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COMPETITIVE ADVANTAGE PART 1

Posted on March 30, 2015 by Trinity HR

competitive-advantage

Business experts have long pointed out that success involves a competitive advantage.  Historically, the most commonly identified aspects of business that lead to a competitive advantage have included being better than your competitors at:

  • Customer Service
  • Finance
  • Marketing
  • Strategy
  • Technology

There is general agreement that being better at several of these can provide a significant competitive advantage.  It is almost universally agreed that being better at all five of them can put you in an elite status in terms of success.

Measured in terms of “most admired” or “most profitable” companies, the list of exceptionally successful companies (alphabetically) includes:

  • Amazon
  • Apple
  • BP
  • Berkshire Hathaway
  • Boeing
  • Coca-cola
  • FedEx
  • Ford Motor Company
  • GE
  • General Motors
  • Google

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  • Johnson & Johnson
  • Microsoft
  • Nordstrom
  • Samsung
  • Southwest Airlines
  • Starbucks
  • Wal-Mart
  • Walt Disney
  • Whole Foods Market

In looking at this list, one is struck by the diversity of industries represented, such as:

  • Aerospace Manufacturing
  • Airline travel
  • Electronics
  • Entertainment
  • Food & Beverage
  • Motor Vehicle Manufacturing
  • Oil & Gas
  • Retail (both high & low ends)
  • Technology

Regardless of your industry, your company needs to have a competitive advantage.

  • More information and insights will be contained in upcoming parts of this series.

You have HR challenges…Trinity has solutions

Posted in Organizational & People Development

SUPPLEMENTAL HEALTHCARE BENEFITS FOR EXECUTIVES

Posted on March 23, 2015 by Trinity HR

exec-benefits

The health plan regulations of the Affordable Care Act caused many companies offering special medical reimbursement products to discontinue offering their programs. Those programs fell victim to new health plan provisions.

  • However, as an exception, a Supplemental Health Insurance Plan (”SHIP”) for executives remains available in the post-reform environment.

A “SHIP”:

  • Provides supplemental coverage for any medical, Rx, dental or vision care services for up to $100,000 annually
  • Results in executives virtually having to pay $0 for healthcare expenses, including:

check-mark co-payments
check-markco-insurance
check-markout-of-pocket expenses for care not covered by the basic healthcare plan

A “SHIP”:

  • Demonstrates to your executives (and their families) the special value you place on their contributions to the success of the company
  • Helps you attract and retain top talent in senior level positions
  • Represents one of the most appreciated benefits for executives

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arrow-bulletIn a survey of executives, a “SHIP” was valued more highly than their company-provided vehicle—which is typically thought of as the top executive perk

RECOMMENDED EMPLOYER ACTION

  • Look at what special benefits or perks your executives receive
  • Consider the positive impact of their having a supplemental health insurance plan
  • Learn more by emailing Trinityat info@TrinityHR.net

TRINITY CAN HELP YOU

  • Understand how a “SHIP” works & its cost
  • Evaluate if it’s a fit for your company
  • Implement the right plan
  • Communicate the plan to executives

 

Posted in Benefits Management

WHY USE ASSESSMENTS TO MAKE PEOPLE DECISIONS?

Posted on March 16, 2015 by Trinity HR

assesmentsLet’s answer that question by asking another question.  Have you ever hired an employee who you thought was going to be great and then later realized the person did not have what the position needed or was not a good fit for the organization?

 

  • Frustrating (for both you and the individual) & wasn’t fun (for either of you)
  • Perhaps cost you money in terms of severance pay
  • Almost certainly caused you to lose progress and/or productivity
  • Definitely required you to re-recruit—with all that it entails in terms of time and money

Psychometric assessments are used by over 80% of the U.S. Fortune 500 companies—but don’t make the assumption that they are beneficial only for large companies.  They work for every size organization.

  • In fact, one could make the case that a selection error by a small company is much more harmful than for a large company!

Assessments can help you to increase the probability of making the right hiring decisions.  They provide insights do by measuring attributes such as:

  • Intelligence/intellectual demands of the position
  • Aptitude/ability (verbal, numeric, abstract reasoning, etc.)
  • Values/beliefs (which relates to cultural fit, which is so key!)
  • Interpersonal relationships (how well & with what style individuals work with others)

psychometric

Besides selection decisions, assessments can play an important role for current employees in areas such as:

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  • Teambuilding
  • Individual development & training

RECOMMENDED EMPLOYER ACTION

  1. Evaluate how successful your hiring decisions have been
    • Including how much pain bad decisions have caused
  1. Consider how better teamwork could improve your organization’s performance
  2. Reflect on how individual development could increase the capability of your employees

HOW TRINITY CAN HELP YOU

Trinity’s Team has the experience and expertise to conduct a wide range of assessment tools and provide you with insightful results, along with follow-up steps.

Posted in Organizational & People Development

THE BUSINESS CASE FOR ALIGNMENT

Posted on March 9, 2015 by Trinity HR

alignment

If your company is like many other small and mid-sized businesses, your employees
represent your organization’s:

  • Largest (or 2nd largest) line item expense and
  • Your most valuable asset

This means your company’s productivity and profitability depend on having your
employees perform to their fullest potential.

  • This is even more critical for small and mid-sized companies since most cannot compete with large ones in terms of financial resources, technology and infrastructure.

HOW CAN THIS BE ACCOMPLISHED? ALIGNMENT! (GETTING YOUR DUCKS IN A ROW)

ducks-in-a-row

Or are they not even in the same pond?

  • Studies show a very significant increase in both employee and business performance when an organization effectively:

arrow-bullet Ties individual employee goals to the company’s overall strategy
It was walking distance from our viagra 100 mg other house.
arrow-bulletConnects its performance management and rewards to goal achievement

  • Yet amazingly studies show that:

arrow-bullet Only a small percentage of employees understand their company’s goals and how they impact those goals
arrow-bulletMany organizations do not strongly connect performance management and rewards with achievement of goals

RECOMMENDED EMPLOYER ACTION

  1. Make sure your team leaders fully understand the company goals
  2. Have all team goals roll up to company goals
  3. Help individual employees understand how their roles (and individual goals if applicable) directly impact team and company goals
  4. Design your performance management system and reward plans so as to reinforce these connections

HOW TRINITY CAN HELP
Trinity’s Team has the experience and expertise to help your organization improve the alignment of its goals, performance management system and reward plans.

  • Example: design of a gain sharing or other incentive compensation plan

For more information, e mail Trinity at info@TrinityHR.net or visit our website at www.TrinityHR.net.

Posted in Compensation & Performance Management

WHAT’S ON YOUR EMPLOYEES’ MINDS?

Posted on March 2, 2015 by Trinity HR

minds

Do you sometimes wish you could read your employees’ minds–specifically, what matters most to them in working for your organization?

A survey of employees asked them to describe what characteristics they would like to have in their employer—not what characteristics their employer actually demonstrates. Here is a top ten list of those desirable employer characteristics:

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RANK CHARACTERISTIC
1 Employee Recognition
2 Respect
3 Loyalty
4 Home-Work Balance
5 Teamwork
6 Open Communications
7 Fairness
8 Honesty
9 Accountability
10 Trustworthy

Of course, employees are looking for you to provide them with good pay and benefits, as well as with opportunities for professional growth. But note that these words did not make the top ten list (good pay & benefits was #15 & professional growth was #14).

  • Trinity’s interpretation is that these two are so low because these are viewed as givens to many employees.

RECOMMENDED EMPLOYER ACTION

  1. Complete the following exercise with your supervisors and managers:
    • Ask them to identify what they think matters most to their employees.
    • Compare what they think is important to the employees’ list above
  2. Focus your attention on what matters most to employees—not what “the suits” think is most important
  3. Equip your supervisors and managers to be able to:
    • Create an environment in which their employees feel free to candidly talk about issues
    • Communicate with employees about company changes and matters that directly affect them
    • Cause employees to trust what is said

HOW TRINITY CAN HELP
Trinity’s Team has the experience and expertise to assist in improving the work experience of your employees—and, in turn, improve your organization’s:

  • Relationship with its most important asset—your employees
  • Ability to recruit and retain talent individuals
  • Overall performance of your organization.

For more information, e mail Trinity at info@TrinityHR.net or visit our website at www.TrinityHR.net.

Posted in Employee & Labor Relations

ARE YOU READY FOR AN AMBUSH?

Posted on February 23, 2015 by Trinity HR

union

The National Labor Relations Board (NLRB) is at it again.  After being unsuccessful in 2012, it has now issued a Notice ofProposed Rulemaking which will put into effect the so-called“quickie union election”, effective April 14, 2015.

Some have termed this the“ambush rule”.  That’s because it gives employers so little time to combat and offset the union’s clandestine pitch about what will do for employees.

  • The effect will be to improve greatly the odds of unions winning election.
  • Knowledgeable observers have no doubts that this was part of the Obama administration’s agenda in its stacking the Board with pro-union extremists.

obamaThe new provisions will dramatically reduce the time from when a union certification petition is filed with the NLRB to when employees vote.

  • The proposed rule removes certain “mandatory” time periods, so there is no “minimum date” by which to hold an election. Instead, elections will be set for the “earliest date practicable”.

arrow-bulletIt is anticipated that the current NLRB target of around 40 days will be reduced to less than 20 days.

The best approach to maintaining union-free status is by “treating employees right”–with the proper intention (that is, because treating employees well is the right thing). However, doing so does not guarantee your organization will not become a target by union organizers.

RECOMMENDED EMPLOYER ACTION
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Take proactive steps to avoid being caught off guard by union organizing. These steps include:

Take proactive steps to avoid being caught off guard by union organizing. These steps include:

  1. Training front-line supervisors and managers to recognize and deal with troublesome workplace issues and/or signs of union organizing at the earliest possible time
  2. Having an employee information and education plan in place

HOW TRINITY CAN HELP
Trinity’s Team has the experience and expertise to ensure your:

  • Employees are being “treated right”
  • Supervisors and managers are properly trained in employee relations
  • Readiness in the event of a union ambush

To learn more, e mail Trinity at info@TrinityHR.net or visit our website at www.TrinityHR.net.

Posted in Employee & Labor Relations

THE LINK BETWEEN EMPLOYEE SATISFACTION & ORGANIZATIONAL PERFORMANCE

Posted on February 16, 2015 by Trinity HR

judges

For many years, there have been debates as to whether or not employees being “satisfied” translates into greater success for an organization. Those on both sides of this debate have mostly used opinion or anecdotal information to support their particular point of view.

First, let’s define “satisfied” employees. They are employees who feel their organizations:

1. Can be trusted to mean & do what they say
2. Genuinely care about them personally, not just for what they can do for the organization
3. Provide fair treatment
4. Seek & respect their ideas & opinions
5. Recognize & reward their contributions to success
6. Offer professional growth opportunities

We should no longer rely upon subjectivity to answer this question. Multiple research studies on this linkage have concluded there is indeed a positive correlation. That correlation is seen in better performance metrics in organizations with high employee satisfaction, such as:
check-markIncreased revenue
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check-markHigher profitability
check-markGreater customer satisfaction
check-markImproved employee retention

arrow-bulletDo you know (not merely think you know) what the level of employee satisfaction is your organization? Do you measure it—like you do other key business indicators?

Let Trinity’s Team of Consultants help your organization to gain the advantages of high employee satisfaction.

Posted in Strategy, Management & Leadership

INCLEMENT WEATHER POLICY

Posted on February 9, 2015 by Trinity HR

winterWith our region being in the midst of the winter weather season, this is a good time to make sure your organization has a formal policy  in place related to facility closure.

  • Including how the day will be treated for employee pay purposes.

Having such a policy may seem like a simple task, but it has two implications that need to be taken into account:

  • The Fair Labor Standards Act
  • Employee Relations

Fair Labor Standards Act

If the company closes for weather-related reasons, nonexempt employees are notrequired to be paid.  However, exempt employees are required to be paid—without being charged against paid time off (PTO).

  • Nothing prohibits you from reminding exempt employees of the expectation that they are expected to work what ever hours are necessary to “get the job  done”.

So you have three basic options for non-exempt employees:

  1. Mandate that the day be charged against PTO
  2. Allow them the choice of using accrued PTO to cover the day or taking the day as unpaid
  3. Go beyond the Act & pay them without charging the time to PTO

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EMPLOYEE RELATIONS

This is trickier than FLSA compliance—unless your policy calls for option 3. above.  That’s because the other two options result in your differentiating between your non-exempt & exempt employees.

  • Most employers do in fact have different treatment of these two groups in some aspects of employment—some favorable for one group & some favorable for the other group. For example:

arrow-bullet  Non-exempt employees being paid time & ½ for hours in excess of 40 in a week whereas exempt employees typically receive no additional compensation

arrow-bullet  Exempt employees receiving favorable treatment in terms of hours flexibility or some benefit, such as in PTO or life insurance.

  • Nonetheless, differing treatment of pay for the two groups for a facility closure can create an employee relations issue for you to address.

If your organization needs help with this policy (or other policies) or employee relations matters, Trinity’s Team of Consultants can help you.

Posted in HR Management

FINDING & KEEPING GOOD PEOPLE

Posted on February 2, 2015 by Trinity HR

war-for-talent

Economists project that 2015 will see:

  •  A continued strengthening of the U.S. labor market
  • Job growth approaching or exceeding the estimated 15-year high reached in 2014.

arrow-bulletThe hottest industries for hiring are information technology, financial services, manufacturing and healthcare.
arrow-bulletThe hottest jobs are in STEM (Science, Technology, Engineering & Math).

These projections are supported by a number of facts & factors:

  • Executives see an increase in consumer demand
  • 74% of executives plan to expand their businesses
  • In turn, 36% plan to increase their full-time staff
    arrow-bulletUp from 24% in 2014
    arrow-bulletThe most since 2006

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THE BAD NEWS FOR EMPLOYERS IS:

  • The employment market is the strongest it’s been in six years.
  • 86% of North American workers plan to actively look for a new job this year.
  • Employers face the loss of employees, especially those with talents that are in demand & those who are their best performers
    arrow-bulletNearly 60% of surveyed employers said keeping higher performing workers from jumping ship is a top business concern.
  • 75+% of all HR heads say they are already struggling to fill open positions with candidates who:
    arrow-bulletPossess the right skills
    arrow-bulletFit the culture of their organizations

Trinity’s Team of Consultants can help you win the TALENT WAR on both of its key fronts:
check-markEmployee retention
check-markTalent recruitment

For more information, e mail Trinity at info@TrinityHR.net or visit our website at www.TrinityHR.net.

Posted in Talent Acquisition, Executive Search, Employment & Employee Retention

DEALING EFFECTIVELY WITH EMPLOYEE COMPLAINTS

Posted on January 26, 2015 by Trinity HR

complaints

With employees increasingly raising concerns or complaints to their employers, it is vitally important that organizations have a written policy & process in place stating:

  • How employees are to do so
  • To whom concerns/complaints are to be brought, including what to do when the complaint is about their immediate supervisor/manager
  • What will happen following the complaint’s being raised
  • Employee protection against retaliation

In addition to having a written policy & process, organizations need to know how to conduct an investigation into an employee concern or complaint.  This is especially true when it is related to a violation of employee rights or government regulations, such as:

  • Discrimination on the basis of one of the protected employee classes
  • Sexual harassment
  • Non-compliance with the Wage & Hour Act (aka the Fair Labor Standards Act)

Common & costly investigation mistakes include:

  1. Ignoring the complaint & thus not conducting an investigation
  2. Delaying the investigation’s start
  3. Failing to identify the purpose & scope of the investigation, including answering the following questions as part of the investigation action plan:
    • Who will conduct the investigation

arrow-bulletIs the subject such than an outside party such as the organization’s employment attorney or its HR consulting firm should be involved

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  • What will be investigated
  • What information or evidence is needed
  • Who will be interviewed & in what sequence
  1. Not be thorough enough
  2. Not maintaining objectivity
    • The purpose IS NOT to assume nothing wrong occurred or to exonerate the organization without a basis for doing so
  1. Failing to reach a conclusion
  2. Not preparing a written report
  3. Failing to communicate with those involved, particularly the complaining employee

If your organization needs help with Employee or Labor Relations, Trinity’s Team of experienced Consultants can provide assistance expertly and economically.

Posted in Employee & Labor Relations