Tuesday, January 26, 2016

Glassdoor's 25 Best Jobs in America for 2016

Recently, Glassdoor presented a list of the 25 "Best Jobs" in America for this year.

Criteria for this list included:
  • Number of Job Openings
  • Salary
  • Career Opportunity

I personally thought I would see more tech-sector positions, yet surprisingly the top 5 job positions are:
  • Data Scientist
  • Tax Manager
  • Solutions Architect
  • Engagement Manager
  • Mobile Developer

Did you find anything surprising in Glassdoor's findings?

Wednesday, January 20, 2016

The NLRB's New Joint Employer Standard

Back in August of 2015, The National Labor Relations Board made a refinement in determining joint-employer status. In a 3-2 decision involving Browning-Ferris Industries of California, the NLRB’s revised standard on joint-employer status is designed “to better effectuate the purposes of the Act in the current economic landscape.” In this issue of Astronology, we discuss this new standard and how it impacts Human Resources. 

The Browning-Ferris decision broadens the understanding of what establishes two or more organizations as joint employers. A major component of this broadening is that if an associated organization has common-law employment relationship and could possibly have the ability to exercise control over employees’ terms and conditions of employment, then the NLRB views them as a joint employer. In the case of Browning – Ferris Industries, the company contracted Leadpoint Business Services to provide workers for handling the sorting of recycled materials. In the process of unionizing a number of Leadpoint workers employed at the Browning-Ferris facility, the union Teamsters Local 350 sought ruling on whether both companies (as joint employers) would be required to bargain with the union if they became the employees’ representative. 

The NLRB’s newly expanded ruling suggests that the previous understanding that identified an organization as an employer “if it has to exercise direct and immediate control” was outdated and needed to be revised. The broadened definition meant that Browning-Ferris would be considered a joint employer with Leadpoint, as it can exercise some influence over the Leadpoint-hired employees.

              Some believe that this change may signal the end of subcontracting or franchising. Although it may not mean the absolute end to either of these methods of doing business, it does heighten the possibility for the parent company to be found liable for labor violations; specifically, labor violations incurred by decisions made by its partner company. Those violations can span from retaliation accusations to interference with union elections. Union organizers may have stronger grounds to establish unions and would have the ability to bargain with the larger parent company.

How Human Resources will respond to this ruling has yet to be seen. Some feel like that ruling may be appealed, or even possibly revised again, depending on the change in presidential administration in early 2017. Does your organization subcontract certain responsibilities?  Have you considered the impact of Browning-Ferris on your organization?  Would you like to share your insights on the new NLRB ruling with Astronology? Contact us with your thoughts and we’ll share them in a future Astronology article!

Tuesday, January 05, 2016

 
As we roll into 2016, a concern from 2015 has followed us into the New Year. During 2015, much had been said, speculated, and decided in regards to minimum wage increases. A good amount of the fruition of those discussions and decisions begins in 2016. In our first Astronology of 2016, we will explore the changes in minimum wages in 2016.

Currently, the Fair Labor Standards Act (FLSA) has set the federal minimum wage to $7.25 per hour. According to the United States Department of Labor’s website, “Many states also have minimum wage laws. Where an employee is subject to both the state and Federal minimum wage laws, the employee is entitled to the higher of the two minimum wages.” Although the federal minimum wage is $7.25, your state may have a higher rate.  In that case, the state minimum wage prevails, as it is more generous to the employee.

Because your state may have a higher minimum wage rate than the federal level, and possibly scheduled annual increases, it’s important to stay informed on any state labor changes. As of now, scheduled increases for 2016 include the following:

Minimum Wage
State Date New Rate Notes
Alaska January 1, 2016 $9.75 Future Increases 1-1-2017
Arkansas January 1, 2016 $8.00 $8.50          1-1-2017
California January 1, 2016 $10.00
Colorado January 1, 2016 $8.31
Connecticut January 1, 2016 $9.60 $10.10        1-1-2017
Hawaii January 1,2016 $8.50 $9.25          1-1-2017

$10.10        1-1-2018
Maryland July 1, 2016 $8.75 $9.25          7-1-2017

$10.10        7-1-2018
Massachusetts January 1, 2016 $10.00 $11.00        1-1-2017
Michigan January 1, 2016 $8.50 $8.90          1-1-2017

$9.25          1-1-2018
Minnesota August 1, 2016 $9.50 Large Employers
$7.75 Small Employers
Future Increases
Annually 1-1-2018
Nebraska January 1, 2016 $9.00
New York December 31, 2015 $9.00 All
$9.75 Fast Food
Future Increases
To $15.00 fast food by 2018,
all other industries by 2021
Rhode Island January 1, 2016 $9.60
South Dakota January 1, 2016 $8.55
Vermont

January 1, 2016 $9.60 $10.00          1-1-2017

$10.50          1-1-2018
Washington D.C. July 1, 2016 $11.50 Future Increases
Annually 7-1-2017
West Virginia January 1, 2016 $8.75
According to www.blr.com
             
The National Conference of State Legislatures highlighted the following on the 2016 minimum wage updates:
  • Of the 14 states that begin the New Year with higher minimum wages, 12 of them increased their rates through legislation passed in 2014 and 2015.  Two states automatically increased rates based on cost of living.
  • There are 11 states that currently tie minimum wage increases to the cost of living.  Eight of those did not increase their minimum wage rates for 2016. The three states from the 11 that will be making increases in 2016 are 
    •  Colorado ($0.08 per hour increase)
    • South Dakota ($0.05 per hour increase)
    • Nevada (to be announced later this year, and taking effect in July 2016)
    • Maryland, Minnesota, and Washington D.C. have increases scheduled later in the year.
Perhaps your state may not have any scheduled increases this year. Are you aware of the current minimum wage for all locations where your organization has employees?  The National Conference of State Legislatures website has a helpful, more inclusive list of the established minimum wages for all 50 states for 2016. You can also check your State Department of Labor (DOL) websites from the United States DOL site.   In addition, cities or other local jurisdictions may have minimum wage rates.  It is critical to ensure compliance with all applicable minimum wage legislation for all employees for their applicable work locations.

While increases to the minimum wage may present financial challenges to employers who have a substantial number of employees paid at that level, all employers need to be aware of and responsive to minimum wage changes. “Pay compression is a consideration for many of our clients,” explains National Director Jennifer Loftus. “Pay compression occurs when the pay rates for new employees are at the same or higher levels than those for current employees. Pay compression can also occur between pay rates of employees at the minimum wage, and rates for positions one to two pay grades above.” Loftus explains that employers should conduct compression analyses to determine additional employees impacted by the minimum wage changes, and determine the cost to adjust pay rates accordingly, to ensure internal equity is maintained between employees and various grade levels, and compression is avoided. “Pay compression is sometimes a costly matter to address,” states Loftus, “but the costs of employee turnover may be far greater.”


Thursday, December 17, 2015

Until We Meet Again

There is this great quote that sometimes pops into my LinkedIn feed:

“Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them…Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left.” – Simon Sinek in Start with Why

Sinek is a smart man (I’m not just saying that because we share the same alma mater, Brandeis University) and that sentiment is so true…and so lost on most employers today.

When I started in the working world, I thought I would work someplace for my entire life. My uncle had, my dad had, my mom had. That was, until 2 out of 3 didn’t have those jobs anymore. Loyalty in the workplace, as I would soon find out from life experiences, was a thing of the past.

But I’m not a total pessimist in this subject matter because of one company: Astron Solutions.

Let me back up a bit and say how I got here. It’s a bit convoluted.

Through my first three summers of my collegiate life at Brandeis University, I had an internship at a big, international bank. For my three undergrad summers, I would intern there and I thought that would happen for a fourth summer in between my undergraduate and graduate years—and then I would get hired there right out of college and go on to work there for 50 years.

Except, at the last second, they didn’t have an internship for me that last summer. I had some other good interviews but no offers. So at the last second I scrambled to find a summer role. I ended up at a local real estate company thinking that would be good experience to learn about real estate (at least that’s how they sold it).

Boy was I wrong. My first day was spent doing a whole lot of nothing. The second day was promised to be more exciting, and that ending up meaning that I got a chance to use the copier. Except that I couldn’t use the copier without instructions on how to use the copier and multiple check-ins. 22 years old, about to earn a Masters degree, and I had to have multiple check-ins to make sure that I was using the copier correctly. It wasn’t that I was an unmotivated person (I actually think of myself as highly self-motivated—even to a fault) but to say that this role was going to be inspiring me was a huge stretch.

I decided to take a walk at lunchtime (to decide how I could possibly do this any longer) when my cell phone rang. It was Jennifer Loftus, the Founding Partner and National Director of Astron Solutions. We had the best interview of my entire life a few weeks before and I had been bummed not to hear back.

“I wanted to offer you a Summer internship,” she said. “Hopefully you didn’t take another role, though!”

“Actually I did take another role,” I started to say as I heard Jennifer start to sound upset, so I quickly stammered, “but I was thinking of quitting anyways so this is perfect timing!”

“Okay…” Jennifer said. “I’m sure there is some story here that you’ll have to tell me. Looking forward to you starting.”

I walked back into the office where the person who “taught me” how to use the copier was waiting to scold me for trying to copy too many pages at once.

“We’re going to have to go over the directions again,” she started to say.

“Actually, I’m sorry to let you know that today is going to by my last day,” I said. “I received another offer that is more in line with what I want to do this Summer.”

“Well,” she said, “if you’re going to have so much trouble using the copier, I’m not sure that you’re the best fit here anyways.”

With that very weird exit, I got a chance to join Jennifer and the rest of Astron Solutions.

At the end of the summer internship with Astron, I was bummed as I thought my time there was done. I had a great summer and felt like I had been a big contributor to Astron but like the bank before (and like many jobs to come), I thought my time had come to an end.

But Astron had other plans for me. How would I like to continue working for them on some of their marketing or social media material? For someone who was about to become a poor college student for another year, this was more than enticing financially. But, more significantly, for someone who didn’t have a ton of faith in the working world, this gesture was really important to restore that faith.

So for almost 10 years, I got to be a part of the Astron’s tight-knit family, despite the fact that I was, at best, a distant cousin. I got invited to every holiday party. I got all the company updates. I even got to take part in their supplemental insurance plan (and walked into Aflac in a different role many years later with that fact to help close them as a client). Despite the fact that I didn’t work a day in their office in 9 years, I always felt like I was a part of the team.

That wasn’t because of some fantasy world I lived in—it was because the team at Astron Solutions made me feel that way. When I showed up at the holiday party, it was like I just worked in a remote office. In fact, I had better treatment at Astron than a job where I was actually a remote employee. I was inspired to do a good job not because of some pep talk or seminar I went to, or because I had some financial carrot dangling in front of me; I was inspired because I wanted to help contribute to this incredible group.

And because of that will to help, I didn’t want to outstay my welcome. Now in my fifth job since that internship summer, I’ve come to the point where my primary job made doing this amazing secondary job pretty much impossible.

So it’s with great sadness that this serves as my official notice that I am resigning my role as Blogmaster and Social Media Specialist at Astron Solutions. I want to thank Mike and Jennifer for almost 10 great years of employment, which extended to Brendan and John who provided 10 years of warm smiles and laughs, and lastly to Cassandra who has been the first smiling face I see when I stop by for the past few years (and provides your great Astronology articles). You five have built a fabulous organization and you’re all lucky to be a part of it—I think my biggest sadness now is that I won’t officially be part of this family going forward.

So with that I leave with great thanks that Jennifer called me back that one day (and that we’ve been able to keep this going so long). An extra callout to Jennifer for serving as a mentor, friend, and overall calming influence over the past 10 years through my other 5 jobs. Thanks to all the blog readers and everyone who helped contribute along the way. It’s been very educational and a ton of fun.


Until we meet again.

Monday, November 09, 2015

Some Monday Humor...

Monday, November 02, 2015

How Not To Answer Series

Really love this series from The Muse looking at the best way to answer the most common (and worst) interview questions:

Tuesday, October 27, 2015

Do Your Hiring Practices Reflect Your Organization’s Culture?

Organizational culture has become a greater focal point for employees, candidates, and employers in recent years. According to the 2015 Best Companies to Work For list, most of the top employers appear to apply the Marriott philosophy: “Take care of the associates and they will take care of the customers.”  By ensuring that associates feel like they belong to their organization, employers ensure that employees are able to do their best at work.  In this issue of Astronology, we will explore some unique hiring and recruiting practices that focus on workplace culture.

Gamification
                  
The Marriott Hotel chain has for some time used gamification to stir recruitment. In 2011 the organization created a Marriott themed game called “My Hotel,” in which potential employees are exposed to the usual challenges of running a hotel, starting with multitasking in a hotel kitchen. Quixey, a mobile technology company focusing on mobile apps, created a game called “The Quixey Challenge.” NBC reported that “Hopefuls can register for one of the site's challenges, which are created and run by job recruitment platform Readyforce. If they can fix the challenge's programming bug in less than a minute, they win $100 and a chance to interview with the company.” Halloweencostumes.com uses a simple game of Jenga. Prospective employees are invited to a game of Jenga with their potential managers. Each Jenga block has a question on it that has to be answered by the person who pulls it. This particular ice breaker game opens up discussion and allows for everyone to see how well they could possibly work together. Halloweencostumes.com also uses game-like rapid-fire question sessions.

Peer Evaluation
                  
Amazon.com utilizes a “bar raiser” program in their hiring processes for non-warehouse workers. Current employees nominate themselves to essentially take a second job as “bar raisers.”  The “bar raisers” perform an estimated 20 work hours related to this role, on top of their usual workloads. Five to six bar raisers will interview one candidate on their own, either in person or on a phone call. At some point during the process, the candidate may be asked to respond to an interesting and intense question such as “Why shouldn’t you work at Amazon?”  Bar raisers who’ve interviewed the same candidate will meet, discuss, and make a decision on whether the candidate is a good fit. Any objection to the candidate by any of the bar raisers means the candidate is eliminated for consideration. The goal is for every new hire to ‘raise the bar’ for the next hire, giving Amazon a continuously improving talent pool.  Says Jeff Bezos (Amazon’s CEO) in a 1998 interview, “I’d rather interview 50 people and not hire anyone than hire the wrong person.”

Overall Experience
                  
Zappos.com takes a totally different, all-encompassing approach.  The potential employees (applicants) are encouraged to complete a profile on the company’s social media site. They are urged to “show Zappos their true colors” by including video recordings on the profile as well as using Twitter to follow Zappos recruiters. The company then uses screening software and recruiters to find the best candidates. When a position needs to be filled, Zappos creates a candidate pool from those existing profiles.  After selecting some candidates for follow up, the interviews are conducted with the team the potential employee would be working with. This is done to ascertain if the candidate has the needed skills.  A second interview is done with Human Resources to ensure the candidate also has the organization’s core values at heart. Typical questions include “how weird are you?” or “who’s your favorite superhero?”.  This interview is to ascertain cultural fit, which carries a heavy weight in the decision making process. If hired, regardless of the position, onboarding includes training in different departments.  In addition, Zappos offers $2,000 to new hires to quit if the new hire truly does not want to be a part of the organization. Few actually take the offer.

Many of the organizations listed here have the wealth to support their unique, and even possibly risky, hiring and recruiting practices. Understandably, for smaller organizations, more can be at stake during the recruiting process. For many, the typical approach to hiring and recruiting in their particular industry can seem the most reliable. Astronology wants to know, does your organization have any unique hiring practices? Have there been talks to possibly change those practices? Share your thoughts with us and we may publish it at a later date!

Tuesday, September 15, 2015

Job Rotation: Can it Work for Your Organization?

In this issue of Astronology we explore job rotation. Has your organization used job rotation as an employee development tool?  If not, now is a great time to learn how it can help your organization to be successful!

In short, job rotation is an employee development tool used to help employees develop skills in a wide variety of areas in an organization.  After spending some time learning a position, the employee moves to another role in the organization.  This pattern may continue for several months, or perhaps a few years, depending on the employee’s skill set and level in the organization.  There are many advantages to job rotation, including

  • Overall employee development,
  • Development of knowledge, skills, and techniques for how to handle various levels of responsibilities,
  • Minimization of job boredom / job dissatisfaction,
  • Promotion preparation,
  • Decreased work burnout, and
  • Increased employee motivation and appreciation of organizational roles.
Workers’ Compensation expert Jon Coppelman remarked that when implementing job rotation in the garment industry, “The somewhat hidden benefit in this was that, when the workload increased in one area, or when someone went out sick, they had people who were cross-trained on a variety of machines so they were not short-staffed in one particular area; I don’t see any downside to people having a wider skill set, other than perhaps, increased training costs.”

What are some drawbacks of job rotation? From a labor relations perspective, experienced employees may not be pleased with revisiting entry-level positions.  Organizations that have unions may need to look into how collective-bargaining agreement clauses could encumber some job rotation programs. Naturally, overtime pay also can be an issue if not handled properly. Another concern can be work quality. Work done by a new trainee vs. work done by a trained worker can be completely different.  Depending on the type of work and the sensitivity of the end result, some positions may not be well suited for job rotation.

Things to consider when establishing a job rotation program
·       “Job Rotation must start with an end goal: If the goal is for all employees to be cross-trained to do every job, the structure will have to be carefully created to avoid issues related to overtime and unions. If the goal is to train employees for eventual promotion, or to decrease job boredom, the structure will be different in regards to frequency and extent of work.
·       “Job rotation must be carefully planned”: This links back to the original program goal.  One series of questions to consider are
·       How will the program measure employee participation?
·       Will it be mandatory or optional?
·       What restraints will be placed on it?
·       Will employees pick out the areas where they would like to learn more?
·       What policies will need to be put in place to avoid abuse of the program, as well as protect employees from becoming overwhelmed?

Of what legal obligations do I need to be mindful? 

  • Employees are able to assess whether the job rotation is achieving the goals”: Making the program transparent will help employees to see how well they are doing. How will you make the program transparent enough for employees?
  • A mentor, internal trainer, or supervisor / trainer is provided at each step of the job rotation plan”: This additional support communicates seriousness and can assure to the employee that his / her time is valued. It also ensures for the organization that the employee completes the goals outlined for the job rotation program.
  • Written documentation, an employee manual or online resource enhances employee learning”: Job descriptions are a must, but outlines for job rotation will also be helpful.
Now that you’ve learned more, will you consider job rotation as an option for job development in your organization? If so, how do you plan to implement it? Share your thoughts with Astron!


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