The EFCA would essentially eliminate the secret-ballot elections process to determine whether employees wanted to be represented by a union. The secret-ballot elections would be replaced by simply securing majority of employee signatures on authorization cards designating the union as the collective bargaining representative, also called the Card-Check Recognition.

Employers can expect organized labor to intensify its efforts to secure passage of the EFCA, particularly with a Democratic-controlled Congress. The obvious overarching implication of the EFCA is that the law would make it much easier for unions to organize employers.

Human Resources will need to focus extreme attention on traditional labor issues more than ever. In light of the more aggressive labor movement, unprepared employers will find themselves increasingly more vulnerable to union organizing if they fail to take action.

Some Reasons Why Employees Support Unionization 

1. Poor Supervision. Poor supervision can completely undermine employee relations and morale.
2. Poor Organization Structure. Employers should clearly define the chain of command and reporting responsibilities. Supervisors should understand that they are part of the management team and are co-responsible for management decisions rather than blaming upper management for unpopular decisions. Employees who feel they have been treated harshly or unfairly by supervisors may want to “get even” with management by seeking unionization.
3. Failure to Communicate. Improper responses to employee suggestions and ideas can create or add to employee dissatisfaction.
4. Failure of Management to Keep Employees Informed. When appropriate, employees should be informed about how the company is doing, changes in operations, etc.
5. Retention of Poor Employees. Poor employees may be unqualified, marginal, or overqualified and their retention may cause resentment among their co-workers.
6. Job Security. Employees who perceive they lack job security may be more likely to unionize.
7. Failure to Provide Advance Opportunities.
8. Failure to Recognize and Reward Employee Successes and Contributions.

Some Strategic Preventive Measures for Human Resources to Implement 

1. Make Unions Unnecessary. Recognizing individual achievement and merit and responding to employee issues and concerns before employees look outside the company for resolution of their concerns. Conduct a comprehensive Employee Relation Audit by conducting a survey assessment from a third party. The key is to capture the true concerns of employees. Management should then prepare an immediate action plan designed to provide solutions to problems uncovered.
2. Respond to Employee Issues and Concerns. An effective employee relations audit should identify the major issues and concerns particular to the employer’s workforce and proactive measures to deal with those issues.
3. Develop Workplace Leadership. Cultivating leadership requires at least two critical components: leadership training and accountability.
4. Adopt a Union-Free Culture. Clearly state that the company wants to remain union-free, emphasize the employer’s commitment to communication, indicate the company recognizes and rewards individual achievement, and highlight company efforts to promote dignity and respect.
5. Develop Effective Communication Mechanisms. Direct communication to employees, input from employees to management, and cross-communication between management.
6. Adopt Mechanisms to Resolve Employee Disputes
7. Establish a “Don’t Sign the Card” Education Plan. Discuss the disadvantages of unionization and the potential risks associated with signing union authorization cards.

The Human Resources team needs to devote significant attention to traditional labor and employee relations issues. A proactive approach to positive employee relations is essential. Employers must take steps now to help ensure that their workplaces remain union-free.

Here’s some advice I’ll give from being a recruiter and HR person for my entire career. These are just the top 3 I’ve seen in the last few weeks. While some of this may seem basic, there’s still a suprising lack of these in the market.

1. Put months of employment on your resume, not just years. We’ve been in a recession for the past year, and the employment market has been struggling for the last couple of years. Companies are downsizing, being bailed out, or merging every day. No recruiter is going to be suprised that a strong employee was affected by any of these events, and that your employment may have been less than a year in length. When you don’t put months on your resume it leaves us wondering how many months you were there? Was it a year, 3 months, 6 months. This matters especially if your last role was an intriguing one that built on some experience you’ve had, or gave you new skills. If you entire resume is nothing but years listed and not months of those years, then it becomes more suspect.

2. Be responsive, courteous, and flexible, even if employers are not. I know you’re thinking wait a minute, recruiters won’t call me back, they can be rude, so why should I be. Look at it as taking the higher road to ignite courteous referrals based on your reputation. If you’re treated poorly as a candidate by a prospective employer, then you’re going to tell your network about your negative experience. This adverse affect on their candidate pool will be fealt over time, and you don’t want the same thing to happen to you. If you take the high road, the least that will happen is that if you’re declined the recruiter may remember your attitude and refer you to a colleague at another company, or move you to the top of their potential candidate pool for other positions.

3. Do your homework on the company, and ask intelligent questions. In every screen I do I ask candidates to tell me what they’ve learned about the company they’ve applied to. 85% of the time they have not even looked at our website and done research on us, and if they have they haven’t garnered enough information to ask thought provoking questions about our environment, culture, career paths, etc. When a candidate has done research and asks good questions it’s a strong sign that they will approach their work in the same diligent manner in which they prepared for a simple phone screen.

Perhaps my next post will flip the script onto the recruiters desk, and look at gaps in service levels and conduct there, stay tuned.

Survey data from the respondents list how the economy is affecting them:

• 50% of the respondents are stress because of financial concerns.
• 48% of the respondents revealed that stress makes it hard for them to perform well on the job.
• 33% of the respondents said that their retirement plans have been altered because of the economic troubles.
• 23% of the respondents admitted that the economy has changed their mind about buying a new home.
• 55% of the respondents will travel less for vacation this year.

Financial consultation services as a part of the work/life benefits programs will help employees manage their financial concerns. Employers need to recognize the value of financial consultation services to protect their bottom line. I believe that these types of services will reduce worker anxiety and maintain a high productivity in the workplace.

- “A recent survey of executives across the United States found that nearly half, 47 percent, believe baby boomer retirements will have a larger impact on the American work force than any other single factor over the next decade…The looming retirement of baby boomers has captured the attention of business leaders. They’re concerned about retaining the expertise of their most tenured employees.”

- “As the 76 million Americans born between 1946 and 1964 gradually approach retirement age, companies across the country will be faced with a stark reality. It’s that when they do leave the workforce, they will be taking with them an entire generation’s worth of knowledge that can never be replaced.”

Well I recently came across an article on CNN.com discussing how Boomers may not be retiring in droves like everyone thought. Workers in their late 50’s are choosing to become entrepreneurs, pursuing an “encore career” as a Consultant, or keeping their jobs that they have had for years. I call it the Michael Jordan syndrome, recently Brett Favre had a case of it after he “retired” from football only to return for the next season.

“According to a MetLife Foundation/Civic Ventures Encore Career Survey, 79 percent of Boomers between 50 and 59 intend to work past traditional retirement age for the pay and benefits…64% of Boomers between 60 and 70 have the same plans, a sign that the younger Boomers are not ready to move on.” The article attributes this to the fact that we are living longer and are continuing to work in order to keep busy. The most popular transition seems to be the “encore career” where Boomers are becoming Consultants. They can manage their own schedules, determine how much work they carry, keep busy, and still get a paycheck. I have both friends and family members who are of retirement age and have technically retired but are still sharing their knowledge as a Consultant to the company.

So, before we all start panicking about the leadership and knowledge gap that is predicted to occur when the Boomers retire. Let’s make the best of their extended time in the workforce and invest in ensuring extensive knowledge transfer as well as additional training and mentoring programs for us X and Y generations who will become the predominate members of the workforce.

So I throw the question out to all of you: When is the right time (if there is a right time) to let someone go? Is there a best day or time to do it? Or is it less about the day and time and more about how you treat the person on the other side of the table?

So here is my perspective. One of the most difficult responsibilities a manager has to occasionally execute is firing an employee. The fact we have developed numerous labels both for legal as well as emotional reasons demonstrates the point. The list below includes some of the terms I could think of off the top of my head. Please let me know if you think of any more.

1. Fired
2. Laid-Off
3. Company Reorganization
4. Downsized
5. Let go
6. Terminated
7. Separated
8. “Voluntarily” Resigned
9. Invited to Leave
10. Managed Out

Obviously, regardless of the legal reason or term utilized during the conversation the end result is the same. The employee is leaving their place of employment and is no longer pulling a pay check. Immediately the employee’s stress and anxiety begins to build. So how as effective managers and Human Resources professionals can we reduce the stress and anxiety? Below are some of my recommendations based on unfortunately numerous experiences.

• The employee doesn’t care and won’t remember what day they were fired however, they will remember how it was done.
• Provide an appropriate private setting
• Remember this could be you one day on the other end of the conversation, so treat the employee with respect and professional courtesy regardless of your feelings in-regards to why they are being let go.
• Typically, this is a can be a very emotional moment for the employee. Remain calm and composed - do not react to their emotions.
• Provide correct and consistent answers
• Repeat your original message is the best strategy, as to avoid over-elaboration and awkward statements
• Keep the conversation focused on the employee exiting the company and actions they need to take next
• When appropriate provide the exiting employee with a packet of information they can review and refer back to once the shock or emotional reaction has subsided. This packet could include benefit information (cobra too), vacation payout, last paycheck, separation notice and who to contact for further information.
• Make arrangements for them to collect their personal belongings
• Upon the employee leaving shake their hand and thank them for their contribution to the company. This simple gesture will professionally end the conversation and provide the employee with some sense of dignity.

I always recommend that a company start with a google search of their company, and beyond that start checking the “rating boards.” Vault was the originator, and JobVent has gained some traction as well. Both allow users to document why they love of hate their jobs and employers through ratings systems. CorporateGrade is a new entrant to the space and seems to be sophisticated and simplistic enough to catch on.

One of the first complaints companies raise about sites like these or other social media is that these are primarily “venting” sites used by bitter employees or former workers. However, there are balanced ratings out there from people who love their job and want to tell their story. It’s also a part of our culture now. When was the last time you bought a product without reading customer reviews of their experience with the product?

Your employer brand is being challenged continuously by people who trust their peers more than anyone else. They use their significant resources of the net to share opinions and ideas, to discuss their perceptions and experiences, to praise and criticize, and to influence other people.

Markets and brands have indeed become conversations, which can have a powerful impact on your organization. They can make or break a company’s reputation, and help or hinder sales and acquisition efforts. There are conversations being held about your company everyday. The brand perception is being formed without your input, but you can be a part of it. You can join the conversation.

Lets begin with a short history lesson. The traditional 5 day, 40 hour work week was instituted in 1938 with the passing of the Fair Labor Standards Act. It was simply an idea and benchmark to reduce unfair labor practices and put consequences into place for any company or organization that did not follow them. Since 1938 Americans have experienced 5 Wars (including our current one), 1970’s oil crisis, Global Warming, 9/11, and a Technological Boom providing us with greater access to information at a moments notice none of which ever challenged the way Americans worked. We have always worked longer hours and taken less vacation/personal time than our European counterparts.

So what does this mean for all of Americans who work long hours week over week? While reading through all of those CNN articles, I came across a HR blog that outlined both sides very well.

The Good: Why Condensed Work Weeks Might Be Here To Stay

Organizations are certainly using four-day work weeks to appease employees, but there are other benefits beneath the surface. For employees with families, this might mean one less day they need to pay for child care, and one more day that they get to spend with their kids. For employers with large offices or plants, turning off the power (air conditioning, heat, computers, etc.) can translate to quite a large energy savings each year. In

Utah, the state will save about $3 million…per year. This should help the environment as well through the reduction of CO2 from manufacturing plants and offices as well as emissions from commuters’ vehicles. For organizations looking to recruit young talent, a three-day weekend can be a very appealing perk.

The Bad: Why Condensed Work Weeks Might Fail

Four-day work weeks are being adopted by several organizations, however most are on a trial basis. There are several potential downsides that employers and employees should consider before adopting a condensed work week.One obvious concern is the productivity of an organization operating on a shortened work week. Not only are employees missing an entire calendar day of work, but the office is also closed for one work day, which might not please customers. According to Forbes magazine, a big issue for businesses is being available during the hours their clients keep. (”Is A Four-Day Work Week Good For Business?,” Forbes) An example of a four-day work week that didn’t work? Right here in Ohio. According to th ePBS Nightly Business Report, “the state governement of Ohio recently went back to a five-day week after complaints about a lack of service on Fridays.”

 

Like most other blogs, articles or editorials the biggest pro for a 4 Day work week was quality of life and the opportunity for families to spend more time together. As a single parent of a 5 year old child, I don’t necessarily agree. Part of the desire for people to have Work/Life Balance is to achieve equality between the time spent dedicated toward building a career and the time necessary to have a solid enriched family life. A 4 Day work week doesn’t automatically provide it. Let me give you an example. This week basically is a short week with the long Labor Day Weekend approaching. Like many others, I will be taking the day off on Friday so I may travel to NYC for the long weekend. Knowingly, I would only be productive for 4 days this week, I spent most of the days stressed about trying to fit everything in and meeting all of my deadlines (including writing this blog). I worked longer hours and felt less effective in other areas of my life. When I took a  moment to understand why I was so stressed, I realized others who were not working a 4-day work week were depending on me to get them proposals, follow-ups and information  to conduct their job effectively. I could not let them down. This brings me to my next point. The only way a 4-day work week would truly work is if everyone did it and that is not possible.

Four day work weeks are only going to provide a greater quality of life if everyone does it. However, for some industries this is not possible. Consider the Hotel Industry. Here is a service industry that is a 24/7 business and based on the needs and demands of its clients could not move towards a 4 day work week.  Overall, I think there are better alternative flexible schedules companies can implement to provide employees with a better quality of life, reduce the impact of gasoline prices, reduce energy prices and reward employees for a job well done.  The 4-day work week is necessarily the best solution.

Examples of job combining:

• CODA Resources, based in
  Brooklyn, recently replaced an office manager and warehouse manager with one person. The move has saved them $50,000. CODA Resources states that the new arrangement is working out nicely, but admits they check in often with the new employee to make sure the employee does not get overworked

• Walter Beaver, a 41-year-old computer services technician from
  Northglenn, Colorado, current employer has filed for bankruptcy; therefore he has been in search for a job since April. He applied for a position labeled “system administrator I,” which was a title equivalent to his current position. However, the tasks of the job required someone with the skills of a mid- to senior-level administrator. The pay was listed for $28,000-$32,000 and according to Mr. Beaver, the job should have commanded a salary of $10,000 higher

Employers are taking advantage of their workforce, which is a company’s greatest asset, by giving them such an intense workload. I agree with the article regarding, “these measures may help companies cut cost today, but they tend to backfire in the long run.” When you have one person taking on the role of two or more people, they will either get burnt out or quit. The only targeted group of employees, who could possibly benefit from more high level responsibilities than is typically given to person in that particular role, is entry-level candidates because they might not notice that they are being taken advantage of and more responsibilities could beef up their resumes.

I personally believe that Recruiters who send inaccurate messaging regarding positions and set inappropriate expectations related to the job will hire new hires that will be dissatisfied around the workload and compensation. This unrealistic expectation can have a significant impact on the Employer Brand and how employees feel about the way they are treated. Employers need to keep in mind that it will cost them more money to run ads, hire 3^rd party recruiters, and training to replace the overworked employee who will eventually leave.

We consult on the development of employer brands every day, and the physical environment the company portrays is absolutely critical to the employer brand. Think of it as a real estate broker showing you a house….when you walk in you think, can I live here? That’s what candidates think when they enter your office to interview.

Regardless of your taste in style, or the type of work you do, one can’t deny the investment in the physical environment these companies have created, and we know companies like Google and Pixar have focused as much energy on their employees as they have on the environment they work in.

With the benefits of programs such as these come challenges as well. The article lists some best practices for helping to ensure effective management rotational programs. 

Engage Executive Sponsors 

I believe this is a best practice for any initiative to be successful within an organization. Senior leaders across all the various functions need to be educated and visibly involved in the program in order to secure buy-in. Provide a proposal that summarizes the design of the program and have a communication plan that educates and creates energy around the program. 

Align Competencies And Career Development To Programs 

“Ensure that the potential leadership candidates are assessed, coached, and groomed in ways that align to the organization’s leadership, business, and technical competencies as appropriate.” 

Consider Program Size Duration and Frequency 

o       Keep each class in the program small (10-14)

o       “Ensure the program is long enough to build the depth of experience needed to perform successfully as a manager (2 years)

o       Keep the program manageable – avoid juggling more than two new class a year 

In general I think rotational programs are great at all levels. They help to ensure more well-rounded employees as well as provide variety and challenge in the position. Organizations can focus more on promoting from within and minimize recruiting costs because talent is being developed in-house. In addition, you avoid siloed organizations because employees understand decision-making and impacts cross-functionally. All of these factors will help keep employees engaged and in my opinion positively impact retention.  I would love to see organizations shift more recruiting dollars to training and development through rotational programs; it will be a huge entry level and beyond value proposition.