Merits Projected to Rise in 2010

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Merits Projected to Rise in 2010

by Marisa Rambaran, The Rosen Group

Positive news in the midst of the recession-Watson Wyatt’s 2009/2010 U.S. Strategic Rewards May 2009 survey reports an optimistic outlook for salary boosts in the coming year.

So far this year, bonus budgets have suffered under the hard hit economy, leaving hard-working employees to endure less than their deserved pay. But in 2010, the 235 companies surveyed by Wyatt plan on turning things around.

In 2008, workers experienced an average pay increase of 3.5%. That percentage was projected to stay constant in 2009, but since bonus programs took a back seat to the declining economy, it drastically decreased to its lowest in February at 1.5%. As of June, 2009, it has slightly gone up to 2.0%. But the projection of a 3.0% merit increase for 2010 has much promise, as the 235 major companies, with 1000+ employees, emphasize hope for an economic upturn.

Wyatt subsidiary, Watson Wyatt Data Services, also surveyed around 900 organizations, concluding that the companies projecting no plans for pay raises has decreased from 25% in 2009 to 10% in 2010.

Watson Wyatt’s global director of strategic rewards, Laura Sejen, says, “This has been a very difficult year for both employers and their workers. But there is some good news on the horizon. Employers plan to give larger raises next year, and many plan to reinstate previously cut pay raises as planning for an eventual economic recovery continues.”

Worthy workers can expect at least a 1% increase in salary adjustment payout from their employers, which is expected to move from 1.8% in 2009 to 2.7% in 2010. Potential beneficiaries of the augmented 2010 salaries will be evaluated by high standards. Companies, aware that the recession is not yet over, must make sure that the workers receiving bonuses have earned it. Weak performers, therefore, will not be rewarded. Employees should expect high-level analysis in the workplace, from companies eager to show optimism and hope for a recovering economy.

Other major reports echo Wyatt’s findings, giving hope for a steady economic upturn. The 2009/2010 Culpepper Salary Increase Budgets Survey reports that salary freezes, initially meant to prevent and/or reduce layoffs, are expected to decrease from 37% in 2009 to 13% in 2010. Also, Culpepper reports that of the 13% of companies that reported decreasing salaries in 2009, one-third intend to overturn that statistic next year.

Hewitt Associates reports that although the current year’s salary increases are the lowest in 33 years, variable pay spending has doubled since 1994 from 5-6% to almost 12%. With a positive economic outlook, high-performance workers can look forward to change in 2010. Hewitt representative Ken Abosch states that, “Even in the toughest economies, companies are willing to reserve money for top-performing employees as a way to reward their performance and ensure they retain these employees after the job market rebounds. Over the past decade, we’ve seen companies steadily shift from a fixed pay model to one that emphasizes true performance-based awards, and we expect this trend will continue.” Hewitt’s report goes on to show higher merit projections in the industries of energy and food/beverage/tobacco. Those industries with the lowest expected increase include Industrial machinery, education, and vehicle manufacturing.

Good news is finally here, after a year of cutbacks on compensation and benefits due to the struggling economy. Employers are optimistic for an economic turnaround, and their high quality employees can expect to see the results of these projections in the upcoming year.

© 2009, The Rosen Group Newsletter. Reprinted with permission by The Rosen Group, specializing in Human Resources Solutions and HR Staffing.

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Making the Case for Diversity and Inclusion: Strategies and Tactical Approaches

by Luanne Ramsey

As a former diversity leader, this topic is something I am very passionate about. My definition of diversity is everything that makes us “different” from others, such as race, gender, values, work styles, communication styles and characteristics. I define inclusion as recognizing the importance and value of bringing together individuals and their different perspectives in our various workplace processes.

Achieving sustained success requires the highest possible quality and most effective workforce and workplace. Anything less leaves superior business results to chance. Business success is about moving beyond inclusion and building intercultural competence. Employees can “buy in” to the value of building a culture that supports diversity.

Thus, diversity and inclusion need to be a core business strategy. Your company can begin a systematic approach by:

Solidifying support from the CEO and senior leaders.
Assessing the current culture in the organization and the readiness to change.
Outlining the strategies to align the key business objectives and overall goals of the organization.

Measuring Diversity Preparedness and Readiness:

Once organizations realize the importance of addressing diversity, they must ask the following question: How do we determine our current status related to diversity?

Develop and administer a customized employee cultural assessment survey. By making the survey available to all employees, they are more likely to be accepting of the findings. Use the survey tool in conjunction with one-on-one interviews and focus groups.


Focus on building awareness by building understanding and encouraging reflection.
Develop a vision of inclusion which defines the direction change.
Rethink key management concepts and principles to match new vision.
Plan for action oriented-integration which translates the principles, vision, and competencies into observable and measureable behavior. (This leads to fostering development and reinforces the vision and principles.)

Tactics (involve all business units or departments):

Create visible displays throughout the organization showcasing all areas of diversity.
Establish Affinity Groups.
Hold monthly celebrations/events embracing diverse groups.
Establish diversity lunch/learn programs.
Produce a monthly newsletter geared to recognizing efforts and highlighting diversity initiatives or programs.
Provide on-going communication on the company intranet around upcoming events that encourage employees to participate.
Establish a listening post through the use of the employee survey to understand where the organization is with building acceptance and understanding among groups.
Develop exchange programs to foster key learning competencies with your global workforce.
Encourage job sharing and job shadowing across geographies.
Establish learning programs that are varied to accommodate different learning styles.
Develop programs focusing on cross generational workforce awareness and work styles to promote interdependence and acceptance.
Compensate employees for volunteering efforts with community outreach programs and groups.
Edit current policies regarding benefits to ensure all employee populations are represented and offered equal coverage plans.
Establish recruiting/retention affiliations in diverse communities.
Hold Diversity Job Fairs for all levels, quarterly.
Create internships through partnerships with minority higher learning institutions to attract and build hiring pools.
Design ESL programs for the diverse talent pools hired to assist in communication and build on assimilation.
Develop benchmarks for utilizing vendors that are minority-owned. Determine your spend goals, set the targets, and evaluate the results.

In my experience, these are some of the best practices to enhance the acceptance of diversity and inclusion. I am sure there are many more that you and your team will be able to brainstorm that will work for your specific company. You may also gain insight into the best tools from your employee survey.

Diversity initiatives build trust and perceptions of trust. With trust comes engagement and with engagement comes retention. Furthermore, retaining staff keeps our labor costs down, serves our customers with continuity and overall experience bottom line impact to business outcomes.

Can your organization afford not to pursue D&I initiatives? Consider not just the dollars attached to the outcomes, but consider the integrity of our moral obligations to work towards excellence in this space.

Luanne Ramsey is the Business Development Manager for The Rosen Group. Luanne came to The Rosen Group in February 2008 with a unique background as both a staffing and human resources professional. She has nine years of experience in the global staffing industry–including experience as a Senior Recruiter, Staffing Manager, Branch Manager, and Business Development and Sales Manager. A seasoned HR Professional, Luanne has held leadership roles from Generalist, Employee Relations, and HR Manager to Business Partner for Global Medical, Pharmaceutical Organizations.

© 2009, The Rosen Group Newsletter. Reprinted with permission by The Rosen Group, specializing in Human Resources Solutions and HR Staffing.

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Defining Culture

by Luanne Ramsey

A company’s culture can be the difference between success and failure.

Organizational culture can be difficult to define, let alone understand. The definition of culture is the collective unwritten beliefs, rewards, ethics and behaviors that determine how people within the organization react and behave, both toward their internal and external stakeholders, peers and customers.

I define culture as both the written and unwritten norms of people within an organization. It’s like a code of behavior.

There are two types of culture-flexible culture and inflexible culture. Flexible cultures exist in organizations where people are encouraged and rewarded for their commitment. These cultures are innovative, diverse and change-ready. Inflexible cultures are marked by their inability to change and exist in places where people’s energies are focused internally.

Examples of Flexible Cultures

Customer-focused: This is a culture where people have ownership of their clients and are welcomed to push back internally and argue on behalf of their customers. This is a culture that adapts quickly to meet the needs of the marketplace, as they know the needs and demands of the end user.

Learning culture: This is a culture that encourages innovation, and where commitment is rewarded over loyalty. In this culture, innovation and acceptable risk taking are rewarded; and people are constantly encouraged to not only learn, but apply their learning within the organization.

Ethical culture: This is a culture where people feel that the organization “walks the talk”. It is a culture that embraces diversity. Employees believe that they are part of a greater good-that what they do makes a difference. In this culture, people are engaged and empowered.

Examples of Inflexible Cultures
Survivor: This is a culture where people are so focused on the internal threats and politics that burn out is high, and innovation, because it is “sticking your neck out” is low. It is a culture dominated by fear.

Centralized: This is a very top-heavy culture where senior management is at the center of every decision. It is a 50s-style corporate culture where the only people who make any decisions are senior management and change happens very slowly-if at all-because people have no ownership. It is a culture dominated by complacency. In this culture, when they tell you to hammer a nail, you keep hammering until they tell you to stop.

Bureaucratic: This is a culture where process and procedures take precedence over people and needs. Systems are very well entrenched and are very rarely reviewed or changed.

What Makes Up a Culture?

The major elements that make up a culture are:

Attitudes and Beliefs
Rewards and Recognition
Processes and Procedures
These elements, when combined, have a direct impact on the culture of your organization. The culture is the one critical factor that will determine the overall health and future health of your organization.

Don’t assume that just because there is a mission, vision, or core value statement that this way of thinking is on auto pilot and fully embodied in all members of the organization.

Yes, it is critical to hire passionate, competent employees, but, if the internal culture is not cohesive, even the brightest stars will dim over time.

Take a look around your organization. Where would you say your organization is on the culture barometer?

Something else to think about: How do “you” fit within the elements of culture?

If you are a leader of people or a business unit with multiple levels, you are responsible for creating a healthy culture with each interaction.

Luanne Ramsey is the Business Development Manager for The Rosen Group. Luanne came to The Rosen Group in February 2008 with a unique background as both a staffing and human resources professional. She has nine years of experience in the global staffing industry–including experience as a Senior Recruiter, Staffing Manager, Branch Manager, and Business Development and Sales Manager. A seasoned HR Professional, Luanne has held leadership roles from Generalist, Employee Relations, and HR Manager to Business Partner for Global Medical, Pharmaceutical Organizations.

© 2009, The Rosen Group Newsletter. Reprinted with permission by The Rosen Group, specializing in Human Resources Solutions and HR Staffing.

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New Jersey FLI: Do you know what it means for your business?

Quick Quiz

When talking about the federal Family and Medical Leave Act (FMLA), New Jersey Family Leave Act (NJFLA) and Family Leave Insurance (FLI), which program(s):Â Â
ensure the employee returns to the same or similar position with pay and benefits?
can an employee take for their own medical condition?
cover care for a newborn or adopted child for bonding?
total 12 weeks unpaid?
total 6 weeks paid?
require a minimum of 50 employees on staff?
require a 7 day waiting period?
need to be included in your employee handbook and posted in a public place in the office?
If you do not know all of the answers to these questions, you better find out quick or make sure you have a designated person in your human resources department that knows the ins and outs of these acts. This article will give you a quick overview and provide you with a list of what you need to know about how your company will handle FLI requests.

For the past six months, your company has been collecting payments from employees to meet the requirements of the NJ Family Leave program. Fast forward to two weeks ago, on July 1, the first eligible employees were able to elect to use FLI in New Jersey. FLI gives employees “a monetary benefit (not a leave entitlement), which protects the covered individual against wage loss suffered because of the need of the covered individual to participate in providing care for a family member who has a serious health condition or to bond with a newborn or newly adopted child.”

FLI allows employees–with a minimum of 20 base weeks of earnings of $143 or who have earned $7,200 over 52 with current employer–to take up to six weeks of paid leave for qualified care giving. The time can be taken together or intermittently. This benefit is tied to the state you work in, not the state you live in, so NJ employees who live outside of the state are eligible.

Qualified care giving includes two types, a serious health condition and bonding. A serious health condition is an illness, injury or physical or mental condition which requires inpatient care, continuing medical treatment or continuing supervision by caregiver–15 days notice is needed unless it is an emergency or unforeseen event. Bonding develops a psychological and emotional attachment between a child and his or her primary caregiver(s)–30 days notice is needed.

Applicants apply directly with the state, with an accompanying form from the employer. Similar to FMLA and NJFLA, full documentation and official medical certifications are needed to apply for FLI. Simply signing up for FLI, does not ensure that employee returns to the same or similar position with pay and benefits, so employers who qualify for FMLA (i.e., 50 employees or more) should present that information at the same time. Failure to do so could make your company liable if you chose to terminate the employee.

Steps to ensure your company is ready for the first FLI request:
Choose if your company will be using a state or private plan to fulfill the FLI.
Determine if employees need to use some or all of their paid-time off (i.e., vacation, sick, personal) prior to using FLI.
Decide if your company will subtract PTO time from their six weeks or allow them to take the full six weeks of FLI as additional time.
Educate supervisors on how the program works in case the employees who they are responsible for has questions; and so they have a plan for whether they will be seeking temporary help for that time.
UPDATE YOUR HANDBOOK to reflect the new policies and procedures for FLI and any other changes you have made.
Make sure you have forms on hand to present to qualified employees. Assign someone in your HR department to the record keeping to ensure your employees have the time in the bank for these programs. Reports of FLI are due to the state January 30, 2010 for July 1-December 31, 2009.
When determining your policies for FLI, remember to consider the economic realities of what your company can commit to your employees. Even though this may not be a hard cost to your company, you want to make sure you plan for consistent productivity.

Not in New Jersey? Your state may be the next one to accept this plan. Pennsylvania and New York are already investigating whether their states want to have similar plans.

If you are looking for a specialist in employee benefits, including FMLA, NJFLA and FLI, contact The Rosen Group. Our highly qualified candidates can make sure your program is compliant with the state’s standards and ensure your process flows smoothly. They’ll even tell you the answers to the questions above.

For more information on:
FMLA, visit
NJFLA, visit
FLI, visit
© 2009, The Rosen Group Newsletter. Reprinted with permission by The Rosen Group, specializing in Human Resources Solutions and HR Staffing.

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Entitlement Mentality

What is it? How does it happen? How to overcome it in the workplace?
by Luanne Ramsey

Last month, we took a look into what employee engagement looks like and what steps to take as HR leaders to arrive with a happy, committed workforce. We explored how costly a disenchanted workforce can be.

This article will focus on employee entitlement. If the malignancy exists in your organization, you won’t have to look too far to determine whether your workforce is behaving in a “culture of entitlement.”

Workers with an entitlement mentality have a pervasive “What have you done for me lately?” motto. When things are out of balance, there is a resounding feeling of expectation for more. This situation seems to run rampant in organizations with robust employee offerings.

We created an overindulged workforce by trying to make our companies the most attractive to work for, to become the employer of choice. What happened next is unsurprising. We nurtured the expectation of “more”. “More what?” you ask. Frankly, more rights, more perks, more salary and so on. The feeling that persists is one of “I deserve” or perceived “I need.” The entitled workforce registers many more complaints about “treatment” or lack of bestowed benefits, no matter what they are.

This is in glaring opposition to performance. It all goes back to what we learned as children: With reward comes accountability and responsibility. Take a look at the state of the union with large corporate CEO salaries and bonuses for executives-they were “granted” despite performance. Now, we are all experiencing this “greed,” led in large part to the current threats to our economic conditions.

So how do we redirect or find the antidote to this division of shareholder responsibility, and what is perceived as need or loss? It’s a simple equation, really. We must provide multiple vehicles to allow our employees to show gratitude for what they already receive.

Create a simple newsletter or personal card from a leader to highlight their accountability and endurance, and emphasize that their priorities are in the right place.
Highlight performance and outcomes publicly. In doing so, we are “teaching” our workforce about merit. Merit rewards instill higher productivity. Workers that understand this reward system typically see value in giving to the company and not the other way around.
Ask employees to share their stories of how a particular offering or benefit helped them get through a difficult time or brightened their day.
Hold employee forums or town hall meetings, where leaders from various business units identify a grateful employee. Have that employee relate their story during the meeting.
Don’t be shy; make a laundry list for employees to review in terms of the perks/benefits offered. Everyone needs a reminder at times to just how “good” they have it.
Good Luck!

Luanne Ramsey is the Business Development Manager for The Rosen Group. Luanne came to The Rosen Group in February 2008 with a unique background as both a staffing and human resources professional. She has nine years of experience in the global staffing industry–including experience as a Senior Recruiter, Staffing Manager, Branch Manager, and Business Development and Sales Manager. A seasoned HR Professional, Luanne has held leadership roles from Generalist, Employee Relations, and HR Manager to Business Partner for Global Medical, Pharmaceutical Organizations.

© 2009, The Rosen Group Newsletter. Reprinted with permission by The Rosen Group, specializing in Human Resources Solutions and HR Staffing.

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Employee Engagement

How is it critical to your business? What do employees need to feel engaged?
by Luanne Ramsey

Employee engagement in today’s climate of economic instability is critical to the overall success of an organization. Without employee engagement, productivity suffers, morale plummets, absenteeism increases, and high potential employees depart. Organizations are left with mediocrity which directly correlates to poorer outcomes in business results. Collectively, creating increased labor cost at a time when no one needs or can bear the added costs

What do engaged employees look like?

Engaged employees:

Are committed to high productivity.
Have good job satisfaction.
Are less likely to leave.
Contribute to success of the company at a higher level which translates into valuable business outcomes.
Are more likely to give an effort that goes beyond what is expected.
Believe that positive attitudes prevail.
Are team players.
Understand the big picture.
Take pride in the work they do and services or products the organization produces.

Evaluating Employee Satisfaction

If we examine the levers or drivers that affect our workforce, we can plan and take action to increase overall employee satisfaction and thus engagement.

Surveys are an important tool to gauge employee satisfaction. One step in the process that equates to success is establishing a senior leader and support person that have ultimate accountability to produce and communicate the progress and potential bottlenecks of the surveys. All of your company’s leaders need to commit to this exercise and add the tasks necessary for process into their schedule. There should also be clear timelines for follow up meetings communicated across the organization.

Prior to the survey, it is paramount to have much fan fare around the upcoming survey for maximum participation. As part of the preparation, empower teams across different business units to create an environment of honest feedback. A high participation rate and comfort level with giving open answers provides a true broad-based result of the common themes emerging in your workforce.

Once the root cause analysis is complete, the next step should be to begin the process of addressing the dissatisfaction and providing mechanisms to implement suggestions. Following the results of the survey, a team of highly motivated staff, mid-level managers and senior leaders should meet to extrapolate the data points and categorize the priority issues. This is the critical point in setting and meeting employee expectations.

Your survey procedures should also include a pulse survey six months after the original survey. The purpose of the pulse survey is to have employees answer questions that correlate to how well the action items from the original survey are being met. Basically, it’s the barometer as to how well the leaders responsible for both meeting and valuing the employees concerns are performing. With all the shifting priorities this is a necessary step in the process.

Certainly, there are many survey companies that are capable of performing this exercise. Suffice to say that this article is not geared to which survey company to use, but it is important to note the best results utilize both web based and paper driven survey tools. This ensures that all staff have access to give their feedback, and your results provide a realistic representation across the workforce. It is critical as well not to forget those employees that are on leave.

Culture of Communication

Creating a Culture of Communication establishes a sense of hope and trust with the employees. Share your company’s major business factors and your planned action item steps in as many streams possible. Utilizing your company intranet, newsletter, town hall meetings and paycheck stuffers are a few examples of methods of communication that are proven to be effective.

There are some very common themes that emerge across industries and company size, in regards to having a good Culture of Communication.

The top seven workplace factors Employees:

Trust senior management.
Are asked for their ideas and opinions on important matters.
Clearly understand the organization’s vision and strategic direction.
Trust their supervisors.
Receive recognition and praise for good work.
Have a clear say in decisions that affect their work.
Perceive their supervisors as caring and considerate of their well-being.
Due to the current state of the recession and need to drive down costs to stay profitable, companies have had to implement cost saving measures such as reducing workforce, hours and base pay. They have also had to freeze bonuses and 401K matches. These indicators need attention, but there are ways to help meet employees needs while maintaining the bottom line focus.

Ways to reaffirm commitment to employees during recession

Utilize incentives that produce reciprocity equaling rewards.
Provide job enrichment that allows employees to feel empowered and supports autonomous work.
Offer purposeful work to ensure the employee and leadership are aligned with project deliverables directly impacting the overall strategic goals.
Schedule team building opportunities that increase collaboration across business units.
Implement succession planning below the executive level to show employees that they are valued for their contribution. Clearly outline where they are now and what is needed to achieve the next level in their career.
Facilitate those employees ready for next career move now.
By applying these methods there is a clear message that employees will be compensated fairly for their efforts; recognized for both contributions as well as results; prepared for their next role; and have direct impact in the overall success of the company. Without this sense of commitment from the company, their loyalty erodes.

Achieving the high level of engagement is also dependent upon the visibility and accessibility of senior leaders. Transparency of the state of the union will also make employees feel connected and less anxious, as necessary changes are rolled out.

In conclusion, creating a culture that feeds engagement is necessary work that directly affects the bottom line. Engaged employees are your most valuable assets to sustaining the results needed to not only survive the times but to thrive while doing so.

Look for Luanne’s follow up article on employee entitlement next month.

Luanne Ramsey is the Business Development Manager for The Rosen Group. Luanne came to The Rosen Group in February 2008 with a unique background as both a staffing and human resources professional. She has nine years of experience in the global staffing industry–including experience as a Senior Recruiter, Staffing Manager, Branch Manager, and Business Development and Sales Manager. A seasoned HR Professional, Luanne has held leadership roles from Generalist, Employee Relations, and HR Manager to Business Partner for Global Medical, Pharmaceutical Organizations.

© 2009, The Rosen Group Newsletter. Reprinted with permission by The Rosen Group, specializing in Human Resources Solutions and HR Staffing.

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Human Resources and Recruiting During the Recession

By Byron Mackelroy

Defining a clear human resources strategy is key to long-term success during the current economic downturn. Some companies have to make the difficult decision of who to let go, while others face the daunting task of sifting through a mountain of job applications for any position they have open.

For those companies scrambling to stay afloat, analyze each job task and determine the business functions that have the most redundancy. Letting someone go is always a difficult decision, so make sure you act intelligently when you are forced to downsize.

Three tips for downsizing:

If no one is sitting at the tables, make sure there aren’t too many cooks in the kitchen. Being manager top-heavy during a recession is a sure fire way to burn through a lot of money.
Before letting someone go, always ask yourself if the remaining employees are the most agile and flexible people you can retain. During a downturn it is critical to think like a small business and stick with the people who can multi-task.
Talent is talent. If you have the golden goose sitting in an office somewhere, hang onto them tooth and nail. Human capital is your most valuable asset no matter what the situation.
For the growing companies, successful recruiting boils down to information management. Hiring managers need to take advantage of the high supply in the job market and pull in the diamonds in the rough that can take your company to the next level. Another strange byproduct of a recession is that top talent tends to be coveted by the remaining healthy companies. Highly skilled candidates can take advantage of the upside down job market and search for higher paying positions elsewhere or counter offers at their current company.

Three tips for companies looking to hire during the recession:

Keep it organized. More than ever, hiring managers are inundated with applications during the hiring process. Make sure your hiring managers are setup with tools like recruiting software so they can streamline applicant tracking and management.
Watch out for window shoppers. Highly skilled employees might just be looking for a job offer so they can bump their salaries at their current companies. During the interview process do your due diligence to avoid these time wasters.
Talent is talent. Make sure you utilize your top talent. There should be a clearly defined reason for hiring new people. During economic downturns you need to retain what you have and be extra diligent about who you hire.
Whether your company is feeling the crunch or crushing the competition, many of the age-old human resources best practices still apply. Just make sure you are equipped to handle the rush or know who is going to make the cut. Success always depends on your people.

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Pre-Employment Background Checks

by Barry Snyder

Performing a background check is done when a person applies for a delicate kind of job. Employers would only hire people they can definitely trust and if they have to do a background check, they would do it without further questions. The importance of a background check is even more obvious when a person applies for a sensitive position, these are jobs that will put them in close contact with children and those who are elderly. Those people applying for government posts also undergo a background check.

A main reason why there are a lot of people conducting a background check is to know if that person is reliable and trustworthy. When you give your trust to a stranger, is not an easy task. You can never just trust your property or your millions of dollars to somebody you don’t really know. There are times that we even know the person for several years but there are still hesitations on the back of our head before we give our full trust to someone.

Legality and reliability check is the next reason why people conduct background checks. Most employers, background checking is considered as the main tool to evaluate their applicants. They need to know if the participants are reliable enough and have a decent background with their previous employers. When it comes to business, legality of transactions are very important and business owners conduct background checks to identify the legality of the person you are dealing with.

Conducting a pre employment background check is very important in your business because this will help you find many things about an applicant. You as the employer must be ready when a feeback comes back on someone that you thought showed a lot of promise. You also have to inform a potential employee that they have to be prepared for something that they had already forgotten will pop up on the background check and this could cost them the job they are applying for. You and the applicant need to know that there is a lot of misinformation contained in background checks and that all reports on pre employment background checks have to be independently verified by the company who conducted the background check service.

The process of applying is normally comprised of interviews where the employer asks questions on information that they think are very relevant in the workplace. During the interview, the applicant can be on the mode of giving the best qualities that he/she has. Keep in mind that these information that the applicant is willing to disclose do not really speak much of the true identity of the applicant.

Remember that we don’t have any idea if the people around you are using their true identities. It is a fact that you will never know that you are a criminal yourself unless you do a background check for yourself. There are a lot of people who intentionally hide their true identities to victimize or deceive other people. With all these reasons, you have every right to do a background check and you don’t have to be worried about laws because this is legal.

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Show your appreciation for appreciation

The cost of praising someone is nil-but a recent study has found that the payoff can be huge.

When employees want to be praised, it means they care to be seen as competent, hardworking members of the team. Good managers want satisfied, motivated, and productive staff members. A Personnel Today survey of 350 HR professionals has found that the greatest factor in workplace productivity is a positive environment in which employees feel appreciated. The survey reports that two-thirds of the respondents said they felt a lot more productive when they received recognition for their work, while the remainder said they felt a little more productive.

Just feeling productive can be motivating in itself. When workers don’t feel productive, frustration sets in, according to 84 percent of the survey respondents, and 20 percent said they felt angry or depressed when they weren’t able to work as hard as they could.

Here are three tips on providing praise effectively:

  • Be sincere. Give praise only where it is due.
  • Give public praise. Your goal is to encourage the employee to keep up the good work, while simultaneously encouraging others to put out greater effort. Praising in public is a good way to raise general morale.
  • Be specific in your praise. Name exactly what it is the employee has worked on and what he or she has accomplished. Don’t just say, “Well done, John.” Remember that if the employee feels the praise isn’t genuine, it could have a negative effect.

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Reviewing the Review

Many managers hate giving out performance reviews. The process has a nasty reputation, since employees often hate getting any kind of criticism, no matter how diplomatically delivered. And managers often lack the courage necessary to tell people the truth about how they are doing in their job.

But performance appraisals are an important tool to developing a top-notch staff and, therefore, a vital part of managing a team. So every manager needs to think about how to institutionalize the review process.

You can get in the habit of offering praise and weeding out underperformers by following these guidelines:

  • Appraisals must be based on quantitative measurements. Ideally, these criteria should be developed with the input of employees, as workers are less apt to identify and accept quotas and other measurements handed down from on high.
  • Qualitative measurements should be a secondary element of any review, things like whether a team member takes initiative, how he works with the group, etc.
  • Performance reviews should be conducted on a regularly scheduled basis. New hires should receive reviews more frequently. Established employees should be reviewed quarterly.
  • Managers should take time to prepare and conduct reviews thoughtfully. It isn’t time wasted, but time well-invested.
  • Finally, managers should remember that when done with enthusiasm and optimism, performance appraisals are a powerful motivating tool.

-adapted from Entrepreneur