Several years ago, I saw Bruce Springsteen in concert. (Remember those?)
It was over three hours long and by the time we were done, I remember turning to my friend and saying, “Now THAT was a concert.”
Then, a few years back, we were in New York for the weekend (remember weekends away?) and Bette
There’s just a few weeks to go (absent an extension) for employers to get their employees trained on sexual harassment prevention. October 1, 2020 will be here before you know it.
I’ve talked about it in prior posts so there should be no surprise.
And yet, with the pandemic, it’s easy to see how this
So, in my post last week, I noted that one of the speakers at a recent panel I was on had suggested using a PEO for startups.
And for some businesses, it may be worth the cost.
But the truth, of course, is that for many employers, PEOs aren’t the best choice. They may
Last night, I had the opportunity (again) to sit on a panel discussion sponsored by the Accelerator for Biosciences in Connecticut (ABCT) to talk about operational challenges for new companies and the issues associated with hiring.
ABCT is one of those success stories in Connecticut that should get more press than it does. It’s
Last Friday, I had the opportunity to talk about Artificial Intelligence in the Workplace at the CBIA’s HR Conference. There was a lot to cover in our discussion and a lot of takeaways too.
For those in Human Resources or in-house lawyers reviewing a company’s potential use of AI in the workplace, here are three
In just a few weeks, I’ll be speaking at the CBIA’s Employment Law Conference on the topic of “Artificial Intelligence & Analytics for HR: Recruiting, Retention & Engagement”.
As I was speaking to the moderator about potential subjects of our discussion, we were arguing over whether AI is something for the future or something
A while back, I had a good discussion with a colleague on a topic with no real firm answers.
No, it wasn’t on whether the Yankees are better franchise than the Red Sox. The answer to that is unequivocally yes. (Sorry, Sox fans.)
Rather: When is a employee-related issue a legal one? Or alternatively, when
Last night I had the opportunity to speak to the Colonial Total Rewards Association on the topic of Data Privacy and HR. I titled the presentation “Is Your HR Data Going Rogue” and really focused on the role that Human Resources professionals should play in ensuring that company data is secured.
For those who have
With the new year upon us, cyberthieves are once again attempting to prey on unwitting HR professionals, as my colleague William Roberts explained in an article last week for SHRM on phishing.
The scam goes like this. As an HR professional, you get an e-mail from your boss (or your boss’s boss) that seems legitimate…and
As I continue to reflect this week on nine years of blogging, it’s hard to recall that I started this before the Great Recession hit. Since that time, all businesses have become more cost-conscious and creative in how they are structured and how they compensate their employees. Non-profit organizations are no exception to that. But how can these workplaces continue to “do good” while rewarding their employees?
Today, I’m pleased to share this post from Marc Kroll, Managing Partner at Comp360 LLC. Marc talks total about how non-profits can implement a “Total Rewards” strategy and earn a return on their investment.
And what is “Total Rewards”? As the Houston Chronicle described it in a recent article: “Formerly referred to as simply compensation and benefits, total rewards takes on a more creative and broad definition of the ways employees receive compensation, benefits, perks and other valuable options. Total rewards include everything the employee perceives to be of value resulting from the employment relationship.”
Having a well-thought out compensation system is a key component to reducing liability and, hopefully, ensuring happy, productive employees. If you’re looking for ways to avoid dealing with employment lawyers on issues, getting ahead of issues like this is a natural step in the right direction. My thanks to Marc for his insights.
As a result of the slow growth economy, non-profit organizations are facing decreased funding due to federal and states’ fiscal deficits as well as a significant shift with grant-makers who are increasingly funding awards on a performance/return on investment basis. In addition, the soaring costs of healthcare insurance are adding significant pressure to operating costs.
Without new revenue growth, many non-profits are looking for ways to measure and increase the value/return on their social mission and investments.
Consistent with these changes, some non-profits are responding by trying to increase the “return” on their services and programs in terms of program execution, utilization, and measurable results. Given this environment, non-profits are being forced to examine the viability of their highest cost centers, most particularly, employee compensation and benefits for value against performance as well as market competitiveness.
Non-profit Boards and senior management are questioning what the appropriate compensation and benefit programs should be, at what levels they should be funded, and how to drive accountability and performance in the employee workforce.
While non-profit organizations have predominantly been about social service and charity with their cultures reflecting a “do-good” environment and a concern for employee welfare, present conditions have forced many to consider a culture shift toward performance and accountability as well as changes in their Total Rewards programs. This delicate balancing act between affordability and the ability to attract and retain a stable and talented workforce presents challenges in nonprofits’ capacity to assure effective organizational culture, management practices, labor market relevance, and strategic/operational priorities.
To help navigate this challenge, the following insights to six key questions provide a prescription for change in Total Rewards:
This is a statement developed by your Board or management committee on how the organization’s compensation and benefits programs will support and relate to your operational objectives, culture, management practices, and employee performance. It also describes both the labor market within which the organization wishes to compete and the level at which both compensation and benefit programs will be set and funded.