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HR Bulletin July 2, 2010

The July 2010 issue of HR News magazine (4.64 MB) is now online.
The Summer 2010 issue of Public Personnel Management (2.3 MB) is available online.
Press releases on the IPMA-HR Web site may be accessed here.
To access archived issues of the HR Bulletin, click here; you must be a member of IPMA-HR in order to access these archived issues.

College Class of 2010: Use of Career Center Linked to Job Offers

BETHLEHEM, Pa. – Graduating college seniors who used their campus career center were more likely to get a job offer, according to a new study by the National Association of Colleges and Employers (NACE). 

NACE’s 2010 Student Survey shows that, the more frequently a senior used career services, the more likely he/she would receive a job offer.

In fact, among seniors taking part in the study, 71 percent who received job offers had used the career center, while just under 29 percent had not.

The study also found that the likelihood of getting a job offer increased with the frequency of use, so that those who used the career center four or more times a semester were more likely to have job offers than those who used it once a semester. 

“This reinforces previous research we’ve conducted that shows a link between career center use and job-search success,” said Marilyn Mackes, NACE’s executive director. “The message is clear: The campus career center is an important resource for student job seekers.” 

NACE expects to release a final report based on results from its 2010 Student Survey this summer.

About NACE’s 2010 Student Survey: NACE polls students about their job search, career plans, and other issues related to employment on an annual basis. The 2010 Student Survey was conducted February 9, 2010, through April 30, 2010. More than 31,470 students representing more than 400 colleges and universities nationwide took part; more than 13,000 of those were graduating seniors. Information in this release is based on data gathered from graduating senior respondents. 

The National Association of Colleges and Employers (NACE) has been a leading source of information about the employment of college graduates since 1956.

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U.S. Department of Labor Clarifies FMLA Definition of ‘Son and Daughter’

WASHINGTON – The U.S. Department of Labor recently clarified the definition of “son and daughter” under the Family and Medical Leave Act to ensure that an employee who assumes the role of caring for a child receives parental rights to family leave regardless of the legal or biological relationship.

The FMLA allows workers to take up to 12 weeks of unpaid leave during any 12-month period to care for loved ones or themselves. The 1993 law also allows employees to take time off for the adoption or the birth of a child. The administrator interpretation issued by Nancy J. Leppink, deputy administrator of the department’s Wage and Hour Division, clarifies that these rights, which provide work-family balance, extend to the various parenting relationships that exist in today’s world. This action is a victory for many non-traditional families, including families in the lesbian-gay-bisexual-transgender community, who often in the past have been denied leave to care for their loved ones.

“No one who loves and nurtures a child day-in and day-out should be unable to care for that child when he or she falls ill,” said Secretary of Labor Hilda L. Solis. “No one who steps in to parent a child when that child’s biological parents are absent or incapacitated should be denied leave by an employer because he or she is not the legal guardian. No one who intends to raise a child should be denied the opportunity to be present when that child is born simply because the state or an employer fails to recognize his or her relationship with the biological parent. These are just a few of many possible scenarios. The Labor Department’s action recent sends a clear message to workers and employers alike: All families, including LGBT families, are protected by the FMLA.”

As the interpretation makes clear, an uncle who is caring for his young niece and nephew when their single parent has been called to active military duty may exercise his right to family leave. Likewise, a grandmother who assumes responsibility for her sick grandchild when her own child is debilitated will be able to seek family and medical leave from her employer. And an employee who intends to share in the parenting of a child with his or her same sex partner will be able to exercise the right to FMLA leave to bond with that child.

“This is a critical step in ensuring that children have the support and care they need from the persons who have assumed that responsibility,” said Leppink. “Nothing in the statute or regulations suggests that we should restrict the rights of various individuals who take on that very important role.”

The administrator interpretation provides guidance to employers in applying the FMLA’s provisions in the workplace and ensures that employees are aware of their rights. Under the act, covered employers must grant eligible employees up to 12 workweeks of unpaid leave during any 12-month period for the birth and care of a newborn child; to adopt or assume care for a foster child; to care for an immediate family member (spouse, child or parent) with a serious health condition; or to take medical leave due to a serious health condition.

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Applications for Early Retiree Reinsurance Program Now Being Accepted

The Department of Health and Human Services’ Office of Consumer Information and Insurance Oversight (OCIIO) recently announced that it will begin accepting applications for the Early Retiree Reinsurance Program (ERRP). Created by the Affordable Care Act as a bridge to the new health insurance marketplace established by the Exchanges in 2014, this $5 billion program will provide much needed financial assistance for employers, including businesses, unions, state and local governments, and nonprofits, so retirees can get quality, affordable insurance.

“The Affordable Care Act not only helps consumers cut their health care costs and have more access to quality care, it also is designed to help employers afford coverage. The Early Retiree Reinsurance Program will help employers continue to provide much-needed health insurance to their retirees,” said Secretary Kathleen Sebelius. “Today, Americans who have retired but are not yet eligible for Medicare are often unable to find coverage that is affordable and meets their health needs on the individual market. This program will help both retirees and employers facing spiraling health care costs, and ensure more Americans have access to the health care they need.”

Many Americans who retire without employer-sponsored insurance and before they are eligible for Medicare are denied coverage or see their life savings disappear because of exorbitant rates in the individual market. Until Americans have access to affordable insurance plans through health insurance Exchanges in 2014, this program will make it easier for retirees and their families to maintain their employer-based coverage. 

The Early Retiree Reinsurance Program will reimburse employers for medical claims for retirees age 55 and older who are not eligible for Medicare, and their spouses, surviving spouses, and dependents. Employers, including state and local governments and unions, who provide health coverage for early retirees are eligible to apply.

Reimbursements will be available for 80 percent of medical claims costs for health benefits between $15,000 and $90,000. Program participants will be able to submit claims for medical care going back to June 1, 2010. 

Applications are now being accepted. A draft application was made available June 7, and OCIIO has hosted several stakeholder outreach calls to explain the program. Additional application assistance, including a webinar, will be available online this week.

Applications for the program, as well as fact sheets and application assistance can be found here.

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Organizations Focus on Employee Engagement to Attract and Retain Top Talent

As the economy recovers and workforce expansion rises, concerns about engaging employees and retaining critical talent are top of mind for many organizations, amid continuing cost pressures.

Mercer’s 2010 Attraction and Retention Survey found that more than one-quarter (27 percent) of participating organizations are expanding their overall workforce, while only three percent have instituted broad-based reductions. By comparison, Mercer’s Leading through Unprecedented Times Survey conducted in May 2009 showed fewer firms (12 percent) indicated they were hiring/expanding overall, while more firms (15 percent) instituted broad-based reductions. Cautious optimism prevails, however, as almost half (45 percent) of organizations are hiring to replacement levels only, while another 25 percent are hiring just for critical areas among select staff reductions.

Conducted in April, Mercer’s survey assesses the talent and rewards challenges organizations are facing as the economy recovers along with the tactics they are using to promote employee attraction, retention and engagement. It includes responses from more than 320 employers across all industries throughout the U.S. and Canada.

According to the survey findings, almost half (47 percent) of organizations that assessed employee engagement over the past 12 to18 months report that levels of employee engagement have increased. 

“Higher levels of engagement can be a result of reward and talent programs adopted by employers that creatively seek a balance between responding to employee needs and coping with cost pressures,” said Loree Griffith, a principal with Mercer’s rewards consulting business. “Employees’ desire to preserve their jobs may have also contributed to higher engagement levels demonstrated by a willingness to go the extra mile, be resilient and embrace change.”

While the most common way to assess employee engagement is through employee surveys, more than half (53 percent) of organizations also gauge employee engagement through informal interactions with leaders, managers and employees. Focus groups and online forums are used by 33 percent and seven percent of organizations, respectively.

Despite efforts to engage employees during a difficult year, organizations have growing concerns about whether their valued employees will stay once the economy recovers. Almost two-thirds (62 percent) of companies believe that voluntary turnover will increase as the economy and job market continue to improve. Moreover, Mercer’s survey shows that certain positions are more sought-after than others because of skill shortage or market demand. These roles include R&D/scientific engineering and sales, followed by information technology and executives/top management.

“Typically, engaged employees are less likely to seek job opportunities outside the company and therefore, have a more positive impact on both individual and business performance,” Griffith said. “By identifying talent needs necessary for future growth, employers can implement the appropriate steps for developing employees internally or hiring staff externally.” 

With regards to the workforce, Mercer’s survey shows that the majority (75 percent) of organizations have an even balance between hiring externally and building from within. However, trends to develop employees internally are more prevalent than relying solely on new hires.

Rewards
As the job market picks up and concerns about engagement and retention remain at the forefront, cost pressures still loom. According to Mercer’s survey, slightly more than two-thirds (67 percent) of organizations will be influenced equally by external competitiveness and internal affordability when making pay decisions. However, about one-quarter (24 percent) of organizations report that affordability will have a greater impact on pay decisions.

Over the past 18 months, amid limited pay budgets, organizations increased their use of non-cash rewards as a means to enhance employee retention and engagement. Rewards offered more during this time period include communicating the value of total rewards to employees (27 percent), work-life programs (22 percent), formalized career paths (21 percent) and special project opportunities (20 percent).

Despite past emphasis on non-cash rewards, for 2010 and beyond organizations plan to focus on money as well as career development to retain and engage the right talent. Leading reward elements perceived to have the strongest impact on employee retention and engagement for 2010 are base salary increases (41 percent), short- and long-term variable pay (36 percent), and training and career development (35 percent). Interestingly, approximately one-quarter of organizations report that programs such as work-life initiatives, employee communication campaigns and time-off plans—elements of importance during the past year and a half—will have less impact on employee retention and engagement going forward.

“Non-cash programs like career pathing, increased communication to employees and work-life initiatives are important in fostering employee retention and engagement regardless of the economic environment,” said Griffith. “However, as recovery occurs, employers want to revisit pay as a means to staying competitive and retaining top-performing employees.” 

Mercer is a provider of consulting, outsourcing and investment services. Mercer works with clients to solve their most complex benefit and human capital issues, designing and helping manage health, retirement and other benefits. Mercer’s investment services include investment consulting and multi-manager investment management. Mercer’s 18,000 employees are based in more than 40 countries. The company is a wholly owned subsidiary of Marsh & McLennan Companies.

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IPMA-HR Managing Employee Performance as a Human Resources Business Partner Online Class Begins July 7

Register now to take part in IPMA-HR’s Managing Employee Performance as a Human Resources Business Partner online class, which is being offered in partnership with Prince George’s Community College. The class will begin July 7, and costs just $495 for members of IPMA-HR; the cost for nonmembers to take part in the class is $595.

This course examines the “how-to’s” for creating strategic partnership with human resources supervisors and managers to effectively manage employee performance. Participants have an opportunity to develop their own action plans for partnering with management in developing plans for their organizations.

Who Should Attend?
Senior managers who are interested in improving organizational performance, HR directors and other HR specialists whose responsibilities include performance management and/or organizational development, should participate in this course.

Learner Outcomes Include the Following:

  1. Defining performance management
  2. Understanding the variety of performance management systems available
  3. Developing the competencies needed to be a business partner and how to apply them
  4. Understanding and assessing how performance management partnerships benefit an organization
  5. How to select the performance management system appropriate for your organization
  6. How to apply performance management in your organization

Benefits of Online Learning:

  1. Convenience. You decide when and where to take your classes
  2. Fast. Complete the program in only five weeks
  3. Priorities. Continue to work full-time

Registration
Visit IPMA-HR at www.ipma-hr.org to download the registration form today, or contact us by e-mail at meetings@ipma-hr.org, or by phone at (703) 549-7100 to learn more about IPMA-HR’s Managing Employee Performance course.

Prince George’s Community College is a fully accredited, two-year institution of higher education serving students and working adults from Prince George’s County, Md., metropolitan Washington, D.C., and around the world. The college’s main campus is located less than 10 miles from the nation’s capital at 301 Largo Road in Largo, Md., with additional campuses in Hyattsville, Laurel, and Camp Springs, Md., on Andrews Air Force Base.

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Submit your Sample Policies, RFPs, and Related Documents to the HR Solutions Site

The HR Center’s HR Solutions Web site continues to be updated with relevant topics. If you have any questions, feedback, polices or information to submit, please e-mail Heather Corbin, IPMA-HR’s professional development and research coordinator, at hcorbin@ipma-hr.org.

The HR Center wants YOU to be involved! Submit your articles, sample policies, RFPs and other related documents to IPMA-HR’s HR Center and your organization will receive an honorable mention in the monthly magazine, HR News. All articles, sample policies, RFPs and other documents should be submitted via e-mail to Heather Corbin at hcorbin@ipma-hr.org.

Some Recently Updated Topics Include:

Cell Phone Policies
Driving Policies
Employee Assistance Programs
Exit Interviews & Questionnaires
Physical Abilities Tests
Retiree Health Benefits

The HR Center relies heavily on you to provide current and relevant information. Thank you for your continued support of the HR Center.

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IPMA-HR Offering “Ronald Gabriel New HR Professionals’ Conference Scholarship”

The International Public Management Association for Human Resources (IPMA-HR) is pleased to announce the establishment of the Ronald Gabriel New HR Professionals’ Conference Scholarship, in memory of the late Ronald Gabriel, a longtime IPMA-HR member who left a bequest to the Association.

IPMA-HR will be offering two Ronald Gabriel scholarships for the 2010 International Training Conference for new HR professionals. To be eligible for this scholarship, an individual needs to be an IPMA-HR member—either an individual member or a covered staff member (CSM) of an IPMA-HR agency member—and have less than five years of HR experience. The value of each scholarship is up to $2,000, which can be used for conference-related hotel, travel, and meal expenses.

The 2010 International Training Conference will be held October 2-6, 2010, at the Sheraton Seattle Hotel in Seattle. The deadline for the receipt of scholarship applications is July 23, 2010.

Completed applications should be submitted to Jessica Allen, Director of Membership & Professional Development, IPMA-HR, either by mail, at 1617 Duke Street, Alexandria, VA 22314; fax, at (703) 684-0948; or e-mail, at jallen@ipma-hr.org.

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City of Alexandria, Va., to Host IPMA-HR Developing Competencies for HR Success July 13-16

Developing Competencies for HR Success is a comprehensive four-day training program that teaches the benefits of understanding HR competencies, how to apply them and how to integrate them into business plans. As a standalone training program, this course is the best way to become a strategic player within your organization. This course will help you and your staff shift from managing “people issues” to managing “people-related business issues.”

Learn about self-assessment, building teams and coaching staff, resolving disputes and reaching consensus, creating a risk-taking environment, communication and levels of listening, building trust relationships, using consensus- and coalition-building skills, and more with IPMA-HR’s Developing Competencies for HR Success.

The entire program costs $275 for IPMA-HR members, and just $375 for nonmembers.

Completing IPMA-HR’s Developing Competencies for HR Success is a step toward certification. At the core of the IPMA-HR certification program is an appreciation of the importance of HR competencies. If you or members of your staff desire to become certified as an IPMA-HR Certified Professional (IPMA-CP) or an IPMA-HR Certified Specialist (IPMA-CS), learning the concepts that are the foundation of this course is a necessary step.

Visit IPMA-HR at www.ipma-hr.org to download the registration form today, or contact us by e-mail at meetings@ipma-hr.org, or by phone at (703) 549-7100 to learn more about IPMA-HR’s Developing Competencies for HR Success.

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Job Analysis Seminar Scheduled for July 18 in Newport Beach, Calif.

Register today for the Job Analysis Seminar, which is being held in conjunction with the 2010 IPAC Annual Conference, and will take place from 8:30 a.m. until 4 p.m. Sunday, July 18, 2010, at the Hyatt Regency Newport Beach in Newport Beach, Calif. Karen Coffee, chief of HR planning and innovation with the California Department of Corrections and Rehabilitation, will lead the seminar.

The job analysis course provides participants with the theory, principles and methodology to conduct a multipurpose job analysis, all in accordance with the Uniform Guidelines on Employee Selection Procedures. The resulting data can be used for a variety of human resources activities such as the establishment of class specifications, the design of training programs and the development of content valid selection procedures. The IPMA-HR job analysis approach is flexible enough to be used on any type of occupation and is applicable for small, medium and large agencies. Those who would benefit from this seminar include all assessment practitioners as well as HR professionals seeking additional knowledge on selection issues.

What You Will Learn

  1. Overview of job analysis
  2. Legal and professional foundation
  3. Multipurpose job analysis
  4. IPMA-HR job analysis method
  5. Job analysis documentation

Register today by visiting the IPAC Annual Conference Web site, or e-mail meetings@ipma-hr.org for more information.

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On the Calendar

July 13-16
Developing Competencies for HR Success
Alexandria, VA
Contact IPMA-HR Professional Development and Research Coordinator Heather Corbin at hcorbin@ipma-hr.org, or click here for more information.

July 7
Online Course
Managing Employee Performance as an HR Business Partner

July 18
Seminar: Job Analysis
In conjunction with the 2010 IPAC Conference.
Newport Beach, Calif.
Contact IPMA-HR Professional Development and Research Coordinator Heather Corbin at hcorbin@ipma-hr.org or click here for more information.

August 25
Online Course
Developing Competencies for HR Success

September 19-22, 2010
Eastern Region Conference
Adlephi, Md.

September 22
Online Course
Developing Competencies for HR Success

October 2-6, 2010
2010 International Training Conference & Expo
Sheraton Seattle Hotel & Towers
Seattle, Wash.
Contact IPMA-HR Director of Membership and Professional Development Jessica Allen at jallen@ipma-hr.org or click here for more information.

October 6
Online Course
Managing Employee Performance as an HR Business Partner

Watch the HR Bulletin and our Web site for more information on educational opportunities.

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