According to a July 2011 Northeast Human Resources Association (NEHRA) e-survey on global HR, the top 3 challenges facing HR practitioners around globalization are 1) leadership development, 2) cultural competency/cultural norms, and 3) employment laws. NEHRA, the premier HR association in New England with over 2,500 members, conducted the e-survey to examine this hot topic within member organizations in New England.FULL ENTRY
Ten Things Massachusetts Employers Should Consider
On January 20, 2011, three Massachusetts state representatives filed a bill in the legislature that, if enacted, will govern employee noncompetition agreements (noncompetes). The new bill is not identical to the noncompete bills filed but not enacted last year.FULL ENTRY
By: Richard Williams Ph.D., Wallace Higgins M.B.A. and Harvey Greenberg M.S., M.B.A. (of Nehoiden Partners)
Your boss should come with a warning label: May be hazardous to your health. Research once again has confirmed what we’ve always suspected - your boss can cause you stress, induce depression and anxiety or even trigger the onset of serious illness. It is not just bad managers who can negatively affect employee health, but it is also the lackadaisical and mediocre who can put employees on the sick list.
Regardless of your age or the nature of the work that you do, the world of work is changing at an exponential rate. Head-spinning advances in technology, endless bottom-line financial pressures, growing networks of global economies, and changing workplace demographics are significantly impacting how we look for our next opportunity.FULL ENTRY
Many of us remember the past fondly, even though the events that took place may not have been anything like we remember. We think about those particular moments where we were able to make an impact. We also think about how we might have done things differently, if given another chance to do things again. I’m not the kind of person that spends too much time in the past. However, I do believe it is beneficial to look back so we can move forward.FULL ENTRY
Northeast Human Resources Association (NEHRA) conducted an e-survey in August 2010 on domestic partner benefits – as a follow-up their previous survey in 2004, done just after the legalization of same sex marriage in Massachusetts. This updated survey aimed to examine whether company policies have changed considerably since 2004. It was developed in partnership with faculty at the Sawyer Business School at Suffolk University.FULL ENTRY
According to a May 2010 Northeast Human Resources Association (NEHRA) e-survey on talent acquisition and management, 96% of the respondents are utilizing LinkedIn as part of their recruiting strategy. NEHRA, the premier HR association in New England with over 2,700 members, conducted the e-survey to examine talent acquisition and the management strategies within member organizations in New England in the new decade.
“Daddy, tell me a story.” Whenever I hear those words I’m transported to my childhood and reminded of memories that I cherish to this day. That most basic childhood request triggers a fond recollection for me and probably for you as well. It also introduced me to the power of storytelling.FULL ENTRY
Take it from us – headhunters who see your employees looking for new jobs – there are many things you can do to make them want to stay. And, it’s not as hard as you think.
It’s no surprise that during these difficult economic times, employees are being asked to pick up extra work because staff has been cut, yet many have not received raises, or worse, have taken salary cuts. This difficult situation has left many employees feeling overworked, underpaid and underappreciated. Yet most are hesitant to leave a secure job during a recession no matter the level of stress. However, that doesn’t mean they aren’t thinking about it now – and won’t act when the economy rebounds. So, how does a company keep employees happy during this turmoil and increase its success at keeping them in place once things improve? Winter, Wyman, the largest staffing firm in the Northeast, provides companies with insider knowledge on how to keep your employees satisfied.
Becoming what is known as an, “Employer of Choice” (EOC) has always been a challenge – some times more than others. This is one of those times!FULL ENTRY
Nearly 70 percent of human resource professionals of Northeast organizations believe that open and honest communication is lacking within their companies, according to a new e-survey by the Northeast Human Resources Association (NEHRA). NEHRA, the premier HR association in New England with 3,000 members, conducted the e-survey to determine the effects of open communication on corporate culture.FULL ENTRY
Over the past several years, much work has been done to help leaders successfully navigate their organizations through periods of radical change, reorganization, acquisitions, joint ventures or entry into new markets.FULL ENTRY
To some, this may seem like a silly question. Of course my employees are working. They are here! However, many of you know exactly what I’m talking about--employees who show up most days for work, but are not really at work. They have mentally checked out of your organization, and chances are you don’t even know it.
How many of these types of people do you have residing in your organization?FULL ENTRY
Stuck in outdated structures, the high-tech world continues to zoom past industrial-age organizations making them more and more out of date and ineffective today. To survive in today’s period of massive change to an intellectual and networked age, build these ten must-do things into your workplace.FULL ENTRY
By Maya Townsend, Partnering Resources & Shu Yeung, Alithea Consulting
Those who have wondered whether networking actually makes a difference now have an answer to their question. A recent study sponsored by NEHRA and Partnering Resources looked at how informal networks affect change in organizations.FULL ENTRY
By: Russell J. Campanello, Senior Vice President, Human Resources and Administration at Phase Forward
HR is critical to great businesses in the good times. It defines them in the hardest of times. The rules of HR are not being rewritten under these dark economic times, but these times give every company – and its HR organization – a chance to show what it’s made of.
By: Shu Yeung
What exactly is human resources’ role and what impact does it have on the organization? Perspectives often vary depending on whom you ask, the level of interaction with HR, and with whom in HR one has interacted. It becomes even more inconsistent, as the range of support that HR provides varies greatly depending on the stage at which the organization is.FULL ENTRY
According to a January 2009 Northeast Human Resources Association (NEHRA) e-survey on economic impact, financial results are expected to decrease in 45% of responding organizations, while 24% expect increases and the remaining 31% expect results to remain the same. NEHRA, the premier HR association in New England with over 3,000 members, conducted the e-survey to determine how the current economy is affecting firms in the New England area as compared to their last e-survey conducted in April 2008.FULL ENTRY
By Michelle Reina, Ph.D.
More than ever, there is a need for trustworthy relationships. The national workplace has become one of constant change and ambiguity, which does more to break trust than to build it. In this environment, effective workplace relationships - those built on trust - commonly deteriorate.
Our image of the workplace as we once knew it no longer exists. People are experiencing breaches of trust in major and minor ways. Examples of major breaches include significant abuses of power, corporate mismanagement, abdication of responsibility for effective governance, and spinning or distorting the truth for personal gain. Minor breaches of trust involve breakdowns in communication and failure to create appropriate levels of transparency, gossiping, and infighting with the loss of shared vision.
In this climate, it is challenging to develop relationships built on trust. Many people feel helpless and at a loss for how to respond. We can easily say that trust in others has eroded, but it is equally important to understand that trust in "self" is lost. When trust erodes, it is not just workplace relationships but also performance that suffers. While distrust causes pain, doubt and confusion, if people make a choice to work through broken trust, they can rebuild it and strengthen working relationships.
Leaders play an important role in an organization, and their role in rebuilding trust is particularly vital. It begins with their recognition that healing is needed. The cost of overlooking this need is too high to be ignored. Leaders can use the Seven Steps for Healing™ as a road map for rebuilding trust. Trust is everyone's responsibility, and leaders can begin with these steps, knowing that when the workplace has a foundation of trusting relationships, success may be achieved.FULL ENTRY
By Debra Wein
Strained economy? Tight budgets? Not sure if wellness can fit into your routine at work? Read on to find out how worksite wellness programs can save your company money and help you improve the health of your employees. Regardless of company size and budget, there are benefits to be had and a wide array of programs you can do to promote a healthier workforce in the New Year.FULL ENTRY
More than 55 percent of human resource professionals of Northeast organizations have had a layoff in the past 12 months, according to respondents from a new e-survey by the Northeast Human Resources Association (NEHRA). NEHRA, the premier HR association in New England with nearly 3,500 members, conducted the e-survey to determine if and how companies are being impacted by the current economic condition and if they are experiencing reduction in workforce issues.
"The results from our survey were not a surprise given the current economic climate we are working and living in today,” said Deborah Hicks, NEHRA’s board chair and vice president of HR at Harvard Pilgrim Health Care.
By Jamie Resker
Development and retention of employees has become an important goal of most HR managers, but success lies in getting managers to address the hard to discuss performance issues with their employees. When these performance issues, which are often behavioral in nature, are addressed with employees instead of being swept under the rug, managers also open up the potential for employee development and improved retention rates. Helping managers identify the one key performance issue, craft the right words for the discussion, and manage the discussion and outcomes is the best strategy for developing and retaining employees.FULL ENTRY
By Northeast Human Resources Association
More than 70 percent of human resource professionals of Northeast organizations believe their employees are too distracted and overloaded at work, according to a new e-survey by the Northeast Human Resources Association (NEHRA). NEHRA, the premier human resources in New England with nearly 3,500 members, conducted the e-survey to determine if and how companies are combating the mounting distraction, speed, and overload issues marring work and home lives today.
"The results from our survey were not a surprise given the environment we are working and living in today," said Deborah Hicks, NEHRA's board chair and vice president of HR at Harvard Pilgrim Health Care.
"We understand this is a significant issue facing many organizations today and human resource professionals are constantly being approached to provide solutions to this mounting issue. This is why we have invited author and columnist Maggie Jackson to speak at this year's 'Leveraging the Talent Management Life-Cycle for Business Results' conference on November 5. We are thrilled that Ms. Jackson will be drawing on cutting-edge research from her new book to show how carefully honed skills of focus and attention can boost creativity, engagement, reflection, and deeper relationships." she said.
About 34 percent of human resource respondents reported in the survey that they believe their organization does recognize the new culture of distraction and overload has had an impact on employees performing their jobs well, while over 34 percent do not and 32 percent are not sure.
More than 52 percent of respondents replied they have been approached by employees at their organization because they are having a hard time focusing on their tasks at hand. In addition, over 70 percent of respondents replied they have been approached by employees who feel they have trouble achieving work/life balance. When asked if they have been approached by employees to get help, there was a 50/50 split, with 50 percent saying they have been asked for work/life solutions and 50 percent saying they have not.
E-mail interruption was reported to be the biggest distraction employees reported to human resource professionals taking this survey, followed by co-worker interruption, and PDA interruption. While e-mail interruption was cited as the biggest interrupter, only 9 percent reported their company had a policy in place for checking e-mail, while more than 88 percent reported not having any policies in place for checking e-mails. The most common e-mail policies reported by respondents included a 24-hour reply policy for e-mails that employees receive and a four hour reply policy if an e-mail is marked urgent.
More than 78 percent of those polled reported not having a "no interruption" policy in place for meetings, with only 17 percent reporting having a policy in place. Of those reporting a policy, the majority replied that employees are required to shut off all phones, PDAs, and laptops to help them focus on the meeting.
Furthermore, more than 86 percent reported not having an "interruption free" zone at work where employees can go for quiet space, while only 13 percent reported they did offer such a space.
Overwhelmingly, more than 93 percent report that they do not have an "away from office" policy in place for when employees are home or on vacation. Only 6 percent reported having a policy in place. The most popular policy reported is one that requires employees to turn on their office attendants on their e-mail and leave a voicemail of their absence as well as when they will return and back-up contacts for people to get in touch with in case of an emergency.
When HR professionals were asked what the best policy they came across to help employees be less distracted at work was, the responses varied. Some included "think Fridays" where no meetings are allowed to be scheduled on a Friday. Others included turning off the e-mail notification sound, setting specific check e-mail times, allowing more flex time for employees to work from home, no speakerphone use in cubbies, and implementing wellness programs that focus on developing relaxation and focusing techniques.
About NEHRA and the survey
About 3,500 HR professionals, representing large and small companies in all industries within the region, as well as individuals providing products and services to the human resources community, comprise NEHRA's membership base. A total of 271 NEHRA members and nonmembers responded to the online survey, which was conducted from Aug. 15 to Aug. 29, 2008.
NEHRA is New England's premier human resources association. Since 1985, NEHRA has provided HR professionals with programs, information and relationships that stimulate professional growth and enhance workplace contributions. The mission of the Northeast Human Resources Association is to lead, advance and influence the management of human resources and its impact on organizational success. For more information, visit www.nehra.com.