Food for thought
BY DENIS STOREY
May 1, 2012
Source: Benefitspro.com
If you’ve been paying attention to my rants over the years, it doesn’t take long to figure out how much I scream the paint off the walls about obesity in this country. It’s such a singularly classic representation of the worst of us.
“I’m free to do what I want. I’ll pay for it. And if I can’t, somebody else will.”
But even if I’m overstating the significance of our collectively burgeoning waistbands, obesity still stands (or sits) as probably our single greatest (remaining) preventable health care cost driver.
Now I’m no longer a lone voice in the wilderness. A handful of new studies just dropped that actually spell out some of the hard costs our soft bodies are ringing up.
The bottom line is obesity can now be tied to $190 billion in annual health care costs—more than 20 percent of the total we spend every year, according to a study in the January issue ofJournal of Health Economics. This is apparently twice the estimates of most experts.
Even worse—at least for employers—obesity racks up nearly $6.5 billion in absenteeism costs with an additional $30 billion in lost productivity, from those who still manage to show up. Not only that, but according to the Duke University study that broke these numbers, the less productive obese workers cost employers—on average—a month out of every year. And maybe least surprising of all, obese men rack up nearly six more sick days a year, while women tally up more than nine sick days annually.
This isn’t about how many of us are overweight, because we’ve all seen the numbers, with an upcoming HBO documentary reporting that 69 percent of us now weigh more than we should.
What this is about is getting hard numbers, with the obese (and particularly the morbidly obese) now costing the system far more than smokers.
Finally, and where it matters most to those of us in the business, Reuters reported that non-obese Americans pay higher health insurance premiums and taxes into Medicaid to pick up the tab for the obese.
The numbers, like the buffet lines, go on and on.
Time for employers to get proactive on workplace wellbeing
Oliver Gray, 22 May 2012
Source: HRmagazine.co.uk
Employee wellbeing might be firmly on the agenda for some organizations but are employers any nearer to really reaping all of the benefits associated with it?
Too many organizations take a reactive approach to wellbeing which leaves them missing out.
Too often organizations take a reactive approach to employee well-being. Don't get me wrong, this doesn't mean employers have failed to think about well-being or aren't putting solutions in place, because many are. In fact, many medium to large organizations invest thousands of pounds every month paying for private medical insurance and annual health checks. But this is all reactive.
Private medical insurance can add huge value to businesses and individuals in terms of speeding up rehabilitation and getting employees back to work quickly. But it does not really help employees who are not sick or injured. Successful organizations know that there are huge benefits to be had from combining reactive health interventions, like private medical insurance, with proactive sessions to help employees really understand what simple changes they need to make to improve their health.
The forward thinking companies know that by taking a more proactive approach, focusing on both physical and mental well-being, and promoting healthy ways of living they have a real opportunity to make a positive change to the health, energy and performance of their staff. It is this that will reduce the cost of reactive health interventions, increase positivity throughout the organization and have a positive impact on the financial health of the organization.
In order to deliver real change we need to move away from thinking about well-being as a standalone activity, it is something that needs to be threaded through all talent management activities and that really becomes part of the culture. It is not enough to simply hold one event or workshop just to tick a box - putting in place healthy habits take time and therefore well-being activities need to be delivered regularly.
Only by helping employees understand what simple changes they need to make to change their habits will organizations reap all of the benefits of healthy, energized, high performing staff. By organizing health and wellbeing sessions that are relevant, dynamic, engaging and informative employees will be motivated to take action and it is this that will enable them to perform at their best.
Take stress as an example. Rather than focusing on stress, which is a word that creates so much negativity, instead organizations need to invest time coaching staff so that they become more resilient and are able to handle pressure. By training employees to be more resilient, giving them the tools to manage pressure effectively, employees are more likely to be able to handle the challenges that come their way. This means they are less likely to go off sick due to stress and are able to get on with their day job.
Organizations that are taking a proactive approach and making employee well-being part of their culture with directors, managers and employees buying into the concept are reaping the benefits. They are not only seeing a reduction in sickness absence and staff turnover but also an increase in performance, higher staff engagement and reduced healthcare costs.
Heat Illness: Nothing to Fool Around With!
Thursday, May 24, 2012 3:00 AM
by Chris Kilbourne
Source: https://safetydailyadvisor.blr.com
Yesterday, we featured information about heat-related risks and strategies for reducing those risks as the thermometer rises. Today, we talk about symptoms of heat illness and first aid.
Not everyone reacts to heat to the same degree and not every work situation poses the risk of heat illness. Factors that increase an employee's risk of heat illness in addition to ambient temperature include:
- Amount of exertion required to do the job
- Not being acclimated to working in the heat
- Age (older people have less body water and lower sweat gland efficiency)
- General health condition
- Weight (overweight people are at greater risk)
- Heavy protective clothing that traps heat
- Medications that can interfere with normal body reactions to heat
Heat Stroke
Heat stroke occurs when the body no longer sweats and holds so much heat that body temperature reaches dangerous levels. Heat stroke is life threatening. Without prompt identification and treatment, an employee could die.
Symptoms of heat stroke include:
- Dry, hot, reddish skin
- Lack of sweating
- High body temperature
- Strong, rapid pulse
- Chills
- Confusion
First aid for heat stroke includes:
- Act immediately, and call for emergency medical help.
- Move the victim to a cool place while awaiting the ambulance.
- Cool the victim down as much as possible, using a hose or soaking clothes in water and fanning the body.
- Monitor breathing.
- Don't give fluids if the person is unconscious.
Heat Exhaustion
Heat exhaustion occurs when the body can't replace fluids and/or salt lost in sweating. Though not as severe as heat stroke, untreated it can quickly get worse and become heat stroke.
Symptoms of heat exhaustion include:
- Weakness, dizziness, and sometimes nausea
- Pale or flushed appearance
- Sweating, moist and clammy skin
First aid for heat exhaustion includes:
- Move the victim to a cool place immediately.
- Loosen clothing and place cool wet compresses on the skin.
- Have the victim drink water or an electrolyte beverage slowly.
- Elevate the feet 8 to 12 inches.
- Monitor for improvement. If condition worsens, call 911.
IMPORTANT: Make sure both supervisors and employee can recognize symptoms and know first aid for heat illness.
Are You and Your Workers Ready for the Summer Heat?
Wednesday, May 23, 2012 3:00 AM
by Chris Kilbourne
Source: https://safetydailyadvisor.blr.com
Every year, thousands of workers become sick from exposure to heat, and some even die. But your people don't have to suffer. These illnesses and deaths are preventable.
With summer just around the corner and heat and humidity on the rise, many employers need to start thinking about and planning to prevent employee heat-related illness.
Although OSHA doesn't have a specific standard that covers working in hot conditions, under the General Duty Clause of the OSH Act, you nevertheless have a duty to protect workers from recognized serious hazards in the workplace, including heat-related hazards.
This means right off the bat you need answers to three very important questions.
What Is Heat Illness?
The body normally cools itself by sweating. During hot weather, especially with high humidity, sweating isn't enough. Body temperature can rise to dangerous levels if precautions are not taken. Heat illnesses range from heat rash and heat cramps to heat exhaustion and heat stroke. Heat stroke can result in death and requires immediate medical attention.
Who Is Affected?
Workers exposed to hot and humid conditions are at risk of heat illness, especially those doing heavy work tasks or using bulky protective clothing and equipment. Some workers might be at greater risk than others if they have not built up a tolerance to hot conditions.
How Can Heat Illness Be Prevented?
Remember these three words:
- Water
- Rest
- Shade
Drinking water often, taking breaks, and limiting time in the heat can help prevent heat illness. Include these prevention steps in worksite training and plans.
Additional steps can also help prevent heat-related illness on the job whether employees are working outside or inside in a hot environment:
- Gradually increase workloads and allow more frequent breaks during the first week or so of hot weather for all heat-exposed workers.
- Pay special attention to workers who are new on the job or have been away from work for a week or more when the weather is hot. Make sure supervisors acclimate (or reacclimate) them properly to working in the heat.
- Also make sure employees and supervisors know the symptoms of heat illness and look out for these signs in themselves and others during hot weather.
- Plan for heat-related emergencies, and make sure everyone knows what to do. Acting quickly in heat illness emergencies can save lives.
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Using the Heat Index
Workers become overheated from two primary sources:
- Environmental conditions in which they work (whether hot weather outside or hot conditions inside)
- Internal heat generated by physical labor
To make sure workers keep safe as the heat rises, review this table, which matches temperatures, risk levels, and protective measures for high temperatures:
|
Heat Index |
Risk Level |
Protective Measures |
| Less than 91ºF | Lower caution | Basic heat safety and planning |
| 91ºF to 103ºF | Moderate | Implement precautions and heighten awareness |
| 103ºF to 115ºF | High | Additional precautions to protect workers |
| Greater than 115ºF | Very high to extreme | Triggers even more aggressive protective measures |
For lower caution risk level, encourage workers to:
- Drink plenty of water (make sure it is available).
- Wear a hat and sunscreen.
- Take rest breaks in an air conditioned or cool, shaded area.
- Acclimate if new or returning to work and performing strenuous work.
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For moderate risk level, encourage workers to take all of the precautions above, plus:
- Watch for signs of heat stress (be sure to review signs in a safety meeting and instruct supervisors to watch for symptoms).
- Drink at least 4 cups of water every hour (make sure it is available).
- Report heat-related symptoms immediately and seek appropriate first aid (explain who to call and review first aid for heat illness in safety meeting).
- Call 911 if a worker loses consciousness or appears confused or uncoordinated.
For the high risk level, you should take these additional precautions to protect workers:
- Increase rest periods.
- Designate a knowledgeable person (well informed on heat-related illness) at the worksite to determine appropriate work/rest schedules.
- Reduce the workload, and pace strenuous work tasks.
- Make sure cool, fresh water is available, and remind workers to drink plenty of water every 15 to 20 minutes.
For very high and extreme risk levels:
- Reschedule all non-essential outdoor work to days when the heat index is lower.
- Move essential outdoor work to the coolest part of the work shift.
- As much as possible allow for earlier start times, split shifts, or evening and night shifts.
- Prioritize and plan essential work tasks carefully. Strenuous work tasks and those requiring the use of heavy or non-breathable clothing or impermeable chemical protective clothing should not be conducted when the heat index is at or above 115°F.
- Stop work if essential control methods are inadequate or unavailable when the risk of heat illness is very high.
Taking the Long View of New Hires
By Mark McGraw
May 22, 2012
Source: Human Resource Executive Online
Don't be too quick to measure the impact of new hires, experts say. Even though many companies are "concerned" about the way they appraise new professional and managerial-level hires, it's important to allow them to develop and grow before determining their worth to the organization. It's also important to establish meaningful metrics.
Professional football franchises are big businesses that depend on frequent injections of new talent to remain successful.
Look at the recent NFL draft, where each of the league's 32 clubs carefully selected a handful of college athletes they hope will lead their organizations to success for the next decade or so. These pro prospects are poked, prodded and closely scrutinized for months leading up to draft day, and teams have become increasingly thorough in testing the physical and mental capabilities of these young men before making sizable investments in them.
Still, predicting a just-drafted player's career trajectory is an inexact science. Highly touted players with big-name college pedigrees don't always pan out at the pro level, while unheralded, under-the-radar picks from smaller schools sometimes blossom into superstars.
And NFL teams and their highly paid talent evaluators are left to contemplate their methods for measuring the potential impact of these skilled, but unproven, new employees.
Sound familiar? There's an almost 50/50 chance it does, if findings from theFuturestep Global Talent Impact Study 2012 are any indication.
The survey of more than 1,500 HR professionals in five continents finds that 40 percent of respondents report they "are concerned" about the metrics and measurements they have in place to assess the impact of new professionals and managerial-level recruits on their organizations.
There is no one-size-fits-all approach to measuring a new hire's potential impact, says Byrne Mulrooney, CEO of Futurestep, a global recruitment company with U.S. headquarters in Los Angeles.
More than half (52 percent) of survey respondents say they rely on two to five metrics to assess a new hire's potential value within the organization, he says.
Measurement tools will vary based on the industry and type of position, but there are broader measurements that an organization can use to assess the possible worth of a new hire, according to Dave Ulrich, professor of business at the Ross School of Business at the University of Michigan and a partner at the RBL Group, a Provo, Utah-based consulting firm.
For example, he says, "there are some generic metrics such as perceived performance (perceptions of those that work with the person), behavior (the extent to which the new hire's time is spent on the appropriate business issues) and 'time to productivity,' which is the time before the new manager or hire is fully productive in the new job."
Ideally, these essential processes should be in place before hiring a candidate for a managerial-level position, adds Ulrich, "then those expectations can be the standards to determine if someone is doing the right job."
A new hire's impact will evolve over time, and companies and their HR leaders should rely on a combination of metrics to assess value in the short-, medium- and long-term, says Mulrooney.
"There are three distinct dimensions to a new hire's impact," he says. "First is the immediate impact, when a candidate with the right skills arrives to get the job done. The consequential impact is when an individual's contributions transition from the actions within their own role to influencing others. The third dimension is when additional value is brought to the organization over time, and an employee shows potential to be promoted and grow within the company."
A key reason many companies wind up questioning their assessment tools is that they place too much weight on short-term results as a predictor of future, rather than more long-term success, says Mulrooney.
He notes that about two-thirds (67 percent) of respondents identify the immediate performance of a new professional and managerial-level employee as a critical indicator of a successful recruitment process.
"Our study unearthed an alarmingly short-term approach, with one-in-three respondents (35 percent) measuring impact within a new hire's first six months. Although it's encouraging that measurement is taking place, it's essential that a meaningful process is engaged to maximize impact in the long-term and retain staff," he says.
Indeed, HR leaders should take the long view when evaluating new managerial-level employees, says Keith Strodtman, research fellow of HR strategies at HfS Research, a research-analyst organization with U.S. headquarters in Boston.
"Most would acknowledge that it's more important to hire a quality employee than it is to hire a poor employee quickly," says Strodtman. "Yet, when it comes to hiring metrics, speed-of-hire or cost-of-hire are much more commonly measured than quality-of-hire. Speed and cost are important, but don't forget the big picture."
In the grander scheme, HR must be instrumental in defining the processes and measurements of the recruiting process that are meaningful to their organization and industry, and can often find reliable predictors of new hires' performance within their own organizations, says Strodtman.
"Profiling existing successful employees will provide the key indicators required to assess the potential value of a new hire," he says.
"HR leaders must also work with line-of-business hiring managers to define the metrics and processes that provide insight into the success of a new hire. The metric will vary depending on the goals of the business and the type of role being filled," he says.
"Companies may want to consider a global metric to measure overall quality-of-hires and specific metrics for key roles in the organization. A key is to focus on business outcomes and how successful employees deliver against the desired outcomes," he says.
Ultimately, HR professionals are "like architects who design the processes that capture the desired meaning within the company," says Ulrich. "And, like architects, HR professionals need to listen carefully to the desires of their clients -- in this case, line managers -- so that they can design the right systems."
Job Gains by Demographic
May 21, 2012
By Michael J. O'Brien
Despite the weakening jobs data of late, signs of an economic recovery abound. But is the rising tide lifting all demographic boats equally?
Economists continue to argue about the overall significance of jobs-report figures released by the U.S. Department of Labor, but debates notwithstanding, data from earlier this year shows that older workers -- those ages 55 and older -- may be making a better argument for their employment than their slightly younger competitors.
According the Labor Department's March 2012 figures, those older workers gained 2.8 million jobs since March 2010, compared to a net job loss of 258,000 for workers between the ages of 45 and 54 during that same time period.
Such figures should not come as a surprise, says John Challenger, CEO of Chicago-based Challenger, Gray & Christmas.
"The 55-plus population is expanding rapidly and, whether by choice or by necessity, many of these older workers plan on working beyond the traditional retirement age of 65," he says.
Some of these older workers are continuing in the occupations and industries where they spent most of their careers, he says, but many others are starting entirely new career paths.
"Because they may be more willing to work fewer hours or accept lower pay in exchange for better health benefits," Challenger says, "employers are welcoming these older job seekers.
"The older worker's experience makes it more likely that he or she can hit the ground running with little or no training and, in many cases, can do the job of two younger workers, simply by knowing the 'tricks of the trade,' " he says.
But, despite the advantages that many older workers offer to employers, Challenger says, recent college graduates should be stepping into a labor market that is more positive than in the recent past.
"Each year, we continue to see improvement in the college-graduate job market," he says. "Last year was slightly better than 2010, and this year should be slightly better than 2011."
Challenger points to two surveys to support his theory: one from the National Association of Colleges and Employers that finds employers plan to increase hiring of spring graduates by 10 percent over last year; and a survey from Michigan State University's Collegiate Employment Research Institute, which finds that employers are planning to hire bachelor-level graduates at a 7-percent higher clip than last year.
Indeed, according to DOL data from March, workers ages 20 to 24 gained 939,000 jobs during that same March 2010 to March 2012 period -- second only to the 55-plus segment.
Challenger says that, while the slowly improving economy is creating more opportunities for all job seekers, many companies have started looking beyond recovery toward expansion, and those organizations have to make sure they have started to develop the talent they will need to fuel the next period of growth.
"That means beginning to build the entry-level ranks now," he says, "so that, over the next five or six years, it is possible to identify and cultivate the high potentials who will drive the company forward."
There is also new data confirming that the economic recovery is impacting passive candidates.
According to the Corporate Executive Board, for the first time in five years, the ranks of passive candidates -- or employees who aren't actively looking for a new job -- shrank in the first quarter of 2012.
While still below pre-recession levels, active job seekers now make up 27 percent of the employed workforce, which the Board calls "another sign that the job market is recalibrating."
"Overall, this is a positive trend," says Christopher Ellehuus, managing director of the Washington-based Corporate Executive Board. "It means candidates in the labor market are feeling more bullish about job opportunities in the labor market and are more willing to take risks and move to another job with better career opportunities or better pay."
Ellehuus says the Board's new data also finds that employees who left their old companies in the second half of 2011 received 10-percent higher pay with their new employer, up from 8.5 percent in the first half of the year.
"While the global downturn provided organizations with selective opportunities to 'trade up' on talent for bargain prices," he says, "that opportunity appears to be fading quickly as the market begins to re-equilibrate in favor of candidates."
But one demographic that is not enjoying any effects of a revived economy is disabled workers, according to a new study based on DOL data analyzed by Allsup, a Belleville, Ill.-based provider of Social Security disability representation.
The Allsup Disability Study: Income at Risk finds that the unemployment rate for people with disabilities was nearly three-quarters (74 percent) higher than for non-disabled workers during the first quarter of 2012: 15 percent for disabled workers versus 8 percent for non-disabled workers.
And compared to the first quarter of 2011, the figures show no positive movement for either group: 13 percent for disabled workers versus 8 percent for non-disabled workers.
Allsup has been tracking such figures since the first quarter of 2009.
"People with disabilities often face a much greater challenge in securing employment," says Paul Gada, personal financial planning director for the Allsup Disability Life Planning Center. "Their health condition may make it difficult to continue to work for extended periods, or it worsens so they are forced out of the labor market entirely."
With all this data, it's no surprise many HR executives are unsure of their next step, says Challenger.
"This is complex time for HR executives," he says. "HR has to manage staffing demands for the next six months without losing sight of what will be needed over the next six years.
"Unfortunately," he says, "those expecting a rapid turnaround and sudden burst in hiring will be disappointed."
Obesity declining...Fat Chance!
Number of U.S. adults who are obese to increase by 9 percent by 2030, according to forecast.
LAURAN NEERGAARD, AP Medical Writer
Source: Timesleader.com
WASHINGTON — The obesity epidemic may be slowing, but don’t take in those pants yet.
Today, just over a third of U.S. adults are obese. By 2030, 42 percent will be, says a forecast released Monday.
That’s not nearly as many as experts had predicted before the once-rapid rises in obesity rates began leveling off. But the new forecast suggests even small continuing increases will add up.
“We still have a very serious problem,” said obesity specialist Dr. William Dietz of the Centers for Disease Control and Prevention.
Worse, the already obese are getting fatter. Severe obesity will double by 2030, when 11 percent of adults will be nearly 100 pounds overweight, or more, concluded the research led by Duke University.
That could be an ominous consequence of childhood obesity. Half of severely obese adults were obese as children, and they put on more pounds as they grew up, said CDC’s Dietz.
While being overweight increases anyone’s risk of diabetes, heart disease and a host of other ailments, the severely obese are most at risk — and the most expensive to treat. Already, conservative estimates suggest obesity-related problems account for at least 9 percent of the nation’s yearly health spending, or $150 billion a year.
Data presented Monday at a major CDC meeting paint something of a mixed picture of the obesity battle. There’s some progress: Clearly, the skyrocketing rises in obesity rates of the 1980s and ’90s have ended. But Americans aren’t getting thinner.
Over the past decade, obesity rates stayed about the same in women, while men experienced a small rise, said CDC’s Cynthia Ogden. That increase occurred mostly in higher-income men, for reasons researchers couldn’t explain.
About 17 percent of the nation’s children and teens were obese in 2009 and 2010, the latest available data. That’s about the same as at the beginning of the decade, although a closer look by Ogden shows continued small increases in boys, especially African-American boys.
Does that mean obesity has plateaued? Well, some larger CDC databases show continued upticks, said Duke University health economist Eric Finkelstein, who led the new CDC-funded forecast. His study used that information along with other factors that influence obesity rates — including food prices, prevalence of fast-food restaurants, unemployment — to come up with what he called “very reasonable estimates” for the next two decades.
Part of the reason for the continuing rise is that the population is growing and aging. People ages 45 to 64 are most likely to be obese, Finkelstein said.
Today, more than 78 million U.S. adults are obese, defined as having a body-mass index of 30 or more. BMI is a measure of weight for height. Someone who’s 5-feet-5 would be termed obese at 180 pounds, and severely obese with a BMI of 40 — 240 pounds.
The new forecast suggests 32 million more people could be obese in 2030 — adding $550 billion in health spending over that time span, Finkelstein said.
“If nothing is done, this is going to really hinder efforts to control health care costs,” added study co-author Justin Trogdon of RTI International.
Cultivating Leadership
By Julie Davidson
May 16, 2012
Source: Human Resource Executive Online
Even though federal-sector leadership scores are improving, more employee engagement is needed to prevent turnover. In particular, a recent report cites the inability of many managers to motivate worker commitment and creativity, encourage integrity, provide development or fairly manage people.
As the saying goes, "employees don't leave their jobs, they leave their bosses."
And a new study by the Partnership for Public Service in Washington shows the federal government still has a lot of work to do to cultivate leaders who make employees want to stay.
Even though leadership scores based on the Federal Employee Viewpoint Survey have been steadily increasing over the past few years, leadership is still one of the lowest ranked out of 10 workplace categories, the Partnership noted in its recently released study, The Federal Leadership Challenge .
"On the bad-news side ... our government's leaders, and in particular senior leaders, received low ratings from federal employees on a range of issues, including the ability to generate worker motivation and commitment, encourage integrity, manage people fairly and promote professional development, creativity and empowerment," the report states.
"But, on the good-news front ... while the leadership shortcomings pose challenges for our government, there is compelling evidence that dedicated efforts by senior management to engage employees, improve communications, and respond to their concerns can make a significant difference in the attitudes, job satisfaction and, ultimately, the performance of federal employees."
Overall, federal employee satisfaction with their supervisors increased from 59 out of 100 in 2003 to 64 in 2010, and satisfaction with senior leaders has increased from 43 to 49 during the same time period.
When compared to the private sector, the largest gap relates to employee satisfaction with the information they receive from management about what's going on in their organizations. Employees in the private sector also feel they are more involved in decisions affecting their work.
In order to turn things around, the report states, agencies can learn from experiences at the U.S. Mint, which was able to dramatically improve its leadership scores. That organization recorded a score of 69 out of 100 in 2011, up from 57 in 2010.
The improvement is the "result of a concerted effort by top management to increase communication with employees, to work more cooperatively with the unions and to more fully explain the challenges faced by the organization and the reasons why decisions were being made," according to the report.
"Executives from the Mint said they have been empowering employees and giving them greater flexibility to do their jobs," it stated. "They have held regular town hall meetings, and visited all of the Mint's facilities outside Washington, D.C. to hear and respond to employee concerns."
The Good News..and the Bad News
By Susan R. Meisinger
May 14, 2012
A combination of factors may lead to a resurgence of manufacturing in the United States. While that's certainly a positive development, the downside is that HR leaders will be challenged to find job candidates proficient in STEM skills.
Many years ago, my father vehemently opposed my decision to use my savings and buy a used 1970 Volkswagen Bug. It was my first car, and he argued I had no understanding of the true cost of owning a car -- the insurance, gas, maintenance, etc.
A few months later, OPEC imposed a fuel embargo on the United States in response to a U.S. decision to re-supply the Israeli military during the Yom Kippur War. Gas was rationed, and there were long lines at the pumps. I remember this particularly clearly, because that was when my father announced that "we" had made a smart decision to buy such a fuel-efficient car.
The embargo raised concerns -- and brought into sharp focus -- U.S. dependence on overseas oil for its energy needs; a concern that has continued for the past 40 years.
The good news is that some recent reports are suggesting that U.S. energy independence may finally be within reach. This security is because of a huge boom in oil and natural-gas production in the nation and an increased focus on fuel-efficient cars and renewable resources. Some believe this will lead to energy sufficiency for Americans within 20 years.
Why should U.S.-based HR executives care about energy sufficiency (beyond never having to worry about sitting in a gas line)? Because as the nation relies more on domestically produced natural gas, the economics of offshoring manufacturing changes.
The "perfect storm" of lower energy costs, greater employee productivity, rising wages in places such as China and India, and higher international shipping costs, may combine to make the nation much more attractive for manufacturing.
Research from the Boston Consulting Group and a poll from the Society for Human Resource Management suggest the tide is already beginning to change in this regard.
If energy independence and a rebounding manufacturing sector is good news, what's the bad news? After all, it means more job opportunities -- and that's the problem. They are jobs that require science, technology, engineering and math (STEM) skills.
This potential new demand will only exacerbate the existing challenge many HR executives in the manufacturing sector are already facing as they try to fill current positions.
And the statistics on the future availability of workers with, for example, math skills, are pretty grim. According to the Organization for Economic Co-operation and Development, the United States places 18th among its member countries in overall mathematical skills.
There have been many initiatives launched to grapple with the STEM shortage. Educational reforms have attempted to focus greater attention on math skills. Government studies have suggested that communities take up action to meet the challenge. Websites such as Stemconnector.org have been created to try to expedite dissemination of information on strategies that might prove useful.
And summits have been held or planned for concerned parties to discuss how best to meet the challenge. On June 24, in fact, SHRM and the U.S. Department of Labor will hold a summit on the shortage of skilled workers in manufacturing.
So what can just one already overworked HR executive really do?
Begin by resisting the temptation to be overwhelmed. Become fully versed in the scope of what this means for your business -- wherever it's located -- and make sure other executives appreciate the challenge.
Accept that educational efforts and achievements aren't uniform at all state and local levels, and begin to tackle the problem at a local level. Investigate how well the localities are preparing students for a career in manufacturing. Take steps to help educators understand the current -- and future -- needs of your business.
Of course, to do that, you need to know your business well enough to be able to educate the educators, or, to use a hockey analogy, help them skate to where the puck is going to be, not to where it is now.
In addition, learn about and take advantage of new technologies that are now available for workforce training. Training that may have seemed insurmountably expensive in the past becomes more affordable with technology -- especially as the need for skilled talent becomes more critical.
Finally, remember that the good news -- potential energy independence and the resulting rebound to manufacturing -- outweighs the bad news. After all, wouldn't you rather have the challenge of finding skilled workers instead of having to let them go?
Think Anyone Can Prepare Your Tax Return? Think Again!
by Source Blogger
The United States has a complex tax system. Some politicians have even declared that a “flat tax” would work in maintaining a consistent, marginal tax.
In the meantime, it is up to us to do our own taxes. Taxes to me, is another service that is provided that you can probably do yourself. Most tax preparers have software where they can submit the same, simple information you can enter into tax preparation platforms like Turbo Tax or Tax Act on your own.
Over the last decade, more and more individuals have been either doing their own taxes or having a friend do them (In 2010, professional tax preparers handled only about 60% of those returns)…. and staying away from all the price gouging that companies like HR Block and Jackson Hewitt impose, particularly if you are in financial need and require a rapid return. (Note: as of last year, Rapid Refunds were restricted by federal regulators at HR Block and capped at $1500 for Jackson Hewitt.)
My wife, who is not a certified tax professional, often does the tax returns for about 10-15 of her co-workers and various family members. Does this appear to be the trend now?
While the Mrs. seems to be doing a good job, what are some red flags you should look for when a tax preparer is referred to you? Just because they appear confident and ready to earn your business, should you let them?
5 Red Flags To Look For: Think Anyone Can Prepare Your Taxes? Think Again!
1) Lack Of Availability/Lack Of Integrity — Giving one access to your financial documents and exposing intimate details about your life, family, income, expenses, and deductions is not something you should take lightly. Take some time to meet this person in person and learn about them. You want to know about their background, experience… plus, you want to know what level of support you can expect if something goes wrong now… and 5 years from now!
If I’ve given documents to my tax preparer, I expect, he/she will have questions, need more clarification, or may even request supporting documentation. When that’s not the case, and when the preparer is anxious to rush to a filing, I’d worry!
Another concern is when the tax preparer wants to remain anonymous and your friend who recommended them wants to pick up your W-2′s and deliver them on your behalf.
Also, be weary if someone who works at a tax firm is scraping work on the side for their own benefit and either misrepresenting their company or misrepresenting what their role is.
2) Big Promises — The reality is many Americans actually end up owing money. If you haven’t evaluated my financial situation, how can you promise… anything?
This type of approach is insulting and a ploy to take advantage of people’s unfortunate naivety.
Sure, anyone can promise a BIG refund if they grossly manipulate the numbers, but the IRS will surely target these miscalculations and audit you!
3) Credentials — Oh, they don’t have any? May I have some references? I want to speak with clients you have worked with in the past.
You can avoid potentially serious issues by checking if your tax preparer has the correct identification. The IRS recently began assigning Preparer Tax Identification Numbers (PTINs), and if your tax specialist can’t provide one, you may be courting trouble by using an unlicensed preparer.
4) My Refund Is In YOUR Checking Account? — If a tax preparer insists that any refund check be made out to his or her company, or deposited directly into a bank account without your name on it, that’s a huge red flag that your refund may not find you when all is said and done.
5) Your Fee Is What Percentage Of My Return? — Reputable tax-prep firms charge a flat fee for their services, based on the size and scope of your tax return. If a preparer bases your fee on a percentage of your tax refund, that should be an immediate deal-breaker. That gives the preparer incentive to pump up your refund by any means possible, which can invite some mishandling of your financial information.
Bottom Line
Just because someone has done something for a long time, does not mean they do it well.
In the end, including claiming too many exemptions, failing to claim allowable tax credits and missing tax deductions that could have saved you money is YOUR responsibility. Your good name on the line (literally), it’s best to thoroughly review any tax specialist you’re thinking of bringing aboard.
People take a lot for granted when they are buying a home, a car, giving their money to a Financial Adviser, or getting their taxes done. Don’t be that person.
Source Blogger says: Be Careful!