A 55-year-old intern? Why older apprentices may be the answer to the talent gap
Recently, the DOL’s Task Force on Apprenticeship Expansion called for a process that would establish industry-recognized apprenticeship programs (IRAPs). Below, this blog post discusses how older apprentices may be the answer to today's talent gap.
LAS VEGAS — Want to revitalize your workforce? Try hiring a baby boomer as your new intern.
Apprentice programs may not be just for young talents fresh out of college. Employers should study such programs for older workers, said the leader of the world’s largest HR professional society.
“We oftentimes think about apprenticeships for young people, but what about the 55-year-old who needs to work or wants to work an additional 20 years and needs to learn the new coding language?” Johnny Taylor Jr., CEO of the Society for Human Resource Management, said Tuesday during a media event at the annual SHRM conference. “So apprenticeship writ large ... it’s a broader idea than just what we all think about young people getting an opportunity.”
The comments come after the DOL’s Task Force on Apprenticeship Expansion on Monday called for a process to establish industry-recognized apprenticeship programs (IRAPs).
IRAPs will be customizable apprenticeship models that the DOL calls "a new pathway for the expansion of apprenticeships."
In addition, the proposed rule outlined the process to become a standards recognition entity (SRE), which would set standards for training, structure and curriculum for the IRAPs.
DOL would ensure that SREs have the capacity and quality-assurance processes and procedures needed to monitor IRAPs and recognize that IRAPs are high quality. The department's criteria for high-quality IRAPs include: paid work, work-based learning, mentorship, education and instruction, industry-recognized credentials, safety and supervision and adhering to equal employment opportunity obligations.
"The apprenticeship model of earning while learning has worked well in many American industries, and today we open opportunities for apprenticeships to flourish in new sectors of our economy," Labor Secretary Alexander Acosta said in a statement.
Taylor has addressed expanding apprenticeships before, noting the association has recently renewed its support by studying ways to make programs more inclusive and broaden them beyond high school or college students, he said.
“I was at a meeting the other day and they referred to restoring the dignity of the first job,” Taylor said. “That’s a real aspirational thing.”
Employers also need to do more to tap hidden pools of skilled labor from the disabled to the formerly incarcerated to bridge the workplace talent gap in the United States, he said.
“How do we do that? For example, instead of a four-year college experience, maybe it’s a six-year average college experience because you go knock out your first two years,” and break up subsequent educational experiences between semesters of work, school or a mix of both combined with work internships.
The former labor employment lawyer also said key themes that SHRM is focused on this year include workplace culture, age discrimination, diversity and reskilling the U.S. workforce for the jobs of the future.
“Everyone is talking about work,” Taylor said. “It’s a great time to be in HR.”
Additional reporting by Nick Otto.
SOURCE: Siew, W. (26 June 2019) "A 55-year-old intern? Why older apprentices may be the answer to the talent gap" (Web Blog Post). Retrieved from https://www.benefitnews.com/news/shrm-calls-on-expanding-workforce-apprenticeships
3 Tips for Maxing Out Your 401(k)
Using a 401(k) is a great way to save for retirement, but many people with access to a 401(k) struggle to max out their yearly contribution limits. Read this post for tips on how to max out your 401(k).
Saving in a 401(k) is a great way to build a solid nest egg for retirement -- which you'll definitely need since Social Security won't provide enough income for you to live on by itself. But many people with access to a 401(k) struggle to max out because the annual contribution limits are so high.
For 2019, workers under 50 can sock away up to $19,000 in a 401(k). Those 50 and older, meanwhile, can set aside up to $25,000. That's far more than this year's IRA contribution limits of $6,000 and $7,000, respectively.
See Also: At Saxon, we understand that you need to feel confident in your future.
Still, maxing out a 401(k) could be your ticket to an extremely comfortable retirement. If you were to max out your 401(k) at today's limits between ages 35 and 65, you'd wind up with $1.95 million if your investments were to generate an average annual return of 7% during those 30 years, which is more than doable with a stock-heavy portfolio. As such, it pays to push yourself to max out, and you'll be more likely to hit that goal if you do the following things.
1. Bank your bonus cash
Many of us come into extra money during the year, whether it's a performance bonus at work, a tax refund, or even a cash gift. If you pledge to put any funds that fall into that category into your 401(k), you'll boost your contribution rate without having to worry about slashing expenses.
2. Cut back on spending
Unless you get a really generous bonus, gift, or tax refund, you'll need to work on spending less if you're looking to max out a 401(k). But if you're willing to make some sacrifices, you can increase your contributions to the point where you save enough for your dream retirement. Comb through your budget and aim to cut back on smaller expenses, like your cable or cellphone bill. But if you're serious about maxing out a 401(k), you may need to think big -- like downsizing to a smaller home that slashes your mortgage and property tax payments by $1,000 a month.
3. Get a second job
You can only cut back on so many expenses before seriously impacting your quality of life. If you're not willing or able to go on an all-out expense-slashing spree, but you're eager to max out your 401(k), try getting yourself a second job. If you do, you'll be in good company. Of the millions of Americans who currently hold down a side hustle, an estimated 14% do so for the express purpose of funding a retirement plan.
Imagine you're able to work a lucrative side gig that puts an extra $1,000 in your pocket every month. Assuming you're under 50, if you were to put that money right into your 401(k), you'd only have to come up with another $7,000 over the course of a year to max out. That's a far easier notion than cutting expenses to the tune of $19,000.
Even if you don't manage to max out your 401(k) every year, doing it even a few years over the course of your career could really help. Remember, too, that when you fund a traditional 401(k), the money you contribute is income the IRS can't tax you on. This means that if your tax rate is 24%, and you manage to stick $19,000 in a traditional 401(k), you'll save yourself $4,560 right off the bat. And that's reason enough to work your hardest to contribute the maximum amount you can to your 401(k).
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SOURCE: Backman, M. (20 June 2019) "3 Tips for Maxing Out Your 401(k)" (Web Blog Post). Retrieved from https://www.fool.com/retirement/2019/06/20/3-tips-for-maxing-out-your-401k.aspx
Denied Life Insurance? Here Are Your Next 3 Steps
Were you denied life insurance coverage? Many applicants who fall into the “impaired risk market” understand they're up against a hurdle or two when applying for life insurance, but it doesn't make it any easier when they're denied coverage. Read this blog post for the next steps you should take after being denied life insurance coverage.
It’s tough to learn that the life insurance company you applied to will not be offering you coverage, especially if you were fully expecting a yes!
You may fall into the “impaired risk market,” which means you have something in your background that makes you a higher risk for dying prematurely—think things like diabetes, obesity, a previous cancer diagnosis or even a history of DUIs.
While many applicants with this type of history understand they’re up against a hurdle or two, it’s not any easier to be denied life insurance coverage. But, often times, it doesn’t mean the hunt for an approval is over.
There may still be options, which include applying to a more suitable company or applying for a different policy type.
Here are three actionable steps you should take if you’ve been denied life insurance.
1. Collect information. Before an insurer denies an application, they collect lots of data from several sources to evaluate your risk. If the risk is high enough, you are either rated, postponed or denied. In any of these circumstances, requesting more information on the reason for denial is your right.
Upon request, the carrier can provide detailed information on why an applicant is declined, whether it was due to medical history, current exam results, driving record or something else. Denials from current exams tend to be the most shocking, as you may not know about an illness or disease beforehand.
2. Confirm the results. Errors can happen. Wires can be crossed. Double check the data that was provided to the underwriter. If poor exam results were cited as the cause, confirm it with your primary care physician. In some cases, a company may simply deny coverage because of new, undiagnosed lab results, even if there is little cause for concern.
In other scenarios, you could be denied for occupational or recreational hazards, criminal records and even financial distress. Having records such as these, which aren’t updated or detailed enough, can lead to postponement or declines because the underwriter simply can’t assess a proper risk profile.
3. Work with an agent. Even with proper research, the first company you apply to isn’t always necessarily the best. Passing along detailed information to an agent can allow them to search into better options. A well-trained high-risk life insurance agent can assess information thoroughly and find a better fit for you.
But you also need to understand that applying to another carrier is an option only if the reason for denial (such a diabetes) is one another may accept (because your diabetes is under control with medication). Each life insurance company adheres to its own set of underwriting guidelines, meaning identical applications to separate carriers could yield different results.
If the root cause for denial is too great, a different type of life insurance policy altogether may be the last resort. Utilizing “graded” or guaranteed products make life insurance possible for those with pre-existing conditions or unfavorable risk profiles. While they cost more and typically come with maximum death benefits, they can be a solution.
Saving in the Long Run
After being approved for life insurance, keep an eye out over the next few months or years. Depending on your situation, you might have options to lower your rate. Here two quick examples:
Let time pass. Certain impaired risks simply require more time to pass between diagnosis and the time of application. As medical records and follow-ups are recorded, and symptoms pass or become stable, your rates can come back down. In addition, concerns related to a driving record or criminal record may also just require a certain amount to have elapsed where the offense is either removed or settled.
Check the workplace. If life insurance is offered through group benefits in the workplace, it could end up being more affordable, based on the program offered. It could also lead to filling in coverage gaps a graded or guaranteed policy left behind.
There is no one-size-fits-all regimen to combat a declination. However, taking these steps could alleviate the stress and annoyances that make finding coverage so daunting.
SOURCE: Fisher, J. (10 June 2019) "Denied Life Insurance? Here Are Your Next 3 Steps" (Web Blog Post). Retrieved from https://lifehappens.org/blog/denied-life-insurance-here-are-your-next-3-steps/
Was Your Company Trashed Online? What to Do with Workers’ Negative Reviews
A survey from Bayt.com revealed that 76 percent of professionals research a company online before considering a job there. Continue reading this post from SHRM to find out how your company should react to workers' negative reviews.
Online reviews proliferate for everything from rent shares to restaurants, and corporate cultures are hardly immune: Sites like Glassdoor, Indeed and Vault give disgruntled employees a platform to expose the underbelly of their organizations' managers and practices--whether fairly or not.
"Job candidates and employees are now empowered to provide instant feedback on employers, at any time, and they can rate a company's culture and management just as they rate a hotel, restaurant or movie," said Jeanne Meister, founding partner of Future Workplace, a New York City-based HR executive network and research firm.
And these reviews can potentially be seen by untold numbers of job candidates.
A survey from Bayt.com—a job board for positions in the Middle East—found that 76 percent of professionals research a company online before considering a job there. An Indeed survey shows that 83 percent of job seekers will probably rely on company reviews to decide if they should apply to a job.
If negative reviews threaten a business's brand, reputation and future hiring prospects, what's a company's recourse? And what if the review is accurate about a negative aspect of working for your company?
What If a Reviewer Lies?
Robin Richards, co-founder of CareerArc, an HR technology company based in Burbank, Calif., suggests two options if a company spots a fraudulent review:
1. Flag it. On its website, Glassdoor says that employers "can flag [a review] directly and our Content team will give it a second look. If we find that we missed something the first time, we'll take it down."
Typically, Glassdoor removes a post if it violates the company's guidelines or terms of use. For instance, if a poster:
- Misrepresents his or her current or former affiliation with an employer.
- Posts content that's defamatory, libelous or fraudulent; that the poster knows to be false or misleading; or that does not reflect the poster's honest opinion and experience.
- Discloses information that violates legally enforceable confidentiality; nondisclosure or other contractual restrictions; or rights of any third party, including any current or former employers or potential employers.
2. Respond to it. "This may be the most effective course of action," Richards said. "Simply being aware of negative comments is not enough. Today, [potential job] candidates expect a reply. Sixty-two percent say reading a response improved their perception of an employer, according to one Glassdoor survey."
The response should be prompt. To that end, companies should create alerts that notify them immediately when they're mentioned publicly in a post or on social media. Leaders should also ask workers to notify them, or HR, if they spot posts that could harm the company.
What If the Review Has Merit?
Responding too swiftly might not be the best course of action, however, if a review makes an allegation that has merit. If reviewers can provide evidence supporting a negative posting, an employer's defensiveness will only reflect poorly on the business.
"Make sure to not be combative and to consult with your legal team before responding to any serious claims, such as harassment or discrimination," Richards said.
Do show appreciation for the feedback.
"Listen to what the review has to say," Richards said. "The worst thing to do is ignore a bad review simply because it's negative. Keep an open mind and investigate if there are merits to the claims. They may represent real opportunities for change that could genuinely improve your company culture."
And if companies do make improvements, he said, share those actions on the site where the bad review appeared.
Finally, companies may want to ask current employees to respond to a critical review by posting positive reviews.
"Encourage employees to share why they love working at your company," Richards said.
But, Glassdoor warns, "we do not allow employers to incentivize or coerce employees to leave positive reviews."
If a review is especially nasty, or is starting to receive media attention, consider issuing a press statement to address and, if applicable, refute the issues that the post raised.
Legal Considerations
If a company isn't satisfied with how a review website responds to its complaints, it may want to pursue legal action, such as a cease-and-desist order.
But be aware that the courts have ruled that employees' complaining about their company to try to improve working conditions is protected speech. And posting personnel file details about a current or former worker could violate privacy.
Also, many websites allow reviewers to discuss companies' senior leaders by name, though not anyone below that level.
Glassdoor notes that the law protects such websites from responsibility for the content that users submit, and "If you sue our users and ask us to tell you who they are, we object and often fight in court to protect their anonymity."
Richards also recommends that employers:
- Analyze comments on employer rating sites to inform HR strategy.
- Listen carefully to current employees so you know what makes them happy and what doesn't.
- Assign a team to analyze and respond to positive and negative feedback on employee satisfaction surveys.
"In much the same way that marketing departments have become customer-centric, human resource departments must treat their employees as customers and continuously use listening platforms to better understand employees needs and wants," Meister said.
"This means ending the once-a-year employee survey and replacing it with continuous, monthly or weekly surveys. It means a relentless focus on transparency and responsiveness in the workplace. As more employees use an expanding set of these employer rating sites," she said, "power is shifting from the employer to the employee."
SOURCE: Wilkie, D. (13 June 2019) "Was Your Company Trashed Online? What to Do with Workers’ Negative Reviews" (Web Blog Post). Retrieved from: https://www.shrm.org/ResourcesAndTools/hr-topics/employee-relations/Pages/negative-workplace-reviews-.aspx
Improve Talent Retention with this New Approach to Leadership Development
Leadership development strategies will not only prepare future leaders but will also improve talent retention. Continue reading this blog post from SHRM to learn more.
Do you have an intentional leadership development strategy?
As Henry Ford once said, “The only thing worse than training your employees and having them leave is not training them and having them stay.”
Henry Ford’s words have never been more pertinent as organizations struggle to hang onto their top performers in this economy. And though it’s tempting to instinctively go for that new shiny penny when a new leadership role opens up, what if there was already an internal leader poised for the challenge as opposed to looking externally?
Leadership development strategies will not only prepare future leaders but improve talent retention across the organization. After years of developing wide-ranging programs, I’ve seen approaches from structured and intentional succession planning to general leadership training classes for the masses.
When evaluating your own leadership development programs and strategies, there’s only one approach that will set you apart and improve talent performance and retention – and it can be applied to any strategy you already have in place.
Customize Leadership Development for Individual Leaders
It seems like a big ask. Investing more time to tailor your leadership development strategy though is necessary to stay competitive. The generic classes and training programs that have been a product of traditional leadership development strategies are not going to cut it. You must intentionally invest in each leader you’ve identified as top talent.
Take the 70:20:10 Model for Learning and Development. The learning and development model corresponds to a proportional breakdown of how people learn effectively, based on a survey asking nearly 200 executives to self-report how they believed they learned:
- 70% from challenging assignments
- 20% from developmental relationships
- 10% from coursework and training
As the survey illustrates, every leader learns differently. It’s important to customize your leadership development strategy based on how a top performer processes information. Not only will this better prepare your internal leaders for their career trajectory within the organization, it’s a unique benefit that will improve your organizational retention and offer them an incentive to refuse external offers.
What does a custom leadership development program look like?
It’s not realistic to design an entire customized program for each individual, as effective as that might be. Instead, customizing your strategy should build on what you already have in place. For example, pair your top performers with a leadership consultant who can give real-time executive coaching in the moment, whether for general leadership development or while integrating into a new leadership role.
Successful facilitators provide tailored growth and development to align the functional, cultural and organizational aspirations of a top performer with the organization to accelerate performance. A leadership development strategy that offers real-time, customizable feedback and growth opportunities is also invaluable to those looking for further opportunities within the organization.
In this war for talent, your current workforce is your best weapon. Intentionally investing in each individual leader by customizing your approach to leadership development will maximize the return on your talent investment, and is one of the best ways to retain talent in this competitive marketplace.
Ginger Duncan, MA is a senior leadership consultant and executive coach with The Human Capital Group, an executive search and leadership advisory firm. She has over 20 years of experience in leadership development, coaching, facilitation and training, plus 11 years leading the talent development function in a corporate setting.
SOURCE: Duncan, G. (3 June 2019) "Improve Talent Retention with this New Approach to Leadership Development" (Web Blog Post). Retrieved from https://blog.shrm.org/blog/improve-talent-retention-with-this-new-approach-to-leadership-development
5 Strategies to Motivate Burned-Out Workers
Looking for ways to motivate burned-out workers? An optimal way to motivate and engage burned-out workers is by rewarding team members for their achievements. Continue reading this post from SHRM for 5 strategies used to motivate burned-out workers.
Robert is a human resources director in a local community hospital who feels the heaviness of low staff morale. Employees are clearly tired, they feel like they're working at their maximum, and they're having a hard time keeping up with the patient load. In fact, due to leaves of absence from co-workers' disabilities and workers' comp, more employees have been working double shifts over extended periods of time. They are showing the classic signs of burnout. Unfortunately, Robert can't simply backfill positions because employees are on protected leaves of absence, and temp agencies and registries have few candidates to offer due to the tight labor market. In short, Robert doesn't know how to stop this apparently endless cycle of staffing shortages, excessive shift coverage, employee leaves and limited position replacements.
"Unless you've got some kind of magic wand to make these all-too-common challenges disappear, you won't have much success in terms of addressing these issues directly and head on," said Terry Hollingsworth, vice president of education and human resources services for the Hospital Association of Southern California in the greater Los Angeles area. "Yes, tightening up your recruitment cycle and opening your network to more temp agencies and registries may help, but those are Band-Aids. The real value lies in looking at the other side of the equation: employee engagement and self-motivation."
Rewarding people for their achievements, it turns out, is an optimal way to motivate and engage a team that feels like it's treading water. Allowing people to assume greater responsibilities and focus on their career development is better for them and for the organization—even when they may be feeling overwhelmed or burned out at the time you initiate the programs that follow.
1. Create a Career Development Pipeline
If your organization isn't already doing so, look for opportunities to build a succession planning program, especially among your hourly workers where career escalation is relatively easy to accomplish.
In Robert's case, the hospital's key challenge lies in finding certified nursing assistants (CNAs) due to market shortages.
"Hospital food service workers, janitors and others might want to pursue their CNA certification as a first step to formally launch their health care careers," Hollingsworth said. "Setting up onsite training classes and allowing on-the-job shadowing can be a game changer in terms of your culture and creating an environment where workers feel motivated and re-engaged. Ditto for developing a training program where CNAs can apply for their licensure to become licensed vocational nurses, the next rung on the nursing career ladder."
2. Develop a High-Po Program
"High-potential (high-po) programs focus on identifying the top 10 or 20 percent of workers in a given classification and awarding and recognizing them for their achievements, while helping them build out their resumes," said Rita Van Vranken, chief human resources officer at the Motion Picture Industry Pension and Health Plans in Studio City, Calif.
"High-pos may not be ready to promote just yet, but they set themselves apart as top performers, brand ambassadors, and potential leaders who deserve special levels of acknowledgment and development from departmental and senior management. A structured high-po program serves as an effective recognition and development tool and dovetails nicely into formal succession planning."
Identifying one person from each department or unit gives these individuals more than an opportunity to feel special. They also may, for example, attend advanced classes on leadership, communication and teambuilding; enjoy a once-a-quarter lunch with their regional manager; and benefit from individual development plans that, created in tandem with their manager and department head, will single them out for promotion when the opportunity arises.
3. Develop an Active Employee Recognition Program
"Many organizations fail to realize the importance of both formal and informal recognition programs," Van Vranken said. "More important, though, is that companies that have them in place fail to promote and publicize them. If you have [an] Employee of the Month and Employee of the Year award program that barely gets attention, scrap it temporarily." Instead, try a Shining Star or Employee Spotlight program that recognizes employees who go above and beyond their job's expectations.
"[Pilot] a three- or six-month program that generates a buzz and makes the rewards something to brag about," she added.
Just remember that these types of programs are meant to spark up the troops, and, if you're not rewarding the most-needed behaviors (e.g., accepting double shifts or coming in on weekends), you're missing the main benefit of the exercise.
"Make it real; make it pop; and make sure your messages, values, and activities are all aligned," Van Vranken said.
Don't be surprised to learn that the most dramatic and immediate change in your organizational culture stems from praising employees and recognizing their achievements. And that recognition need not be monetary. In fact, many consulting firms that specialize in reward and recognition programs will tell you that research shows public praise and recognition can be more meaningful to workers than a cash card or check in a sealed envelope.
There are plenty of simple and effective ways for leaders to recognize their employees, from employee photos in the lobby to prestigious parking spots. Whatever you decide, make sure to communicate both expectations and celebrations clearly. Encourage your team members to follow your lead in recognizing others for a job well done. Share praise openly, and consider organizing recognition events to honor bigger accomplishments, especially those reached by teams working closely together.
4. Help Employees Fulfill Their Personal Career Goals
Career development is a key driver of employee satisfaction. Your strongest performers will always be resume builders. Providing opportunities for talented individuals to do their best work every day, combined with training and educational opportunities, will go a long way in helping people achieve their career advancement goals.
Become an organization known for its commitment to professional development. Provide networking opportunities for your staffers to meet leaders from other parts of the organization over team lunch meetings. Serve as a mentor and coach to your direct reports by asking them about their longer-term goals and how you could help them get there.
"Show that you're interested in the whole person, not just the one who shows up at work," Van Vranken said. "You'll likely find that people will respond in kind to the heightened dose of positive attention they're garnering,"
More specifically, Hollingsworth said, "Ask your employees to schedule 30 minutes with you once per quarter to review their progress toward their career goals. Invite them to share their resume with you to help them make the best presentation possible and [add] their work-related achievements to their LinkedIn profiles as well. Remember that when you develop an achievement mentality where employees are adding accomplishment bullets to their resume, you'll create a high-performance culture where high-performers are far less inclined to leave."
5. Plan Ahead
All employees want some sense of job security regarding their future with the company. They likewise want to understand how their efforts contribute to the organization's larger goals, mission and vision.
Share information generously. Ensure that people understand the goals and challenges so they can tie their recommended solutions to the broader picture. Help them learn about your organization and build on their knowledge by collecting information in scorecards, dashboards and other forms of data intelligence.
Likewise, honor the annual performance review process—the one hour per year dedicated to each individual worker as the culmination of the previous 12 months (i.e., the 2,080 hours typically worked). Yes, managers and employees at times express frustration with the annual performance review process, but you'd be surprised how many employees complain about not getting formal feedback—sometimes for years at a time.
Finally, turn your team into corporate futurists: Have them research your organization, industry and competitors. Have them scour the Internet for current trends and patterns in your business, especially those that can impact their careers for the better. As an example, the U.S. Bureau of Labor Statistics (BLS) publishes its Occupational Outlook Handbook at www.bls.gov/ooh. Send your employees on research missions to the BLS website to determine what the growth trajectory for their particular position is (currently measured in terms of job growth from 2016-26).
If Robert's employees take on this task, they will find career projections for medical assistants, dietitians, home health aides, nurses, massage therapists, phlebotomists and pharmacy technicians, among others. The BLS site outlines national median pay, educational requirements and the all-important "job outlook."
On the job outlook page, the hospital's workers will find a bar chart showing, for example, medical assistant jobs will grow at a rate of 29 percent per year between 2016 and 2026, relative to average job growth in the U.S. of 7 percent (all job classifications).
That's pretty motivating, but there's also an Excel spreadsheet embedded in the page that maps out job growth in particular medical areas relative to the 24 percent overall growth for the entire classification. Robert's medical assistant employees will learn that 10-year job growth projections line up as follows by specialty area:
Outpatient care centers +53 percent
Specialty hospitals +38 percent
Nursing/residential care facilities +32 percent
General hospitals +16 percent
Wow! How's that for motivating employees to focus on their career development and construct a longer-term career plan to help them isolate the areas where their skills will be needed most? And who knows—Robert may be helping his front-line operational leaders realize that the ones who shine at extracurricular exercises like these just might distinguish themselves as high-pos ready to build the hospital's leadership bench.
SOURCE: Falcone, P. (12 June 2019) "5 Strategies to Motivate Burned-Out Workers" (Web Blog Post). Retrieved from https://www.shrm.org/ResourcesAndTools/hr-topics/employee-relations/Pages/5-Strategies-to-Motivate-Burned-Out-Workers.aspx
Talent test-drive: Micro-internships may benefit students and employers alike
Micro-internships are project-based internships that are emerging as a way for students to get a foot in the door and for employers to test talent before hiring someone on. Continue reading this blog post to learn more.
"Micro-internships," or project-based internships, are emerging as a way for students to get a foot in the door and for employers to test talent before making a commitment.
Lasting just days or weeks, micro-internships can create a more meaningful experience, too, according to Jeffrey Moss, CEO of Parker Dewey, a platform that enables such arrangements. Rather than longer programs that involve a fair bit of busy work, micro-internships often focus on one, substantive project.
This could have an intern writing a blog post or compiling research, for example, he said. For many companies, these are tasks that are important, but don't always get done. "It gives the career professional or student early insight into what the job is really about," said Moss, "and manager buy-in is high. Rather than a department head trying to create an interesting day or weeks full of intern work, micro-interns get specific projects done for the manager."
For employers looking to test drive talent, Moss said, micro-internships offer insight into the way a person works. Projects are tangible and can demonstrate how someone executes instructions. For students or career re-launchers, they offer a chance to showcase their talents as they grow. "They develop an authentic relationship with someone who may be their manager down the road," said Moss. "They're paid for their work and get real-world experience for their resume, typically in a few days or weeks, and generally done remotely."
The ability to work remotely creates a more democratic system for interns, as well. Students who don't have access to large markets or businesses can still get a foot in the door. For underserved populations, that access could be a key factor in their career trajectory.
Immediate gratification
Adam Rekkbie was an undergraduate at Bentley University when he learned about the opportunity to do project work through Parker Dewey. He emailed HR Dive from Peru to talk about his experience: "I figured this would be a good way for me to earn a little extra money while also expanding on my skills and learning more about different industries," he said.
Generally, employers choose students to work on a project, building a relationship with them and offering help along the way, Moss said.
Rekkbie has completed nine projects to date, and they run the gamut: market research, creating a business plan for a doctor, migrating and cleaning up data, product research and more.
Everybody wins
Rekkbie said the arrangement was a win-win for him and the employers. As a full-time student, he enjoyed the flexibility of working around his schedule. He also said he gained insight into a broad range of industries while still making money.
And employers say the fast access to high-quality talent is invaluable. Ryan Sarti, director of marketing and sales operations at Sturtevant Richmont, is a convert. In a one-person department, he told HR Dive, there are lots of projects that are high priority, but bandwidth is limited. With micro-internships, he can spell out what he needs and when and then choose among candidates; "I can organize a project quickly, hand it off with minimal time and feedback, and get really good high quality work done."
Larger companies are using these as a way to test potential employees, Moss said. Microsoft, for example, is using micro-internships for immediate support and early access to talent.
Growing the talent pool
Feedback throughout the project is open-ended. Sarti said he likes to give and get detailed comments. Interns ask good questions, he said, and the more feedback you give, the more they grow. That's critical because, after all, they may be working with you one day, he said.
Rekkbie noted the networking opportunities, too: "I have had a couple clients I did work for come back to me and ask for help on additional projects because of how satisfied they were with my initial work," he said. "These clients also provide me with valuable insights related to careers."
And while students may not snag a job directly from the internship, Moss said, they'll be better able to articulate to other employers the direct experience they have.
SOURCE: O'Donnell, R. (28 May 2019) "Talent test-drive: Micro-internships may benefit students and employers alike" (Web Blog Post). Retrieved from https://www.hrdive.com/news/talent-test-drive-micro-internships-may-benefit-students-and-employers-ali/555487/
Why employers can’t hit snooze on tired employees
Research shows that a lack of sleep can negatively impact performance and mental and physical health. The Centers for Disease Control and Prevention reports that more than a third of American adults are not getting the recommended 7-8 hours of sleep each night. Continue on to learn more.
It’s time for a wake-up call. We’ve all heard the familiar phrases — sleep when you’re dead or burn the midnight oil from high-powered CEOs and celebrities touting how they sacrificed sleep to advance their careers.
But research shows that lack of sleep may have the opposite effect. Rather than helping people get ahead at work, losing out on sleep can negatively impact performance and, more importantly, mental and physical health.
It’s time for employers to recognize the role sleep plays in employee well-being and take steps to foster a workplace culture that reinforces and encourages healthy behaviors.
More than a third of American adults are not getting the recommended 7-8 hours of sleep, according to the Centers for Disease Control and Prevention. A lack of sleep can lead to:
- Increased absenteeism and illness. The U.S. loses an equivalent of around 1.2 million working days due to insufficient sleep, and research has found that sleeping fewer than five hours consistently is associated with staying home sick for 4.6 to 8.9 more days.
- Lost productivity. Losing even just a bit of sleep can affect productivity. A recent study found that participants who lost just 16 minutes of sleep on a nightly basis reported having more distracting thoughts at work.
- Consequences for physical and mental wellbeing. Lack of sleep has major consequences on long-term health, including increased rates of chronic diseases and conditions, such as diabetes, heart disease and hypertension.
Lack of sleep affects workers regardless of occupation. For employees who work shifts (often overnight), such as in call centers, manufacturing, hospitals and oil and gas, losing sleep can become a safety risk. In fact, findings have shown that shift work sleep disorder impacts approximately 10% of the night and rotating shift work population.
So how can we promote a healthy sleep culture? There are a number of tools and programs that employers can use to show they value and encourage healthy sleep habits, educate employees about how sleep can improve their work performance and support them in sticking to sleep goals. Organizations like the National Sleep Foundation offer employers resources to learn more about the benefits of sleep tracking to monitor sleep stages and tips to improve sleep for everyday health.
Employers can provide employees with tip sheets, send emails or hang posters around the office to encourage healthy sleep habits and explain how critical sleep is for their wellbeing. Tips employers can share include shutting down electronics 30 minutes before bedtime, keeping smartphones and laptops away from bed to create a sleep zone and using a guided breathing exercise or meditation apps to help the body wind down. It’s also important for managers to lead by example and encourage healthy sleep habits, including avoiding sending emails too late in the evening and being conscious of employees working in other time zones.
Wearables can also help people track their activity, sleep and overall health goals. Before the launch of wearable devices, many types of health data, including quantity and quality of sleep, were only accessible to study participants via sleep labs – which are both costly and time consuming. With today’s technology, employees can better understand their sleep patterns and use that data to find a sleep plan that works for them.
Sleep tracking can also be useful to help employees correlate data and insights based on their schedules, activity levels and what they’ve had to eat or drink. For instance, someone who tracks their sleep may find that getting exercise after work helps them get a better night of rest. Having a different sleep pattern on work days versus days off can cause social jetlag — a feeling almost like changing time zones that can take a significant toll on sleep cycle and overall health. That’s why it’s important to keep a consistent sleep schedule throughout the week and the weekend.
Here’s the bottom line: insufficient sleep contributes to poor productivity, worse health outcomes, absenteeism at work and can create safety risks. Today, more and more employers are working to combat the idea of sacrificing sleep in corporate culture and are recognizing that it is an asset to the workplace, not an enemy.
SOURCE: McDonough, A. (28 May 2019) "Why employers can’t hit snooze on tired employees" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/sleep-deprivation-impacting-company-bottom-line
What HR can do about the measles — and what it can't
According to the Centers for Disease Control and Prevention (CDC), measles has been confirmed in 26 states since the beginning of 2019, affecting not only schools, medical facilities and public areas, but also the workplace. Continue reading to learn more.
After decades of near-eradication in the U.S., measles is making a comeback. Its return affects not only schools, medical facilities and public areas, but also the workplace.
As of May 24th, there were 535 confirmed cases of measles in Brooklyn and Queens since September, according to the New York City Department of Health and Mental Hygiene. On the other side of the country, the Los Angeles Times recently reported a confirmed case of measles linked to Google's Mountain View campus.
Measles has been confirmed in 26 states since the start of 2019, as of May 24, according to the Centers for Disease Control and Prevention (CDC) — the greatest number of cases reported in the U.S. since 1994; measles was actually declared eliminated in 2000.
Given that measles is "very contagious" and can lead to serious health complications, HR needs to know how to keep employees safe while at the same time remaining in compliance with all applicable health privacy and anti-discrimination laws.
Measles transmission and symptoms
"Measles spreads when a person infected with the measles virus breathes, coughs, or sneezes," said Martha Sharan, Public Affairs Specialist at the CDC, speaking to HR Dive via email. "It is very contagious. You can catch measles just by being in a room where a person with measles has been, up to two hours after that person is gone. And you can catch measles from an infected person even before they have a measles rash."
In addition to a fever that can get high, Sharan said, other possible symptoms include cough, runny nose, and red eyes; a rash of tiny red spots that starts at the head and spreads to the rest of the body; diarrhea; and an ear infection.
Can employers require vaccinations?
In general, requiring employees to get vaccinated is a legally risky proposition for employers; there are some limited exceptions for employers in the healthcare field.
However, many employers — particularly those in the healthcare field — are "starting to be a little more aggressive in terms of asking employees whether they have been vaccinated as the [measles] outbreak continues and in some cases continues to grow," according to attorney Bradford T. Hammock, a shareholder at Littler Mendelson P.C.
"Employers must be very careful about these types of inquiries, but some healthcare employers have made the determination that this is permissible under the [Americans with Disabilities Act] as job-related and consistent with business necessity," Hammock said. He added that employers must also be aware of state and local considerations.
Steve Wojcik, VP of public policy at the National Business Group on Health, said the current concern about measles provides employers with an excellent opportunity to communicate the importance of vaccines and immunizations generally. "Remind employees that the measles vaccine is free, essentially, with no cost-sharing as it is one of the preventive services under the Affordable Care Act. It's a good reminder about preventive services in general."
Wojcik added that employers should encourage employees to check their specific vaccination records to confirm not only that they have received the measles vaccine, but that they have been effectively vaccinated. "Depending on age and when you were vaccinated, some early vaccines may not have been as effective as once thought," he said. Wojcik said that employees born in or before 1956 are assumed to have been exposed to the measles at some point and have some natural immunity, but in the early 1960s, the measles vaccine was "not so good," he said. "It's not as simple as flu or other vaccines."
If your workplace has been exposed
Whatever you do, "be incredibly careful about privacy," said attorney Carolyn D. Richmond, a partner at Fox Rothschild LLP. "Don't go announcing that 'Joe Smith has measles!'" Instead, Richmond advised, "call the local department of health first and find out what they have to say. Every jurisdiction has little tweaks that may affect reporting."
While you can send out a notice to employees stating they may have been exposed to measles, "again, be super careful and don't hint who it might be," she cautioned. "Your local health department will be able to tell you what you can say."
Get your leave policies in order
"Those sick with measles should stay at home for at least four days after developing the rash," said Sharan. "Staying home is an important way to not spread measles to other people. They should talk to their doctor to discuss when it is safe to resume contact with other people."
Wojcik recommended working from home and flexible work arrangements for employees who may have been exposed, particularly those who live in (or have traveled to) areas with known outbreaks. Richmond also suggested providing PTO or work-from-home arrangements for employees who have not been vaccinated or who are immunocompromised.
"We assume that those with measles will absent themselves from the workplace, and an employee with measles may be out for a number of days or longer. Follow your policies and practices with return to work," Richmond told HR Dive in an interview.
Stay in touch with your local health department and the CDC
"Continue to be in contact with your local health department, and follow along with the CDC in terms of guidance," advised Hammock. "Depending on the status of the measles outbreak in your particular area, the analysis may be different."
Richmond concurred. "Contact your local health department and your local counsel — and contact your local health department first. The bottom line is privacy, privacy, privacy."
SOURCE: Carsen, J. (29 May 2019) "What HR can do about the measles — and what it can't" (Web Blog Post). Retrieved from https://www.hrdive.com/news/what-hr-can-do-about-the-measles-and-what-it-cant/555219/
Who Can I Name as a Beneficiary on My Life Insurance Policy?
Wondering who you can name as a beneficiary on your life insurance policy? A beneficiary is usually the person or people who will receive your life insurance payout after you die, but it can also be a trust, charity or your estate. Read this blog post to learn more.
First off, great job on buying life insurance! You took an important step by protecting the ones you love.
Every life insurance policy requires you to name a beneficiary. A life insurance beneficiary is typically the person or people who get the payout on your life insurance policy after you die; it may also be a trust, charity or your estate.
You can also name more than one beneficiary, as well as the percentage of the payout you want to go to each one—for instance, you could designate 50% to a spouse and 50% to an adult child.
You’ll typically be asked to pick two kinds of beneficiaries: a primary and a secondary. The secondary beneficiary (also called a “contingent beneficiary”) receives the payout if the primary beneficiary is deceased.
Providing for Kids
A big reason why people buy life insurance is to provide for children left behind. Usually this is done by making the surviving spouse or partner who cares for and is raising the kids the beneficiary. But what if you’re widowed or—God forbid—-both you and your partner pass away at the same time?
First, know that it’s not a good idea to name a minor as a beneficiary. That’s because the law forbids life insurance payouts to anyone who has not reached the age of majority, which is 18 to 21 depending on your state. If a child were to be named, then it would be turned over to probate court. The court will name a guardian who has oversight of the money/estate until the child comes of age.
Fortunately, there are two options. The first is to name an adult custodian. The custodian should be someone you can trust to use the money for things like housing, health care, and education until the child reaches the age of majority. At that point, any remaining money gets turned over the child and they can spend it any way they want.
The second option is to work with an attorney to set up a trust. In this scenario, the trust is the beneficiary and a trustee is named to manage and distribute the funds. The main advantage of a trust over naming a custodian is having more control.
A trust lets you specify how you want the money distributed—and it lets you do so even when your kids are adults. (One quick word of caution: Definitely consult with an attorney if you’re setting up a trust for a special needs child. They can help you create one that doesn’t impact your child’s eligibility for government assistance like Medicaid or Supplemental Security Income.)
Naming a Charity
Do you have a cause that’s near and dear to your heart? If so, you might consider naming a charitable organization as the beneficiary of your life insurance.
There are several ways to do this. They include naming the charity as a beneficiary on a new or existing life insurance policy, making the charity both the owner and the beneficiary of a life insurance policy, adding a charitable-giving rider to a life insurance policy, or working with a community foundation to figure out the best way to distribute a payout.
Final Tips
Think carefully about naming your estate as a beneficiary. This can trigger a long and costly legal process known as probate. A faster and more efficient solution is to name specific individuals or organizations as beneficiaries.
1. Get specific. Instead of naming “my spouse” or “my children” as beneficiaries, list their names along with their addresses and Social Security numbers. This saves a lot of time since the insurance company doesn’t have to track down information.
2. Always name a contingent beneficiary. Passing away and leaving behind life insurance without a living beneficiary could mean the payout goes to someone you never wanted your policy to benefit. It could also require a court-appointed administrator to sort things out.
3. Pick trustworthy custodians and trustees. Really consider who’d you trust your child’s financial well-being with if you weren’t in the picture. Your kids may love their uncle or aunt, but is he or she mature and responsible with money? If not, pick someone else who is.
4. Regularly review your beneficiaries. It’s a good idea to review your beneficiaries about once a year and after major life events like a marriage, divorce, the birth of a child, or a death in the family.
5. Communicate your wishes. Let your beneficiaries know your intentions and how to find the policy.
6. Be aware of special situations. There are some situations that could trigger a tax on the life insurance benefit—for instance, when the policyholder and the insured aren’t the same person. Likewise, things can get sticky if you live in a community property state and don’t name your spouse as a beneficiary. An insurance agent can give you life insurance advice on this and much more.
SOURCE: Austin, A. (29 April 2019) "Who Can I Name as a Beneficiary on My Life Insurance Policy?" (Web Blog Post). Retrieved from https://lifehappens.org/blog/who-can-i-name-as-a-beneficiary-on-my-life-insurance-policy/