries bosses are born leaders, so there will be little doubt as to their wishes concerning the direction the group should take. Explicit, clear and demanding, these fiery individuals will ask for every ounce of commitment and energy their employees can muster, and then some. Because they are so comfortable in this role, they are eager to make decisions and see them implemented. True individuals, they naturally respect individuality in others and are surprisingly open to and even expectant of their employees acting on their own, once they understand what is expected of them.

Next: Taurus

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The Taurus Boss

April 21-May 21

Strengths: stable, attentive, careful

Weaknesses: bossy, inflexible, insensitive

Interactive Style: concerned, instructive, explicit

Many people have described the Taurus personality as bossy. Indeed, the Taurus boss is comfortable in this role but prefers to stay behind the scenes and let things run smoothly on their own. This, of course, assumes that employees have been coached well and know what to expect from a Taurus boss. Such assumptions are not always justified, although Taurus bosses usually take the time and trouble to spell out how they want their employees to proceed. Rules and regulations are usually kept to a minimum but are written in stone, at least as far as the Taurus boss is concerned.

Next: Gemini

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The Gemini Boss

May 22-June 21

Strengths: lively, communicative, interesting

Weaknesses: distracted, superficial, nervous

Interactive Style: forward, adaptable, logical

Most Geminis are not comfortable giving orders or running an organization day to day. They are basically the types who enjoy being part of a team and sharing experiences on an equal level. Thus, although they are quite capable of taking on the work involved in being bosses, they are not born leaders themselves and would much prefer to hang back and let things run on their own. Gemini bosses are very good at delegating authority, relying on a few capable employees to oversee the activities of their company. Such individuals are usually well-rewarded and given a wide range of responsibilities. However, the Gemini boss likes to make the final decisions on all important matters.

Next: Cancer

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The Cancer Boss

June 22-July 22

Strengths: low-key, easy, harmonious

Weaknesses: overly demanding, expectant, particular

Interactive Style: persuasive, feeling, empathic

It can be a mistake to deny or underestimate the dominant qualities of the Cancer boss. Extremely particular about how things are done, Cancer bosses can be very demanding, albeit in a low-key manner. They expect their employees to understand their wishes and even to anticipate them. It is not so much rules and orders that count most for Cancer bosses, but the fact that everyone is on the same emotional wavelength. Not fond of trouble, Cancer bosses want things to run smoothly, underscoring their need for unquestioned dominance -- not be confused with power-tripping.

Next: Leo

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The Leo Boss

July 23-August 23

Strengths: fair, proud, commanding

Weaknesses: egotistical, power hungry, self-centered

Interactive Style: friendly, open, generous

Born leaders, Leos exult in assuming the top positions of any company. Ownership is not the most important thing for them, however -- so as long as they are CEOs or directors, they are happy to be employees. Leo bosses try to be fair and impartial, succeeding in doing so as long as their authority is not questioned nor their job threatened. As they see it, they are simply representing everyone under them, trying to get them the best possible salaries, working conditions, opportunities for advancement and benefits. Leos take great pride in their work, so when the company is being congratulated by stockholders, boards of directors or owners, they are happy to accept for everyone else.

Next: Virgo

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The Virgo Boss

August 24-September 22

Strengths: pragmatic, realistic, matter-of-fact

Weaknesses: unresponsive, unsympathetic, cold

Interactive Style: literal, concise, economical

Virgo bosses are highly pragmatic and are generally realists. Thus the intent or ideals behind your actions are not nearly as important to them as the results. Facts and figures play a large role in their thinking, so be sure you have these at your fingertips when you are summoned to their offices. Excuses will be accepted only if they can be backed up with logic and acceptable evidence. Do not seek to arouse Virgo bosses' sympathy or understanding, and keep your interactions as unemotional as possible. Virgo bosses highly value their time, as well as yours, so try not to waste it in idle banter.

Next: Libra

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The Libra Boss

September 23-October 22

Strengths: popular, charismatic, likeable

Weaknesses: conceited, needy, self-defeating

Interactive Style: agreeable, charming, magnetic

The only things Libra bosses value more than being liked by their employees is being well-liked by them. This intense need for popularity often betrays them and can even undermine their efforts. Instead of keeping their eye on the ball and striving for positive results, too often they are interested in their own personal gratification. At times, their need for admiration seems boundless; those who know this are able to manipulate them through alternately giving and withholding praise. The struggle of Libra bosses to create successful companies is often against that most difficult of enemies -- themselves.

Next: Scorpio

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The Scorpio Boss

October 23-November 21

Strengths: well-directed, protective, powerful

Weaknesses: inflexible, unforgiving, harsh

Interactive Style: serious, hard-driving, dominant

Scorpio bosses are serious individuals -- hard-driving and dedicated to the company's success. Consequently, they set extremely high standards for their employees and expect them to give the very best they have on a daily basis. Scorpios do not accept excuses for shoddy or slipshod work, preferring a frank admission of failure over attempts to explain it away. Powerful and dominant, Scorpio bosses sit in the driver's seat at all times and do not allow their colleagues and fellow workers to question or undermine their authority. When reporting to their superiors or business owners, they seek to protect their own employees from unreasonable demands and insist on adequate and often abundant reward for their workers' dedicated efforts.

Next: Sagittarius

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The Sagittarius Boss

November 22-December 21

Strengths: intuitive, forceful, quick

Weaknesses: uncommunicative, unclear, unsympathetic

Interactive Style: independent, individualistic, impulsive

Because of their high degree of independence and individualism, Sagittarius bosses are not always suited to this role. Sagittarians are prone to go off suddenly and often precipitously in their own direction under a full head of steam, so it may be difficult for their employees to keep up with them. Furthermore, they may not take the time to communicate their thoughts clearly to other members of the company, preferring to let their own actions speak for themselves. Not really team players, Sagittarius bosses assume command and then follow their hunches rather than carefully mapping out a campaign and relegating duties carefully.

Next: Capricorn

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The Capricorn Boss

December 22-January 20

Strengths: dominant, determined, self-assured

Weaknesses: insensitive, unheeding, stubborn

Interactive Style: authoritarian, commanding, firm

Capricorns are dominant personalities, and therefore bosses born under this sign will want to be obeyed without question. Moreover, they will insist on maintaining their position as bosses of the department or company, and under no circumstances will they allow you or anyone else to undermine their authority. "Never outshine the master" is a good rule to follow when working for a Capricorn boss. Not necessarily hungry for advancement, Capricorn bosses are more likely to hang onto their rung on the corporate ladder having once reached and, in most cases, intending to remain at that level as long as possible.

Next: Aquarius

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The Aquarius Boss

January 21-February 19

Strengths: quick, bright, open

Weaknesses: impatient, erratic, elusive

Interactive Style: immediate, unpredictable, ungovernable

Since Aquarians are not particularly suited to be bosses, they are, generally speaking, rather few and far between. There are several reasons for this, among them their erratic and impulsive behavior, need to act on their own, lightning-quick moves, and general disinterest in holding power over others or setting up a dynasty. That said, if you have an Aquarius boss, at least you have been forewarned. Actually, they are often fun to work with (when you can catch up to them) and treat their employees quite generously. Their impatience is legendary, so do not try their quick tempers or frustrate them with your absence or tardiness when they really need you in the clutch.

Next: Pisces

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The Pisces Boss

February 20-March 20

Strengths: affluent, fluid, empathic

Weaknesses: easily manipulated, oversensitive, overprotective

Interactive Style: relaxed, adaptable, influential

For some strange reason Pisces are thought of as being bad with money. Yet historically, and also in one's own circle of friends, handling money seems to come easily to those born under this sign. In the same way, a Pisces boss too frequently invokes the mistaken picture of an ultra-relaxed and indecisive fish flopping out of its depth, but those born under this sign frequently make excellent bosses, even dynasty builders. Moneymaking comes quite naturally to them, as it is a fluid medium that they totally understand. Nurturing Pisces bosses are more than capable of guarding the interests of their businesses and employees, bringing profit to all concerned.

Read Understand Your Boss by Astrology Sign.

Start Over

Does Your Business Have a "Softer" Side?

Greg Pernula | i4cp — Wed, 18 Nov 2009 10:31:00 -0800

Listen up. To maintain a competitive advantage, most companies are paying attention to the development of professional "soft skills" to boost performance, according to i4cp's latest study. Members can now download the results in PDF, PowerPoint and Interactive Data formats.

The study found that, overall, 76% of study respondents have identified soft skills such as listening skills, persuasion and teamwork that lead to successful organizational performance. Among large and high market performing companies, the numbers climb. Eighty-three percent of companies with 10,000 or more employees said they identify soft skills, compared to 72% of firms with 100-999 workers and 65% of those with fewer than 100 employees. Also, 85% of high-performing organizations ID soft skills, whereas 70% of lower performers reported doing so.

The most common method companies use to identify soft skills is an internal process developed by subject matter experts (HR, for instance), with 57% of overall respondents citing this method. Third-party consulting is a distant second, at 15%, followed by interviews and analysis of successful employees, at 11%. Among higher-performing organizations, 69% favor an internally developed process, compared to 59% of lower performers.

"Soft skills can be a real differentiator in the business world and a key to improved market performance," said Eric Davis, i4cp's associate editor. "More often than not, it's who we are, not what we know, that seals the deal. The most technically competent people will still flounder if they can't communicate properly or play well with others in a business setting. Development of soft skills can help make seemingly unrelated functions run more effectively by enabling employees in the social acumen it takes to get ahead and smoothing out the communication process."

As far as training or work experiences to build soft skills, 64%of respondents overall tabbed teamwork and "role of a leader" as their top choices, followed by coaching (60%), time management (53%), and listening skills (49%). Among high performers, role of a leader was selected by 65% of respondents, followed by teamwork (64%) and time-management skills (59%). Comparatively, 61% of lower-performing organizations favor teamwork, followed by role of a leader (57%) and coaching (54%).

The business rationale for offering such training revolves around business needs and worker development. Overall, 73% said the training is offered because soft skills are seen as "critical skills required for business success," while 69% cited the training as an "integral part of employee development," and 61% said the training "improves individual performance." A full 81% of higher performers pointed to critical skills training as the top consideration, as compared to 69% of lower performers.

To fund soft skills training, most companies (36%) use HR or training budgets, while 33% said the funding comes via corporate allocation. Thirty-one percent overall said the money comes from the business line or location level.

So, what happens to soft skills budgets in a sour economy? According to 47% of companies overall, when budgets are cut, soft skills training is reduced, but still offered. Almost two of 10 (19%) said their budgets have not been at risk, and 15% said soft skills training has no special priority when it comes to budget cutting. In higher-performing organizations, 29% say their soft skills budgets have never been cut, compared to 16% of lower-performing firms.

The Identifying and Developing Soft Skills survey was conducted by i4cp in October 2009. The full results of the survey are available exclusively for all i4cp corporate members.

Like This? Read More:

The Key to Recruiting

How to Create a Motivating Work Environment

Teeming with Productivity Potential

Guard Against Losing Good Employees When Times Are Tough

No One Told Me My Coworker Was Fired

Wed, 18 Nov 2009 09:57:00 -0800

A reader writes:

Yesterday I found out through coworkers that one of our managers left/was fired (closer to the latter, I think... I have heard he was in a "you need to show improvement in three months" situation which ended this week). His name is still on his office, and his things are still here, but he is definitely gone--after confirming with a coworker, I sent him an e-mail wishing him well and have heard back from him.

My thoughts on the matter are definitely biased by the fact I really liked the guy, as did a lot of the people who worked under him, but I am writing to ask what communication is proper from an employer after an employee is let go in a situation like this? I am angry that there has been no word from my employer--this is someone I worked with on and off for the past year and a half! We were not working together recently, but I did not like finding this out through "office gossip" and it makes me uncomfortable that management is not willing to communicate that this employee no longer works here. Within what time-frame would you expect to be told of a coworker's firing? Or is it appropriate not to communicate this?

Our office is about 60 people (the company is 300-400), and we frequently get office-wide e-mails. I was very frustrated yesterday, because I wanted to reach out the employee, but did not want to do so mistakenly in case the rumor was false. I know decisions like this are usually made with a lot of planning--is there some reason I'm missing why other employees can't be informed afterwards? When employees leave under other circumstances we usually have a little ice-cream social goodbye meeting ("Office Space" style) which makes it hard to take when one employee just disappears.

Yes, employers should let other employees know as soon as possible. Not only is it completely weird not to for the reasons that you cite, but there are also practical reasons that demand it -- for instance, you might still be transferring calls to the person, or sending them work.

However, for some reason, a lot of employers really struggle with how to do this gracefully. I worked at one place that would never announce it -- one day the person's desk would just be empty and it was clear that they were Not To Be Spoken Of Again. This place also fired a ton of people, so it of course the company's bizarre handling of it quickly became a morbid joke among all of us, and whenever anyone was out sick or even just late, speculation would be rampant.

[widget:hrgurus_guide_to_firing__layoffs]

Anyway, in my opinion, the way to do it is to let people know quickly and directly, along with information on how things will be handled while the position is vacant. For instance: "Jim's last day was today, and we wish him the best. Until we hire a replacement, Linda will be handling his accounts, and please talk to her if you have questions about specific projects Jim was working on."

But it's often going to be awkward anyway. In my experience, there are two ways people react when a coworker gets fired: They either think "I saw that one coming" (or even "it's about time") or they're shocked.

When people saw it coming, it usually doesn't cause much of a ripple. But in cases where coworkers are shocked, it can be really be rattling. When you're shocked, keep in mind that most people don't advertise it when they're struggling in their jobs, and good managers are discreet about it too. So even though the firing came as a surprise to you, it probably didn't come as a surprise to your coworker.

It's pretty rare for someone to be fired without any warning (except in particularly egregious cases, like embezzling or, say, punching someone). In most cases, the employee has had numerous conversations with their manager about whatever the problem is and what needs to change. And if the employer is at all responsible, the person has also been explicitly told that they could lose their job if the problems aren't fixed.

But that's a tangent. Back to your question: Anyone want to shed light on what's up with those companies that fire people and then don't announce to the remaining staff that the person is gone? Are they too wimpy? Suffering from misplaced fear that they'll get sued if they say the wrong thing? Something else?

Fired? Get Creative

Workplace Ethics and The Three Monkeys

Tue, 17 Nov 2009 16:27:00 -0800

Broward County, my hometown, has made the national headlines again. First, it was hanging chads (remember them?), then Anna Nicole Smith, now a Ponzi scheme. The local news has been crazy lately.

It started a month or so ago with the indictment of three local politicians on federal corruption charges. Shortly thereafter, another local politician was cited for ethics infractions. Then, a prominent attorney was accused of running a $1B Ponzi scheme out of his law offices, taking the prestigious firm to the brink of bankruptcy. So far, one CEO has pleaded guilty to fraud. The FBI and IRS are camped out here and the local media has dubbed us “Corruption County.” Are the incidents related? Who knows, but it sure makes for interesting reading.

While I realize you might not care about the specific people or organizations involved, there’s a huge business lesson here I couldn’t resist writing about.

It won’t come as any surprise to you that, for all of these people being accused of wrong-doing, there are an equal number of associated people saying, “I had no clue this was going on.” For which my reply is – get real. If your business partner gives you a Ferrari for your birthday or your boss sells you his half-million dollar condo for $100, ask yourself the question – where is the money coming from?

Face it, board members can’t stay in luxury hotels, get nice gifts, and eat fancy meals and totally ignore the balance sheet. It reminds me of the three monkeys – see no evil, hear no evil, speak no evil. Just because they didn’t witness firsthand ethical compromises, company infractions, and possibly even crimes, that doesn’t absolve them from responsibility. That’s just naïve (and stupid).

It can’t be said too many times that people need to speak up when they feel their integrity, or that of the organization they represent, is being compromised.

For example:

— If you know your boss gave a contract to a friend or family member without following proper procedure, you’re just as guilty for ignoring it.

— If someone tells you they suspect the purchasing director is using their position for personal gain and you don’t do anything about it…again, you’re as much a part of problem as they are.

When you’re asked to be a part of an organization, do your homework – then do your job. If you join an organization filled with politics/mismanagement, you become a part of that. Whether you like it or not. And, this doesn’t just apply to situations at work. Sadly, it can apply to our volunteer lives as well.

Saying “I had no clue” is no excuse. You know it. And so does everyone else. You need to decide if you’re going to grow up, grow a pair, and do something about it. It might not be popular or profitable, but your credibility is at stake. And what value do you place on that?

10 Companies Hiring in Human Resources

Hamsa Ramesha | HRGuru — Tue, 17 Nov 2009 14:14:00 -0800

Even though the nation's unemployment rate has soared past 10%, there are still companies hiring – especially in Human Resources. So if you're out of a job or looking for something new, check out HRGuru's list of 10 companies who are hiring in Human Resources.

Whether you're just getting into the industry or are an experienced professional, HRGuru has you covered.

So polish your resume, get those business cards out, and start!

6. PricewaterhouseCoopers

7. Raytheon

8. Arrow Electronics, Inc.

9. Clearwire

10. Toys 'R' Us, Inc.

1. Monster.com

2. Sutter Health

3. Johnson Controls, Inc.

4. Mercer

5. National Grid

Get Started >>

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1. Monster.com

ABOUT

Monster.com is an online recruitment company with nearly 5,000 employees in three dozen countries. It is the destination for career and life management. It's parent company, Monster Worldwide, Inc. is an equal opportunity employer. Find out more.

OPEN POSITIONS

Director of Human Resources

As the Director of HR, main responsibilities include providing HR support and internal consulting, reporting to the Senior Vice President of Global Human Resources and overseeing the delivery of HR service, among other duties. Qualified candidates will have at least 7 to 10 years of HR leadership experience as well as global experience. In addition to being well-organized and having excellent project management skills, individuals must have a bachelor's degree, although a MBA is desirable. This position is based in Maynard, Mass. Learn more.

Vice President of Customer Service

This position requires leadership, strong management and excellent customer service skills. Experience in HR Management and Financial Resource Management is necessary, as well as 10 to 15 years of related business experience. A Bachelor's degree in Business Administration or equivalent experience is required (MBA is a plus). This position is based in Maynard, Mass. Learn more.

Look up other HR jobs at Monster.com.

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2. Sutter Health

ABOUT

Sutter Health is a not-for-profit network of community-based healthcare providers in Northern California. The network of physicians, hospitals and other healthcare service providers is dedicated to serving the community. Find out more.

OPEN POSITIONS

Employee/Labor Relations Specialist

This candidate will be responsible for supporting the Director of Employee & Labor Relations in Oakland, Calif. Applicants must either have a bachelor's degree, or college education combined with related training and experience. Two years of experience in Labor Relations or Employee Relations is required, as well as knowledge of state and federal employee laws and regulations like the National Labor Relations Act. Candidates should be comfortable with delivering presentations to large groups and have strong analytical skills. Learn more.

Compensation Analyst

Job applicants must have a Bachelor's degree in Human Resources, Business Administration, Accounting, or Finance, or equivalent education and experience. Hands-on work experience for 3 to 5 years is desired, with a focus on salary surveys, job evaluations, etc. HRIS skills and experience is a bonus. Certification as a Compensation Professionals is a plus. Other required skills include advanced proficiency with Excel, time management, attention to detail, accuracy and strong verbal and written communication skills. This position is located in Oakland, Calif. Learn more.

Look up other HR jobs at Sutter Health.

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3. Johnson Controls, Inc.

ABOUT

Based in Milwaukee, Wis., Jonson Controls, Inc. has over 130,000 employees in over 150 countries. The company provides automotive interiors, as well as products and services that are energy efficient. The company also offers batteries for automobiles and hybrid-electric cars and is an Equal Opportunity/Affirmative Action employer. Find out more.

OPEN POSITIONS

Senior Human Resources Manager

Duties include coordinating and conducting site-specific training, leading various HR-related projects, managing complaints, handling terminations and coordinating with the Home Office HR. A Bachelor's degree in Human Resource Management, Business Administration or equivalent experience is a must. At least 6 years of experience as a HR Generalist is required (preferably in employee and labor relations). This position requires traveling 40% of the time, and is based in Lawrenceville, N.J. Learn more.

Branch Manager – HVAC

This position is based in Hayward, Calif. Applicants must have a Bachelor's degree in Business or Engineering. (Master's degree is preferred.) Leadership experience as well as progressive sales and/or operational experience in building systems is a must. Duties include managing Branch assets, customer service, developing community relationships and more. Learn more.

Look up other HR jobs at Johnson Controls, Inc.

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4. Mercer

ABOUT

Mercer is a subsidiary of Marsh & McLennan Companies, Inc. The company helps organizations solve problems and meet goals, by offering consulting, outsourcing and investments. With over 19,000 employees serving clients in more than 180 cities and 40 countries, Mercer provides expert guidance and tailored solutions to business problems. Find out more.

OPEN POSITIONS

Employee Relations Specialist

This position requires working knowledge of state and federal laws and is located in Houston, Texas. A Bachelor's degree in HR Management or related field is required, with PHR a plus. At least 5 to 8 years of experience as a HR Generalist or Employee Relations expert is needed as well. Ideal candidates will have excellent written and oral communication skills, be able to work under pressure and counsel clients on various issues. Learn more.

Employee Benefits Administrator

As the Benefits Administrator, duties include providing support for Mercer Health and Benefits client companies, managing the benefits orientation process, and being a resource for client employees on benefits issues. Bachelor's degree is preferred; at least 1 to 2 years of HR experience or training is required. Learn more.

Look up other HR jobs at Mercer.

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5. National Grid

ABOUT

National Grid is an international electricity and gas utilities company, particularly prominent in Great Britain and in the northeastern region of the U.S. Find out more.

OPEN POSITIONS

Director of Human Resources Business Partners

Responsibilities include working with leadership teams and providing advice to executives in regard to workforce planning, diversity, performance management and compensation among other topics. The director is in charge of managing HR activities, heading corporate initiatives and acting as a resource for HR information. Qualifications include a Bachelor's degree in Business Management or HR Management (Master's degree preferred), 8 to 10 years experience as a HR Generalist or Business Partner, at least 4 years directly managing a geographically distributed team and familiarity with Federal and State regulations, among other skills. There are two positions available, one based in Brooklyn, N.Y., the other in Waltham, Mass. Learn more.

Human Resources Business Partner

This position requires a Bachelor's degree in Business Management or HR Management (Master's degree preferred). At least 5 years of experience as a HR Generalist or business partner is needed, as well as being able to transform business objectives into HR solutions and familiarity with Federal and State regulations. Working knowledge of HR disciplines such as talent management, compensation and organizational design is a must. Learn more.

Look up other HR jobs at Mercer.

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6. PricewaterhouseCoopers

ABOUT

The PricewaterhouseCoopers network provides Assurance, Tax and Advisory services, with over 142,000 people in 149 countries. Based in San Jose, Calif., the company helps resolve complex client and stakeholder issues. Find out more.

OPEN POSITIONS

Ethics and Compliance Director

Job duties include upholding compliance and ethical practices, overseeing compliance with federal, state and/or local contracts, coordinating with other teams and addressing compliance issues. The ideal candidate will have a bachelor's degree (advanced degree preferred), at least 8 years of related experience and familiarity with government contracting. This position is located in McLean, Va. Learn more.

Client Relationship Executive

This is a client-focused position requiring a lot of teamwork. Applicants must be able to develop sustainable relationships with executives and identify client issues and priorities. Collaboration with other teams in sales and marketing is necessary to deliver quality proposals. A bachelor's degree or related experience is a must. At least 10 years of business development or sales experience is required, as well as knowledge of the local marketplace. Established contacts with VP's, Directors or Executives of Fortune 1000 companies are a bonus. Positions are available in Los Angeles, Calif. and San Diego, Calif. Learn more.

Look up other HR jobs at PricewaterhouseCoopers.

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7. Raytheon

Raytheon is an equal opportunity and affirmative action employer. The company focuses on defense, homeland security and other government markets, providing electronics, mission systems integration and other capabilities in various areas. Raytheon has 73,000 employees worldwide and is based in Waltham, Mass. Find out more.

OPEN POSITIONS

Human Resources Specialist

Job duties include assisting in administrative duties, supporting training through personnel and clerical tasks, HR Management Systems and/or Management/employee development and preparing personnel statistics and reports. Applicants must be highly proficient with all Microsoft Office applications and have excellent written and oral communication skills as well as familiarity with Lotus Notes Calendar and online expense reporting systems. This position is located in McKinney, Texas. Learn more.

Senior Recruiter

Located in Waltham, Mass., this position demands excellent skills in sourcing, interviewing and hiring all levels of staff. This candidate will primarily be responsible for domestic recruitment and building relationships with HR Generalists to meet staffing needs and assessing potential candidates among other duties. Learn more.

Look up other HR jobs at Raytheon.

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8. Arrow Electronics, Inc.

ABOUT

Based in Melville, N.Y., Arrow Electronics, Inc. offers products, services and solutions to various markets. Listed as a Fortune 200 company with 12,700 employees,the company has specialized services as a supply channel partner. Learn more.

OPEN POSITIONS

HR Compensation Analyst

Based in Englewood, Colo., the HR Compensation Analyst provides compensation support and guidance and partners with the HR Consultants and Managers. Responsibilities include administration, communication and maintenance of the compensation process and training all HR staff on compensation procedures. Qualified candidates will have a bachelor's degree, 3 to 5 years of compensation experience, knowledge of compensation principles, practices and trends, project management skills and excellent communication and organizational client relationship skills. Learn more.

HR Services Representative

Job applicants should have a Bachelor's degree in Human Resources or equivalent HR experience, strong customer service and communication skills, the ability to work in a fast-paced environment, be resourceful and creative and be able to handle difficult situations professionally and sensitively. Experience with HR systems like Lawson, ADP or Kronos is a plus. Duties include responding to routine employee and manager inquiries, logging calls and emails, interpreting company HR policies and procedures, processing HR data transactions and other routine HR functions. Learn more.

Look up other HR jobs at Arrow Electronics, Inc..

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9. Clearwire

ABOUT

Clearwire is a wireless internet service that can be accessed anytime, anywhere. Find out more.

OPEN POSITIONS

Human Resources Generalist

Based in Kirkland, Wash., the ideal candidate will have over 5 years of experience providing HR consultation on employee relations, staffing, compensation, HR policies and performance management as well as sound decision making abilities. Job responsibilities include acting as an employee advocate, providing support and guidance and partaking in positive employee relations and cultivating corporate culture. Learn more.

People Development

This entry-level position requires a positive attitude, a bachelor's degree (or 1 to 3 years of HR experience), an understanding of HR concepts, policies and procedures, as well as excellent organizational and communication skills. Responsibilities include leading new hire orientations, payroll and benefits enrollment, supporting new partners and hiring managers, serving as a resource for employees on company policies and programs, and other basic HR work. Learn more.

Look up other HR jobs at Clearwire.

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10. Toys 'R' Us, Inc.

ABOUT

Toys 'R' Us, Inc. is one of the world's most well known toy retailer. The company generates about $5.6 billion in sales annually and has over 1,550 stores globally. Toys 'R' Us is an equal opportunity employer based in Wayne, N.J. with almost 700,000 associates worldwide. Find out more.

OPEN POSITIONS

Human Resources Manager

The HR Manager works closely with management and is responsible for organizational change and workforce development. Duties include providing full HR support and acting as the resident expert on all HR matters. Key tasks are managing policies, procedures and benefits, conducting orientation and training programs and enhancing leadership competencies. Requirements include a Bachelor's degree in HR or related field, 5 to 7 years of experience as a HR Generalist in a corporate setting, three or more years in performance management and organizational effectiveness, and communication, planning and organizational talents. Specialized training and corporate retail experience is a plus. This position is located in Wayne, N.J. Learn more.

Human Resource Department Supervisor

The supervisor is responsible for recruiting, selecting, training and developing staff at Toys 'R' Us stores. They support the Store Manager and manage the HR administration of hourly associates. Qualified candidates have at least 6 months to a year of HR or retail experience, a flexible work schedule including nights and weekends, excellent communication and interpersonal skills, a strong customer service background and the ability to handle multiple projects. Learn more.

Look up other HR jobs at Toys 'R' Us, Inc..

Back to the Beginning >>

Networking at Work is Important for New Hires

John Rossheim | Monster Senior Contributing Writer — Mon, 16 Nov 2009 17:59:00 -0800

After you’ve successfully completed a job search, shouldn’t networking be the last thing on your mind? Not so, say networking experts. In fact, internal networking, right from the beginning, is key to maintaining the upward trajectory of your career. Here’s how to successfully launch your networking campaign at a new job.

Why Network from the Start?

“When you start in a job, you’re going to be judged early, and you want to be judged as someone who makes things happen,” says Richard Moran, a partner at venture capital firm Venrock Associates. Introducing yourself to coworkers in a wide range of roles is a good way to begin.

So networking is important from the get-go. But given your newbie status, your internal networking should be carefully calibrated. Soon after you start a job, “you’ve got to increase your visibility, but without being pompous,” says Bill Behn, managing director for financial staffing firm SolomonEdwardsGroup.

Whom to Network With

Even early on, your network needs to go beyond the folks in adjoining cubes -- without embracing everyone on the payroll. But where to begin?

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“Start your networking with people who started the same job you have about a year ago, because they’ll tell you what you’re going to be measured on,” advises Moran.

After that, says Gayle Lantz, president of consulting firm WorkMatters Inc., “ask your boss who the most important people are for you to meet.”

Next, seek out people with more clout, Moran says. “Organizations have samurai who are out there doing the big stuff every day, and you have to figure out who they are and whether you can become one,” he adds.

How to Make Internal Networking Happen

When you’re new on the job, you want to make a lot of contacts fairly quickly while also building your reputation as a hard worker. “You don’t want to be the person who’s hanging out at everyone’s cubicle,” says Brendan Courtney, a senior vice president at staffing firm Spherion. “You want to take advantage of those opportunities that happen during lunch or while you’re getting coffee.”

When you’re asking for more substantial advice, be mindful of your colleagues’ full schedules. “Breakfast, before the workday starts, is a good time to pick people’s brains,” Courtney suggests.

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Cast Your Network Across the Company

It’s also important to extend your network beyond your department or division.

“There’s a body of research that says that your weaker ties get you jobs; your stronger ties are mostly to people who already know each other,” says Jeanne Hurlbert, president of Optinet Resources LLC and a professor of sociology at Louisiana State University. “Strong ties can have positive payoffs in terms of promotion.”

So look for opportunities to branch out. “Volunteer to serve on a cross-functional team,” advises Lantz. “Meeting regularly with people from other departments is an ideal way to network and learn about other aspects of the business.”

A Mentor Can Supercharge Your Networking

Especially when you’re a rookie, a mentor can be a great help in extending the upward reach of your internal network.

“There are usually three or four people who set the tone of the company’s value system,” says Courtney. “It’s good to have one of them as your mentor; someone who can help prepare you for your next step in the organization.”

But, Courtney cautions, do tread carefully when choosing a mentor. “If you’re creating a mentor relationship outside your immediate manager, you have to let your manager know,” he says.

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Relax and Let Your Network Work

Finally, most of your internal networking efforts should be low-key and informal. “If you set up too many meetings too early, people will think, ‘What does this guy want from me?’” says Behn.

And although networking is important, many other priorities will compete for your attention in the beginning. Says Moran: “You don’t have to start networking before lunch on your first day.”

Read the original: Network at Your New Job.

Rock the Referral

Mon, 16 Nov 2009 09:55:00 -0800

I had a colleague give me a referral last week. A referral is when you give (or in this case receive) a business lead from someone else. It’s a little different from a recommendation, which is a positive affirmation of someone’s work. Recommendations can sometimes lead to referrals.

When you give a referral it’s a big deal. Typically the business you are giving a referral to is friend or an existing client and you want to keep them as a friend/client. So you want to know that, whatever company you refer, they will do top notch work. And, when done properly, a referral can provide the best networking opportunity. What better way to endear yourself to a colleague than handing them potential business?

Getting a referral is an equally important responsibility. The person who receives the referral needs to remember that someone has put them self out there. The client has been told fabulous things and will expect nothing less.

Why do I bring this up? Well in social media, recommendations and referrals are very common. 34% of bloggers post opinions about products and brands. And, 78% of consumers trust peer recommendations (versus 14% trust advertising.)

This is powerful. Referrals and word of mouth recommendations can have a huge impact on purchasing decisions. A couple of things to consider:

Think about the referrals you give. Make sure the people who get your referrals deserve them and work hard for them. They should treat your clients as good as you do.

Treasure the referrals you get. Someone opened a door for you. Be grateful. Thank them!

I want to extend my sincere thanks to those of you who recommend and refer my blog and/or consulting firm, ITM Group. It’s not something I take lightly. . And, I treat it with the care and consideration it deserves.

As we start to see the light at the end of our economic challenges, creating strategic alliances will be an important part of the recovery process. Whether you’re on the giving or receiving end, don’t take lightly the kind words of others.

Demystifying the Rules of Networking

Saving Money Through Employee Benefits?

The Philadelphia Daily News via Yellowbrix — Sun, 15 Nov 2009 00:00:00 -0800

Nov. 13--City officials yesterday said that they expected to save $6.3 million annually by making some changes to health-benefit plans offered to non-unionized city workers -- including upping some out-of-pocket costs and shifting the way the city pays insurance bills.

Those changes will affect 6,900 non-unionized workers and retirees. But Managing Director Camille Barnett also said that the city would like to see similar savings from the health benefits for the city's 22,000 unionized workers, whose contracts are still being negotiated.

"We are leading by example," Barnett said. "This is a good way to save money without decreasing benefits."

Although employee monthly contributions will not change, the new benefits set-up will increase out-of-pocket maximums and some co-pays for those on three different plans from Independence Blue Cross. Some unionized workers are also on the city-administered plan.

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In addition, the city is shifting to what is known as a "self-insured" plan, meaning that instead of paying a per-member amount to Blue Cross each year, the city pays the claims directly, as well as administrative costs. This means that if city expenses come in lower than expected, the city keeps the difference. The city will also purchase "stop-loss insurance" that would help protect them against high claims.

Each of the city's four municipal unions has its own health and welfare trust, and the city negotiates a per-member amount to pay into those funds each year. Most members do not pay a monthly contribution for benefits.

Attorney Deborah Willig, who represents both the firefighters union and white-collar workers in District Council 47 of the American Federation of State, County and Municipal Employees, said that the unions might consider using self-insured plans.

"If we could be guaranteed a savings of money, we would consider it," Willig said. But she stressed that the unions would not consider giving billing authority to the city, which has also been proposed during contract talks.

Contracts for the four unions representing municipal workers expired June 30. So far, no new deals have been reached.

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To see more of the Philadelphia Daily News, or to subscribe to the newspaper, go to http://www.philly.com/dailynews.

Distributed by McClatchy-Tribune Information Services.

Obesity Becomes a Workers' Comp Complication

Diane Stafford | The Kansas City Star — Sat, 14 Nov 2009 00:00:00 -0800

A cook at an Indiana restaurant suffered a job-related back injury, and a workers' compensation board said the employer must pay for a medical procedure. What makes this news?

The procedure was weight-loss surgery.

Also this summer, the Oregon Supreme Court said an employer must pay for surgery for an employee who suffered a workplace knee injury, not for knee replacement, but for a weight-loss procedure.

Decisions like those are causing employment law attorneys and human resource consultants to send an alert: Be careful about hiring obese people; they could cost you a lot more in workers' comp or insurance.

As if extremely heavy people didn't have enough cares already. Now there could be another strike against them in the job market, according to an article in Workforce Magazine, a publication for human resource professionals.

Anonymous surveys of hiring officials consistently have revealed a bias against hiring overweight job applicants. Books have been written about how appearance counts in the workplace. It's not a bias that is readily admitted, of course. And rarely would someone be told outright that he or she wasn't hired or promoted because of weight. But even if they were, they probably couldn't make a discrimination case stick.

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With exceedingly rare exceptions at isolated city or state levels, there are no laws banning discrimination against fat people, unless the discrimination falls into a limited area covered by the Americans with Disabilities Act. An employer is perfectly free to hire svelte people instead of overweight people, for appearance, health, financial or any other personal reason.

As employers strain to cope with higher health insurance costs, seriously overweight people (as well as cigarette smokers) may be finding it even harder to land a job. And, if they're already employed, they may be feeling extra pressure to participate in weight-loss or smoking-cessation programs at work. In some cases, the financial incentive is strong: lower health care premiums.

The fact is that obesity (like smoking) is linked to higher incidence of health problems and higher medical expenses. Obese people might call it a gross invasion of privacy and personal choice to have employers so involved in their weight. But it's come down to a case where this personal "freedom" is outweighed by employers' pocketbook choices.

Nowadays, when employers talk about cutting the fat, they may mean it literally.

Visit The Star Web edition on the World Wide Web at http://www.kansascity.com.

Distributed by McClatchy-Tribune Information Services.

___

ABOUT THE WRITER

Diane Stafford is the workplace and careers columnist at The Kansas City Star. Her "Your Job" blog at economy.kansascity.com includes daily posts about job-related issues of wide interest. Readers may write to her at: Kansas City Star, 1729 Grand Blvd., Kansas City, Mo. 64108-1413, or by e-mail at dstafford@kcstar.com.

The Corporate-Culture Conundrum

Susan Bryant | Monster Contributing Writer — Fri, 13 Nov 2009 17:10:00 -0800

Jack Sullivan couldn't have been happier after landing his dream job. The position, salary and perks were exactly what he was looking for. But after the initial euphoria wore off, he discovered that going to work was becoming the same daily grind all over again. Although he couldn't put his finger on exactly what was wrong, he knew one thing for sure: He was not comfortable in his new job.

What Went Wrong?

Jack did not fit with the company's corporate culture, which is no surprise given that a company's culture -- the beliefs, attitudes and behaviors that commonly unite its employees -- are often unstated and unwritten.

According to Brandon Spruth, former culture and talent manager for now-defunct Xolia.com, a Web site that matched users with service providers, the first step toward determining whether you will be a good match for a prospective employer is by figuring out what you want from a company's culture. Do you want a family-friendly company? A social as well as professional outlet? An emphasis on work/life balance?

Know what you want before you go into the interview. Unless you know an employee already working for the company, your interviewer may be your only insider, so ask questions that can provide a window into what working there will really be like. Take note of both the intentional and unintentional information your interviewer gives out in words and actions.

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Try popping these questions during your next interview to see what kind of information is revealed about the corporate culture you may be joining.

Does the company have a stated set of cultural values?

Progressive companies are aware of corporate culture's influence and have thought about the values they want to promote in their organizations. If the company has no written cultural values, ask to see the mission statement, which should also provide some insight in this area.

What does it take for someone to be successful here?

What kind of personal characteristics is the interviewer looking for? Risk-taking? Entrepreneurial spirit? A team player? Take note of the personality traits that are encouraged and rewarded and think about what this says about company culture. Asking this question early in the interview also allows you to incorporate these sought-after characteristics into your answers.

Keep Reading >>

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What kinds of employee achievements are recognized by the company?

Again, the answer to this question will reflect what the company values and rewards -- especially if any unusual awards are given outside the standard sales or customer service awards.

Can you describe the environment here?

Listen to the adjectives the interviewer uses. What aspects of working there does he or she choose to talk about -- the camaraderie among employees, the career development opportunities or the free breakfast bar?

How often are company meetings held?

Are meetings held weekly? Monthly? Yearly? Who attends? What does this say about the priority management gives to keeping its employees informed?

What kind of sponsorships or philanthropic activities does the company participate in?

Does the company support programs like Take Our Daughters to Work Day and encourage employees to participate in a walk/run for a particular charity, or does it steer clear of these things? Are you comfortable with the activities the company publicly supports?

Also, pay attention to the kinds of questions you are asked. Are the interviewer's questions eliciting responses that reveal your values and expectations? If the company has stated cultural values, do their questions reflect them? Is employee/employer fit a concern for the interviewer?

Finally, don't leave the company without getting a good look around. A few glances around the office can provide volumes of important information on corporate culture, such as:

The Physical Layout: Are the VPs in cubes like other employees or in lush offices? Are special rooms delineated as "team" rooms for collaborative work or brainstorming? Does the layout promote or discourage interaction between departments?

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What's on the Walls? What does the breakroom or lobby look like? Things like a picture of the company softball team, the sign up sheet for a college basketball pool or an open invitation to a yoga class all indicate what daily life might be like.

Your Overall Impression of the Place: From the dress code to the door code, can you picture yourself working there? What does your gut say about becoming part of this company?

Although you can survive a bad fit in a company's culture, why endure a mismatch when you could be thriving elsewhere? For many people, work is more than a paycheck; it is where they meet their friends or spouse, spend most of their waking hours and define their personal identity. So make sure it's not just a company where you can work, but a company that works for you.

Read the original article on Monster.com: The Corporate-Culture Conundrum.

Why Work Anniversaries Still Matter

Fri, 13 Nov 2009 11:04:00 -0800

I was looking at a post by Paul Hebert’s i2i about service anniversary awards and it got me thinking about the inherent ridiculousness of the whole concept. Why are we giving awards for people sticking it out? “Oh hey Jimmy, you made it through another year. Here’s your bronze pin. After that, you can get your silver, gold and then platinum pins.” Don’t get too excited Jimmy. Those pins, watches, and plaques all meant something at some point.

Getting an anniversary pin or plaque feels like getting the perfect attendance award back in school. It’s an accomplishment, yes, but it is an odd one. One where you don’t know what is exactly wrong with the perfect attendance kid. Why did they feel the need to stick it out every mind numbing day of class? Did they really never get sick?

In my cynicism, I forgot something. Anniversaries can be good! I was letting some of that negativity in there.

Yesterday, my wife and I celebrated four years of marriage bliss. As every married person will tell you, everything has always gone perfect, there’s never been any problems and we have never ever fought about anything.

I kid. It hasn’t always been perfect but our anniversary always gives me an opportunity to appreciate both how far we’ve come and how far we can continue to go. It is the instant romance maker. Even if I procrastinated with planning this year, we had a great time because I was focused on reflection and our future together.

In what is probably obvious to others, if you have a good relationship with your career and your career partner (i.e. your workplace), anniversaries can be a wonderful time to celebrate another year of engaged employment. Is it directly aligned with a business result? No, but who cares. If you are managing your workforce well, being employed for another year is a great indirect business success and one that is worthy of your celebration.

If you are in a crappy relationship with an employer (or your spouse), an anniversary can be as empty of a gesture that can be made. And I imagine many of my Gen Y compatriots haven’t had the best jobs in the world yet so it is easy to become very cynical about anniversaries and the recognition awarded to them.

Let’s not recognize survivors, let’s recognize thrivers. And let’s be sure that the number of people with empty anniversaries is minimized while maximizing the ones we can celebrate another year of success with. Because that anniversary is a beautiful thing if done right.

hrguru

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Get Over Yourself

Get over yourself.

Get over yourself.

Get over yourself.

Trouble at Work? Find Your Boss' Zodiac Sign

Get Started: Aries

The Aries Boss March 21-April 20

Next: Taurus

The Taurus Boss April 21-May 21

Next: Gemini

The Gemini Boss May 22-June 21

Next: Cancer

The Cancer Boss June 22-July 22

Next: Leo

The Leo Boss July 23-August 23

Next: Virgo

The Virgo Boss August 24-September 22

Next: Libra

The Libra Boss September 23-October 22

Next: Scorpio

The Scorpio Boss October 23-November 21

Next: Sagittarius

The Sagittarius Boss November 22-December 21

Next: Capricorn

The Capricorn Boss December 22-January 20

Next: Aquarius

The Aquarius Boss January 21-February 19

Next: Pisces

The Pisces Boss February 20-March 20

Does Your Business Have a "Softer" Side?

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2. Sutter Health

3. Johnson Controls, Inc.

4. Mercer

5. National Grid

6. PricewaterhouseCoopers

7. Raytheon

8. Arrow Electronics, Inc.

9. Clearwire

10. Toys 'R' Us, Inc.

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The Aries Boss

March 21-April 20

The Taurus Boss

April 21-May 21

The Gemini Boss

May 22-June 21

The Cancer Boss

June 22-July 22

The Leo Boss

July 23-August 23

The Virgo Boss

August 24-September 22

The Libra Boss

September 23-October 22

The Scorpio Boss

October 23-November 21

The Sagittarius Boss

November 22-December 21

The Capricorn Boss

December 22-January 20

The Aquarius Boss

January 21-February 19

The Pisces Boss

February 20-March 20

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