Monday, July 21, 2014

HAVE YOU REVIEWED THE 2014 CHANGES IN AFFIRMATIVE ACTION?




Changes took place March 24, 2014 was the effective rules from the Office of Federal Contract Compliance Programs (OFCCP) that required certain federal contractors to increase their affirmative action efforts, specifically rules applicable to veterans, individuals with disabilities.  Contractors were previously required to create affirmative action plans for these two groups, the success was not measured by quantifiable metrics. Federal contractors with 50 or more employees and at least $50,000 in federal contracts. Federal contractors with 50 or more employees and at least $100,000 in federal contract must develop affirmative action programs for veterans. While federal contractors with fewer than 50 employees and more than $10.000 in federal contracts are not required to develop a written affirmative action programs, they have certain other affirmative action obligations.

Changes apply to the self-identification category requiring employers to offer individuals to the opportunity to self-identify at both the pre-offer stage and post-offer stage.  At the pre-offer stage, applicants must be asked whether they believe they qualify as a veteran in any of the protected categories.  At the post-offer stage, individuals must be invited to identify which (if any) of the specific protected veteran categories they fit.

Veterans
New regulations require contractors to establish an annual “hiring benchmark” for veterans. The benchmark must be established as either 8 percent of the contractor’s workforce which represents the current national percentage of veterans in the workforce, or a figure established through other sources concerning veteran employment. The new regulations state the “benchmark is not a rigid and inflexible quota that must be met, as quotas are forbidden.  A contractor’s failure to meet the benchmark does not constitute a violation.

Individuals with Disabilities
Under the new regulations, the contractor must establish a 7 percent "workforce utilization goal" for employing individuals with disabilities in each job group. To measure its success against this goal, the contractor must calculate the percentage of individuals with disabilities in each job group and then compare that data with the 7 percent utilization goal. The OFCCP regulations allow contractors with fewer than 100 employees to apply the 7 percent goal to the entire workforce, as opposed to applying the 7 percent goal to each job group.

The regulations state that the utilization goal is not a quota, and that the failure to meet the goal does not automatically constitute a violation. But if a contractor fails to meet a goal, the contractor must take steps to assess whether impediments exist and develop action-oriented programs to correct any problem areas.

Self-Identification
The regulations impose new requirements concerning self-identification of applicants and employees. The new regulations addressing individuals with disabilities require that the contractor: (1) invite applicants to self-identify as an individual with a disability; (2) invite individuals, after an offer of employment is extended but before the employees begins the job, to voluntarily self-identify (this was an existing requirement under the previous regulations); (3) invite all employees to self-identify (within the first year that the contractor becomes subject to the new regulation addressing self-identification and at five-year intervals thereafter); and (4) remind employees, at least once during the intervening years of the employee self-identification process, that they may voluntary update their disability status. The regulations state that the contractor may not compel or coerce individuals to self-identify.

Equal Opportunity Clause
The new regulations require that contractors include an equal opportunity clause (EO Clause) in its covered contracts and subcontracts. The regulations provide that contractors may incorporate the EO Clause by reference, but only by citing to the relevant regulations and including specific language in the contract. The EO Clause for individuals with disabilities includes a new provision that requires a contractor to state in solicitations and advertisements that it is an equal opportunity employer of individuals with disabilities.

The Office of Federal Contract Compliance Programs (OFCCP_ http://www.dol.gov/ofccp/regs/compliance/section503.htm

See you soon!

April D. Halliburton, Founder/President


Google: All-4-HR & Business Solutions
Office:  (313) 573-6677
Fax:  (313) 447-3021





Friday, July 18, 2014

Is your Company Culture Desirable to Top Talent?

Often times when recruiting top talent, to no avail, it may be that your company has lost its “shine”.  When I refer to “shine”, I’m speaking to what attracts top talent to an organization. Perhaps it is time to perform an analysis of your company’s culture. After all, are you looking for new talent because your company has one or more open positions (due to losing employees) or is your company growing? If you are recruiting talent due to growth that is Excellent! You want to be appealing and desirable to top talent.

Again, if you are recruiting due to growth, you as a growing company want to be sure to retain the top talent you currently possess, as well as, hire more top talent. Remember your talent is in charge of executing your company’s deliverables to satisfied, happy clients.  You also want to take into to consideration you may be losing top talent due to inadequacies in your company’s “culture” or “environment”. Organizational culture is defined as the behavior of humans who are part of an organization and the meanings that the people react to their actions. Company culture is the values and practices shared by the members of the group and therefore, is the shared values and practices of the company’s employees. Is your company culture toxic?

Toxic Company Culture
Toxic employees do not recognize a duty to the organization for which they work or their co-workers in terms of ethics or professional conduct toward others. A toxic workplace can result from increased workplace stress, potential layoffs, workplace bullying. If your company has a toxic workplace, be assured your employees are exhibiting toxic behavior internally and externally. It will most certainly remove top talent from your organization and keep top talent from joining your organization.  

Assessing Company Culture
In assessing your company culture, you must look around and take notice of your employees’ actions. What are your employees doing or saying? You as a company owner when assessing your culture, must listen to your employees, your suppliers and your customers. Pay attention and take notice to what is being written about your company in print and online. These are tools for you to assess your Company’s culture.  Finally, when receiving the messages, feedback, etc. take immediate action to rectify and improve your company’s culture. Do NOT ignore! Toxic workplace environments do NOT go away on their own.

Appealing to Top Talent
Be Flexible with Recruiters. When recruiting top talent, be sure to be flexible with top recruiters and allow them to do their job. No need for a hawk eye overseeing their every move. You must have confidence in your recruiters you are working with to acquire top talent. If you do not have confidence in your recruiter(s), get a recruiter(s) that you have confidence in.

Allow employees to be a part of the process.  Allow your employees that will be working directly with the new hire to be a part of the interviewing and decision-making process. This assures your employees they have a voice and they are valuable to your organization and not simply just a job. Employees feel appreciated and respected when they know their opinion is valued.

Be sure your company exhibits a place of enjoyment and fun. This is simpler than you think. Remember, your employees spend more time with you “at work” other than at home with family. You do not want unhappy employees coming to work full of stress and unhappiness. Paul Spiegelman, founder and CEO of Beryl Co, has built a unique, people-centric culture. Eight Tips to Building Corporate Culture http://www.inc.com/ss/8-tips-for-building-corporate-culture#3. A great company to go to every morning is critical to retaining and acquiring top talent. Because the article says “corporate” does not mean these techniques or just for Corporate. A great company culture is critical to small and large corporations.

Other questions you should ask when assessing your company’s culture are: (1) Is your company customer-focused? (2) Is your company employee-focused (3) Does your company value emotional intelligence? (4) Does your company have a vision and is this vision shared with and by each and every employee in your organization? (5) How important is technology and innovation in your organization? (6) Are your company’s values easily exhibited and transcend throughout your organization?

Is Your Company Culture Desirable to Top Talent? Click here for a free cultural assessment checklist.

Thanks for Joining Us!


April D. Halliburton, Founder/President

Office: (313) 573-6677
Facebook: All4HR & Business Solutions
Twitter: All4HR
Google Plus: All-4-HR & Business Solutions

Wednesday, July 16, 2014

Workforce Planning is Essential to Company Growth!!

Workforce planning is critical to Growing a workforce and having satisfied customers/clients. You must have the correct amount staff to prepare and serve a great product and/or service.  Planning calculates the correct number of business and appropriate skill sets to meet company goals. Workforce planning is a continuous process that must be monitored and evaluated to be prepared for change.


Workforce planning coincides with the business and final plans a fundamental took I realizing the goals of an organization. Workforce planning is a process that exposes talent deficiencies and needs, identifies recruiting issues, important aspect of proper workforce planning is that the information gleaned can be used to allot resources, i.e., time and money.

Workforce planning is an essential variable to executing a HR Model and growing an organization. There are four phases of workforce planning:  conduct an organizational overview; determine the current workforce profile; determine the future workforce profile; and conduct a gap analysis.
  1. Conduct an organizational overviewExample:  The company is launching a new product within six months. This step is the starting point that determines the organization’s current position and forecasts where the company needs to be in the future. 
  2. Determine the current workforce profileExample: The company currently employees 250 salesforce employees. This step provides the baseline demographics that are needed to determine the organization’s current position. 
  3. Determine the future workforce profile—Example: The organization needs 300 salesforce employees to operate at the existing level and to staff the new product launch. Combine the organizational overview and the current workforce profile; then look ahead to where you need to be in future.
  4. Conduct a gap analysisExample: The Company is short 50 salesforce employees. 
  5. Subtracting the current workforce number from the future workforce total and you will determine the shortfall or gap in number of employees. (Note: For other positions, you may need to determine any skills gap —Example: if you anticipate you will need 20 employees with a certain type of expertise on particular machinery or with a particular computer program, and you currently have ten, you can determine you will need to add ten employees with that particular expertise.)
Example:  Action PlanFill 50 new sales positions.
Now that you have determined the gap in where you are and where you need to be, you prepared to plot your course of action.


Workforce planning defines job roles and responsibilities; identifies staffing levels; increases efficiency in human resources; and improves resource allocation. All of which are essential to achieving improving company growth. After all, a company cannot grow if unprepared. The steps involved in executing a workforce plan are:
Ø  Document the results of your gap analysis and highlight the workforce issues that will impact on your organization’s ability to achieve its goals.
Ø  Assess the risk of not resolving the identified workforce issues.
Ø  Develop initiatives aimed at improving attraction and retention  

Ø  Establish an action plan with timeframes.

Ø  Establish how and when you will evaluate the effectiveness of your initiatives.
The bottom line is preparation is the key to growing a successful workforce and achieving organizational growth. One of the main goals in human resources, HR professionals must increase and sustain its workforce.  This includes identifying the skills and education in employees that can be utilized to grow the employees within the organization.  
Click here to receive a free Workforce Planning Profile.  Also, look for All-4-HR & Business Solutions’ upcoming webinar “Preparing for Workforce Growth: Workforce Planning.”
All-4-HR & Business Solutions is Committed to Growing Small Business’ HR.
See You Soon!


April D. Halliburton, President
Email: all4hrbiz@gmail.com
Website: http://www.all4hr.net
Tele: (313) 573-6677
Fax: (313) 447-3021