Solving Business Challenges with Strategic Staffing.
Part three of a three-part series.
If you think that temporary workers are best used as fill-ins for vacationing employees, think again! Savvy executives are discovering that staffing services can be used to solve some of their toughest business challenges. From easing the pain of layoffs to turning around under-productive departments and even driving revenue growth, staffing is proving to be an extremely valuable strategic tool. In this series, we take a look at how three real-life companies have used staffing services to their advantage. This month, a pharmaceutical manufacturer struggles with turnover in a dysfunctional department.
Case Study #3: Turning around an under-performing department Read more.
Four Easy Steps to Evaluate Big Data for HR & Recruiting
Contrary to the thought of many who work in HR and recruiting, big data doesn't have to be complicated. It is quite simple and most of you already have the data points in which to begin analyzing and evaluating to help you and your team 1) Establish patterns, 2) Predict the unpredictable and 3) Decrease uncertainty.
There are four steps when it comes to adding big data to your HR and recruiting arsenal. So let's get started. Shall we?
Step 1: Establish Goals & Priorities For Your Big Data
This is a good idea when kicking off any type of new project, program, or workplace initiative. You must have goals and priorities in order to understand exactly why, what, and how you are doing. Otherwise you will be lost. There will be uncertainty and push back from all points including business leaders, peers, and other parties. Read on.
Are Rewards Demotivating? Myth and Reality
One of the central themes I write about is the tremendous power of recognition and reward to increase engagement, drive behavior, and motivate employees. Rewards, praise, and community all play a role in this process—and the basic principles of social psychology, positive feedback, and operant conditioning make it clear why this works.
But occasionally someone asks us about studies of intrinsic and extrinsic motivation that have come out of the education world, and they express fears that rewards might be bad for engagement.
In some criticisms of reward, educational scholars have argued that rewards may:
Working From Home May Be A Reasonable Accommodation Under the ADA
The Americans with Disabilities Act (ADA) requires that an employer reasonably accommodate an employee with a disability unless the proposed accommodation would impose an undue hardship. Often, one of the first accommodations requested by employees is the ability to work at home rather than come into the workplace. Sometimes such requests flow from genuine needs related the employee's disability, but other times they stem from the employee's desire to be away from the day-to-day oversight of the employer.
Courts that have looked at this issue usually have determined that working from home is not a reasonable accommodation, recognizing (rightly, we think) that working at home makes supervision and interaction with coworkers more difficult. Over the years, the fact that so many courts reached the same conclusion about working from home gave a certain amount of comfort to employers that denied such requests. They could be reasonably certain that their decisions either would not be subject to challenge under the ADA or, if challenged, would not be second guessed.
On April 22nd, however, the Sixth Circuit Court of Appeals (which hears appeals from federal district courts in Kentucky, Michigan, Ohio, and Tennessee) departed from this trend and held in Equal Employment Opportunity Commission v. Ford Motor Company that working from home may be a reasonable accommodation in some situations.
The Independent Contractor: To Be or Not to Be
Just because an employer calls someone an independent contractor does not make him or her so. Because revenue-starved states have been increasingly focusing on independent contractor classification issues, challenges to the proper classification of service providers arise most commonly in the context of claims before an applicable state unemployment division.
The story is a familiar one: employer engages services of an independent contractor, subsequently terminates those services, and the independent contractor files a claim for unemployment insurance benefits. The employer responds to the unemployment insurance claim by stating that the individual is not entitled to benefits because he or she is an independent contractor. The state unemployment insurance division then commences in investigation into the claim and, oftentimes, commences a full audit into the employer's payments to all independent contractors. Read more.
> FEATURE ARTICLE
Solving Business Challenges
with Strategic Staffing
> TIP OF THE MONTH
Four Easy Steps to Evaluate
Big Data for HR & Recruiting
> Q & A
Are Rewards Demotivating?
Myth and Reality
> LEGAL UPDATES
Working From Home May Be
A Reasonable Accommodation
Under the ADA
The Independent Contractor:
To Be or Not to Be
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