5 Costly HR Mistakes

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These common HR mistakes have very costly consequences for many businesses. Find out the symptoms of these mistakes and their warning signs and how to avoid them.

1. The one-person HR department.

Symptoms: HR functions are managed by individuals with no HR experience such as an Operations Manager, Office Manager, or a Controller. HR responsibilities are delegated to line managers.

Results: When the HR function is managed by individuals with other responsibilities, or those that haven’t been properly trained in HR, important tasks tend to fall through the cracks – like meeting compliance deadlines and keeping up with changing legal requirements and trends. The basics may be accomplished, but more strategic issues are overlooked.

Solutions: Training anyone involved in an HR function or responsibility on the basics of HR, outsourcing HR projects (i.e. compensation, benefits analysis, performance management process overhaul, training and development), and using experienced consultants to help with strategic issues are ways to support the one-person HR department.

2. Losing control of hiring and recruiting.

Symptoms: Your organization receives an unmanageable number of resumes, has hiring managers that ask their own interview questions or use biases to make selection decisions, is frequently rushed to hire anyone to fill a position – which oftentimes is not the best hire, or lacks a consistent method of selection (different candidates are evaluated on different criteria). Or, your hiring process may be so lengthy and inefficient and require so many individuals’ involvement, that candidates lose interest and patience.

Results: Your organization experiences new-hire turnover, turned down job offers, vacant positions, lost productivity, and low hiring manager and new-hire satisfaction. You may experience difficulty managing applications and resumes and overlook potential top talent. You put your organization at legal risk because selection is not based on objective and consistent criteria. You rush the process and end up with a poor hire which affects your bottom line and that you inevitably terminate.

Solutions: Investing in an applicant tracking system, training hiring managers in the basics of interviewing and selection, and developing standard hiring policies and processes are all ways to make your hiring process more efficient, consistent, and productive. Also, establish reasonable timelines for the hiring process and only include those that need to be involved. Lastly, make sure that you believe the person you are hiring is the best candidate for the job and will be a top performer. Don’t just hire to fill a spot – it is far more costly in the long run.

3. Not reviewing performance.

Symptoms: In light of not providing pay increases the past few years, your organization may have skipped its annual performance review. Or, your performance review process may be lackadaisical – reviews aren’t completed on time and supervisors don’t take them seriously. Your organization may not even have a formal method of reviewing performance.

Results: In turn, either a portion of your workforce or many of your employees don’t receive feedback about their progress, leading to disengagement and less productivity. Documentation about performance is lacking, so when you need to terminate someone, you’re at a loss. Measurement of performance may be questionable, especially if supervisors don’t take the process seriously, and this could affect other programs like variable pay. Employees are dissatisfied with how their performance is measured and consider the tool invalid.

Solutions: Reviewing performance annually (at a minimum) is important. Develop either a standard review form or goal setting process, and consider employees’ feedback in the development of the system for buy-in. Additionally, train your supervisors in performance management (especially conducting a performance review) and hold them accountable for performance management duties in their own reviews. Make the performance management process mandatory, but not cumbersome (i.e. too many reviews to do at once, too lengthy form, etc.).

4. Failing to know your competitors.

Symptoms: Your organization doesn’t invest any time in learning about or benchmarking other organizations’ pay, benefits, or workplace practices. It doesn’t track HR data or metrics. It doesn’t know who its competitors are in terms of talent.

Results: Job candidates turn down offers or provide direct feedback that pay or benefits are below that of other organizations. Voluntary turnover of employees is prevalent in certain pockets of your workforce or throughout the organization. You receive consistent complaints about pay, benefits, and development opportunities.

Solutions: Identify the organizations in which you compete for similar types of talent and define their industry, size, and location. Select a few sources of data that are most relevant to these organizations. Compare your internal data with the information in these sources. Use the data to make adjustments to your pay, benefits, and workplace practices.

5. Not protecting your business.

Symptoms: Your employee handbook hasn’t been updated in a few years. Compliance changes have been neglected, as have risk management and disaster recovery plans. You haven’t created succession, development, and staffing plans to assure that you have the right talent in place to meet short and long term business objectives. You don’t look at demographic trends that will impact your business – like retirements or family needs.

Results: Your organization finds that it can’t make termination or disciplinary decisions without legal risk because it lacks certain policies. You realize that you don’t have the right skills or competencies to meet your organizational objectives. One of your key leaders leaves and you don’t have anyone prepared to fill the missing role. An employee goes out on FMLA and no one has been cross-trained to fill their shoes.

Solutions: Create succession plans for key roles and create plans (with timelines) to develop individuals in your organization to take on these roles, such as leadership development training or preparation. Conduct an annual “skills inventory” each year of your employees and compare the results to your strategic objectives. Do you have the skills you need? For what skills do you need to develop or hire? Do you have back-ups cross-trained? Coordinate training and staffing plans with this inventory. Finally, update your employee handbook at least annually (and always after a change in employment law) and obtain an outsider’s perspective – such as a consultant or legal counsel. These individuals will be able to notice gaps or deficiencies in your policies and make recommendations to protect your business.

Additional Resources

HR Consulting & Project Support
ERC is a leading provider of quality, affordable HR consulting and project support services in Ohio. Our HR consulting services provide the crucial strategic and technical expertise needed to support your HR goals and workplace initiatives. Contact consulting@yourerc.com for more information.

Compensation & Benefits Surveys
ERC publishes many compensation and benefits surveys to help Northeast Ohio employers benchmark their pay and benefits practices.Our ERC Salary Survey, Wage Survey, and Executive Compensation Survey provide local pay information for over 300 positions.

Internships Growing in Northeast Ohio

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According to the results of the 2011 ERC/NOCHE Intern & Recent Grad Pay Rates & Practices Survey, more Northeast Ohio organizations are planning to grow or maintain internship programs compared to those planning to reduce or eliminate their interns.

Results from the 2009-2010 surveys, conducted annually by ERC in collaboration with the Northeast Ohio Council on Higher Education (NOCHE), highlight a trend in the overall percentage of organizations that plan to increase their number of hired interns from 23% in 2009 to 35% in 2011.  In addition, survey results show a steady decline in the number of organizations who plan to reduce or eliminate their internship programs over the same period.

Organizations Planning to Make Modifications to Internship Programs

Results also show that an increased percentage of organizations find value in hiring interns to (among other cited reasons) develop a talent pipeline, assist with special project work, test potential employees before hiring them, obtain affordable workforce support, increase exposure at local colleges and universities, and to improve retention of new college graduates in Northeast Ohio.

View the Intern & Recent Graduate Pay Rates & Practices Survey

This survey reports data from Northeast Ohio employers about their internship and recent graduate employment and pay practices.

View the Results

What You Don't Know

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Ignorance may be bliss, but it won’t keep you out of court. Here are a few scenarios in which what you don’t know could truly hurt your organization.

Scenario 1: Till adverse employment action do us part

Here’s what you know. Joe and Mary are husband and wife. They both work for your organization. Joe’s performance and attendance is poor. Despite multiple meetings, warnings and disciplinary actions, he consistently doesn’t show up and even when he does, he doesn’t get much accomplished. As a result, you plan to let Joe go later this week.

Here’s what you don’t know. For the last three months, Mary’s new supervisor has been harassing her. The conditions have gotten so bad that she just filed a sex discrimination charge with the EEOC.

Here’s how this could hurt you. If you fire Joe, you may also get sued for retaliation – and lose. In early 2011, the U.S. Supreme Court ruled that an employer unlawfully retaliated against an employee after his fiancée filed a sex discrimination charge with the EEOC and it then fired him three weeks later. As a result of this ruling, employers must be mindful of the relationships between employees when taking any adverse employment actions that could be construed as retaliatory in nature, even if the potential third-party “person aggrieved” wasn’t engaged in any protected activity.

Scenario 2: It’s in the details

Here’s what you know. Emily works for your organization. She recently applied for a new position in the organization that would give her a promotion and an increase in pay. While considering Emily for the promotion, you note that she has displayed a consistent pattern of clerical errors and a lack of attention to detail in her work. You tell Emily that you believe she may lack the concentration or mental capacity to handle the additional responsibilities of the new position, and as a result, you deny Emily the promotion.

Here’s what you don’t know. Emily was recently diagnosed with a learning disability.

Here’s how this could hurt you. Based on the final rules for the Americans with Disabilities Amendments Act of 2008, taking an adverse employment action because an employee is “regarded as” having a disability is a no-no, and the definition of “disability” has been greatly expanded. In this scenario, Emily could file a claim with the EEOC that you regarded her as having a mental impairment or learning disability, and as a result, discriminated against her by denying her a promotion.

Scenario 3: Unemployed need-not apply

Here’s what you know. You have a job opening for a production manager at a facility in New Jersey. You’ve had a lot of turnover at this position, which your management team at your headquarters in Canton, Ohio, believes is the result of a lack of qualified job candidates. As a result, two weeks ago they ordered that you change your online job ad to include “must be currently employed” as a requirement of the position. You made the change at the beginning of the month, and have already started interviewing candidates this week.

Here’s what you don’t know. This week an unemployed former production manager filed a discrimination charge against your company with the Commissioner of Labor and Workforce Development in New Jersey.

Here’s how this could hurt you. As of June 1, 2011, employers in New Jersey are prohibited from knowingly or purposefully publishing a job posting in print or on the Internet that states, among other things, that current employment is a job requirement. In this case, your organization could be fined $1,000 for its first violation – up to $10,000 for a third (or subsequent) violation.

New Jersey is the first state to enact a law protecting unemployed workers from employment discrimination. New York has adopted the same legislation.

Elements of an Incentive Program

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Looking for a way to motivate or incentivize employees to meet a goal or objective? Whether it’s sales, productivity, service, quality, teamwork, or just a change in behavior, incentive programs can be an effective tool to meet your organization’s needs and objectives. Here are the most important elements of an incentive program.

 

Clarify the objective of the incentive program.

What is the purpose of providing the incentive? Will it be designed to improve the productivity of your production staff, increase sales, improve customer service, and enhance management? Usually, the objective of an incentive plan is tied to meeting some organizational or departmental goal or objective or motivating/changing a specific behavior. This may be general or specific to a certain work group or department.

Define the incentive.

Define the type of incentive you will provide and make sure that it aligns with the objective. Individual incentives should be tied to individual goals and performance, team incentives should be tied to team goals and performance, and so on. Also, will it be offered in addition to a salary increase or instead of one, and will it be considered part of the total compensation package? Below are three (3) types of incentives to consider.


Type of Incentive

Description

Individual incentives

  • Tied to the achievement of individual and/or organizational goals
  • Typically only distributed to specific individuals
  • Differentiates top, average, and bottom performers

Gain-sharing

  • Tied to the margin of profit or savings attained through a group or team’s performance
  • Typically only distributed to certain groups or teams
  • Rewards and encourages teamwork

Profit-sharing

  • Tied to the margin of profit attained by entire organization
  • Typically distributed to all employees or certain executives/managers
  • Provides employees with “line of sight” – how their contributions impact the organization’s success

 

Create a measure for the incentive.

Having a clear objective will make measurement easy. Measurement could be as simple as determining whether the goal was achieved or not achieved. You may also weight what percent of an objective was met (i.e. 75% of goal achieved or 110% of goal achieved). One key question your organization will need to consider is if you will payout for not reaching goals completely or if you will payout extra for exceeding goals.

Determine who is eligible to receive the incentive.

If the objective of the incentive plan is specific to a certain work group or department, eligibility should be constrained to only employees in those areas. If the objective is general, eligibility may be widespread, applicable to nearly all of the workforce. We find that incentive plans typically follow one of these two tracks.

Establish the size of the incentive.

This is, first and foremost, dependent on what your organization can afford to pay – which may vary from year to year and depend on cash flow, revenue, and profitability. The size of the reward may be a fixed dollar amount or a percentage of salary. On average, we find that variable pay costs account for 3% of revenue (variable compensation divided by total revenue) – compared to compensation costs which typically account for 25% of revenue. Below are average target percentages, maximum threshold percentages, and percentages of total cash pay that incentive/bonus pay represents.


Type of Employee

Average Target %

Max. Threshold %

% of Total Cash Pay

Production, Maintenance, Service

4.4%

6.6%

4.1%

Clerical, Technical

4.0%

7.7%

4.3%

Supervisory, Managerial, Professional

8.1%

12.1%

6.6%

Source: 2011 ERC Pay Adjustment & Incentive Practices Survey

Identify the form of payment.

Some incentive/bonus payments are paid out in lump sums annually, while others may be distributed across paychecks throughout the year. Annually is by far the most common frequency of payout, but quarterly is a close second. Monthly and semi-annual payments are extremely rare.

Incentive programs can be effective in promoting the behavior and results we want in our organizations, but in order to do that, they need to constructed effectively. This starts with clearly identifying the objective of the program and then aligning all of its pieces and parts (type, work groups eligible, size, form of payment, etc.) with that purpose.

Additional Resources

Pay Adjustment & Incentive Practices
Benchmark your organization’s pay adjustment and incentive plan practices with our ERC Wage & Salary Adjustment Survey. For more information about this survey (including pricing information), please click here.

Consulting & Project Support
For assistance in developing incentive/variable pay plans and compensation systems or benchmarking compensation practices, please contact consulting@yourerc.com.

Healthy Living Ideas: Sleep

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The importance of sleep is underscored by the symptoms experienced by those suffering from sleep problems. People suffering from sleep disorders do not get adequate or restorative sleep, and sleep deprivation is associated with a number of both physical and emotional disturbances.

Below are suggested herbal sleep aids supplements to help get a good night's sleep.

1. Chamomile: Chamomile is one of nature's oldest and gentlest herbal sleep aids. It is most often drunk as a tea, which has a mild and pleasant taste. In addition to promoting calm and restfulness, chamomile is also used in cases of stomach irritation.

2. Valerian: Valerian is a root that has long been used as an herbal sleep aid. It has a characteristic smell – just like old socks. Valerian can be used to help occasional sleeplessness, but is also particularly helpful taken long-term.

3. Melatonin: Melatonin is a hormone that the body produces at night. It is sometimes called the "sleep hormone" because it is so important to healthy sleep. People who are blind, who suffer from jet lag, or who live in places with extended sunlight hours may have trouble sleeping because their bodies do not produce enough melatonin.

4. SAMe: SAMe (S-adenosyl-methionine) is an amino acid derivative, and is found normally in the body. It is typically used as an antidepressant, but is also commonly used to treat chronic fatigue syndrome or as an herbal sleep aid. Its actions in the body help to promote healthy sleep cycles, especially when taken daily for several weeks.

5. Tryptophan: Tryptophan is an amino acid that is a precursor to seratonin. Low serotonin levels can cause irritability, anxiety, and sleeplessness, so adding more tryptophan to your diet can help you relax and will promote healthier sleep patterns.

Over 2/3 of Local Employers Still Offer Incentives/Bonuses

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The results of the 2011 ERC Pay Adjustment & Incentive Practices Survey show that the majority of employers are still offering an incentive/bonus plan. However, the percentage is down from the past few years.  

The survey reports that 67% of organizations surveyed have an incentive/bonus plan, compared to 79% in 2010 and 89% in 2007. Although this is the lowest percent reported in years, it’s important to note that the majority of respondents continue to offer an incentive/bonus plan.

The survey also shows that incentives including annual bonuses, profit sharing, spot-achievement awards, and individual incentives remain the most common incentives offered by employers. Gain-sharing, small-group incentive pay, and stock options continue to be less common.

Additional Resources
More info about this survey and other compensation surveys: click here

HR Guide to Summer in the Workplace

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It’s that time of year again. Memorial Day signals the return of warm weather, summer activities, and plenty of HR and workplace issues from enforcing dress code and attendance policies to planning a company outing or event. This is your guide to managing summer in the workplace.

Spell out specifics in your dress code policy.

Dress code tends to become more open to interpretation during the summer (sleeveless tops, open-toed shoes, flip flops, capris, skirts, etc.), so be sure to specify exactly what you mean by “business casual” attire instead of leaving it to the employee’s discretion.  Spell out acceptable and unacceptable types of clothing and shoes (and examples), colors and styles (depending on your industry or type of organization), and specific days or situations that require different attire (such as formal or casual) that the usual. Also, be sure that you apply the dress code policy uniformly and consistently.

Provide flexible scheduling.

Now is an ideal time to remind employees of your attendance policy as issues of consistently coming into work early or late or “calling off” tend to become more of a problem during the summer months. Another way to address this issue is by introducing flexible scheduling options to allow employees to better self-manage their work/life throughout the summer. In the summer, employees are typically faced with greater work/life constraints such as more activities, family obligations, and children home from school. Seasonal perks like flex-time, shorter hours on Fridays, compressed work weeks, and revised work schedules are all offered by some employers during the summer to help employees achieve better balance.

Hire an intern or new graduate.

Another useful way organizations provide relief to their employees during the summer months is by hiring an intern or new graduate. Interns offer a variety of workforce support and assistance with special projects at an affordable cost. They also bring fresh ideas and perspectives, technical knowledge, and a desire to learn. New graduates offer similar capabilities. If you’re not sure where to start in terms of hiring and compensating an intern or new graduate, check out our Intern & Recent Grad Pay Rates & Practices Survey for detailed information about recruiting, hiring, training, engaging, and paying interns and new graduates.

Offer time off from work.

Time off is a common request during the summer with three major holidays (Memorial Day, 4th of July, and Labor Day). Be sure to communicate the paid time off your organization intends to provide for these holidays. Consult our Holiday Practices and Paid Holiday Survey for information about which paid holidays employers plan to offer this year.
Additionally, scheduling and coordinating summer vacations requires an efficient and fair process to ensure that employees are able to take time off when desired, but also that the business is able to meet its demands. Here are some common ways organizations effectively coordinate vacations and paid time off:

  • Use a vacation planner or vacation planning system.
  • Create a method for employees to request or “bid” on preferred dates of vacation – such as a vacation request form. Build in supervisory approval.
  • Require employees to schedule time off in advance, but be reasonable about how far in advance they need to schedule.
  • Have employees coordinate vacation time with their coworkers and/or self-manage vacation time.  This helps ensure that “back-ups” exist.
  • Develop policies that specify what criteria will be used to approve vacations (first come, first served, seniority, rotation, etc.).
  • Specify the limits of taking vacation (i.e. people with the same skill set can’t be out at the same time, maximum number of days, etc.).
  • Monitor and take into account other leaves (FMLA, maternity/paternity, sick, disability, etc.).
  • Remind employees that the business’ needs need to come first when scheduling vacations. As an employer, you do have the right to require an employee to postpone a vacation or require advanced notice. If you do promise vacation, however, you may be legally bound to it, according to Ohio law.

Start (or re-energize) your wellness program.

There’s no better time to start or re-energize a wellness program than at the beginning of summer. Summer is an ideal time for employees to get into shape and improve their well-being and the workplace can help them do that. Employees also tend to be more interested in wellness at this time of the year given the nice weather, outdoor activities, and greater availability of fresh and healthy foods. This can boost participation rates which help you keep your workforce healthier and manage the sting of rising health insurance costs. Here are some ideas for your summer wellness program:

  • Introduce a walking program
  • Hold company-wide wellness/fitness competitions, challenges, or team-building functions
  • Coordinate informal pick-up sports at lunch-time or after work
  • Provide fresh fruit and vegetables
  • Hold seminars on nutrition-related topics
  • Encourage employees to go outside during their lunch break, or even hold meetings outside

Plan a company outing or event.

The summer is a great time to plan a company outing or event and many businesses take advantage of the nice weather to spend time informally socializing with their employees.  Outings and events are great opportunities to get to know your staff, show appreciation, and do some team-building. Here are some tips for planning a summer event, provided by ERC’s own event experts:

  • Form a committee. Don’t plan your event alone. Get other employees involved in planning the outing and event and delegate responsibilities.
  • Define the event or outing’s purpose. Is the outing intended to be a social or networking event? Or is it an event that celebrates or recognizes something?
  • Determine the location. Outdoor locations are ideal for summer events, but make sure that the venue fits your audience and the type of event you are creating. A formal event will need a formal setting.
  • Set a date. Identify a couple potential dates and confirm the availability of the location as well as those that need to attend the event. Provide confirmations.
  • Create an agenda or timeline for the event. Lay out the entire event in terms of breaks, activities, meals, etc. and the times that they should take place. Assign roles to people on your committee and have them “own” certain tasks.
  • Communicate details. Be sure that your guests have all the information they need about the event or outing (i.e. location, directions, timing, attire, meals provided, response directions, and contact information).
  • Select food and activities. Make sure these are relevant to the type of event and the people attending, and also consider any dietary restrictions ahead of time. For example, if children will be attending the event, activities and food selections should be fitting.
  • Test-drive the event. Test equipment, walk through the venue, and get familiar with the things you’ll need during the outing. Pretend like you’re the guest.
  • Make it unique. Traditions are great, but try to build an element of surprise into your outing or event to make each year exciting. This could be a new location or venue, different entertainment, or a new giveaway.

Continue to train and guide performance.

Engagement can often become stale in the summer months. That’s why performance management, training, and development should not wane during the summer months. It’s important to keep investing in these practices so employees stay engaged and productive. For example, the summer signals mid-year, which is an ideal time for employees to meet with supervisors to discuss their performance and progress towards goals and objectives set at the beginning of the year. This discussion can help refocus employees on their goals, help establish new projects and objectives, and identify what additional support is needed. Additionally, while many employers refrain from scheduling training during the summer due to vacations, this actually can be an ideal time for training and development – especially if business is slower than normal during this season. 

Have a contingency plan for severe weather.

More severe weather is being predicted for this summer. Be sure that your organization has contingency and disaster recovery plans in place to deal with unexpected power outages, damages, and other issues that severe weather (such as thunderstorms, tornados, flooding, etc.) could cause for your business and its employees.

Prepare for budgeting. 

The summer passes quickly and budgeting will be just around the corner. With most employers planning to provide salary increases this year, it may be worthwhile for your organization to benchmark your employees’ compensation so that you are prepared to make good decisions about market adjustments and compensation increases when budgeting time approaches. Keep a compensation project on your agenda this summer and use our recently published 2011 compensation surveys as resources. Similar to compensation, use the slower summer months to catch up on major HR projects that have been on your to-do list.

The key to managing summer in the workplace is to acknowledge employees’ work/life needs, balance work with fun, and continue to engage.

Additional Resources

Supervisory Series
In the series, participants will gain an understanding of their role as a supervisor as well as employment law as it relates to common supervisory issues. They will also learn how to apply basic managerial and interpersonal skills including dealing with the everyday challenges of being a supervisor, communicating effectively with others, resolving workplace conflict, managing performance, and coaching. Click here

Emerging Leaders
This two-part series covers professional etiquette in and out of the workplace, communication skills, and the traits of a strong leader. It is an ideal course for younger professionals, such as new graduates. Participants will learn tools to present themselves more effectively and enhance their contribution to the organization. Click here.

Compensation Surveys
Get a jump-start on budgeting this summer by benchmarking compensation with our Salary Surveys which provide pay information on nearly 300 jobs that are relevant to all organizations and industries. Click here

American Heart Association Names ERC ‘Fit-Friendly Company’

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ERC is proud to announce that it has been recognized as a Gold Level Recipient of the American Heart Association’s Start! Fit-Friendly Companies Recognition program.

The Start! Fit-Friendly Companies Program is a catalyst for positive change in American business. This national award honors organizations that demonstrate progressive leadership by making the health and wellness of their employees a priority.

“We are extremely honored and excited to be recognized by the American Heart Association as a Fit-Friendly Company,” said Pat Perry, President of ERC. “It is important to us to lead by example, as we sponsor the ERC Health (www.erchealth.com) program throughout the State of Ohio.  Our employees have really embraced the healthy culture that we created here.  We see it through participation in events like staff “wellness lunches,” cardiovascular screening sessions and afternoon workout classes.  We are proud of the commitment we’ve made to improve our employees’ health and work-life balance.”

Some HR Management Jobs See Salary Increases

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The results of the 2011 ERC Salary Survey show the rising of some HR management salaries – mainly those specializing in a certain aspect of HR such as compensation, training, and recruiting.

According to the survey, the median salary for a Compensation/Benefits Manager rose 32% from 2009 and 12% from 2010. Additionally, the median salary for a Training Manager increased 24% from 2009 and 3% from 2010. Recruiting Managers also experienced a modest increase of nearly 7% from 2009.

The survey, however, shows that salaries for HR Managers continue to remain flat. The median salary for HR Managers showed no significant change from 2009 or 2010, remaining around $65,013.

Median HR Management Salaries

Additional Resources

More info about ERC Salary Surveys: click here
Other compensation surveys: click here

Majority of Local Employers Hiring New College Graduates

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The results of the 2011 Intern & Recent Grad Pay Rates & Practices Survey, conducted by ERC and NOCHE, showed that slightly over two-thirds (67%) of Northeast Ohio employers were in the process of hiring or planning to hire new graduates for positions in their organizations. The widespread majority of employers hire these graduates for entry-level positions, though some organizations hire them for mid-level/non-supervisory roles.

According to employers, the most common criteria they look for when hiring new graduates is work experience, interpersonal/communication skills, professionalism, major, and work ethic.  Many of these factors are also used to determine salary, along with professional credentials (such as certifications and internships/co-ops).

The survey also shows that average starting salaries for recent graduates vary depending on the type of degree. An engineering degree showed the highest average starting salary, while a communications degree showed the lowest average starting salary in the survey.

Average starting salaries for college degrees

Degree Obtained

Average Starting Salary

Bachelors, Engineering

$51,455

Bachelors, Management

$50,000

Bachelors, Computer Science

$47,250

Bachelors, Information Technology

$43,500

Bachelors, Accounting

$43,400

Bachelors, Sales

$40,000

Bachelors, Marketing

$37,333

Masters, Business Administration

$37,000

Bachelors, Business Administration

$32,571

Bachelors, Communications

$31,000

View the Intern & Recent Graduate Pay Rates & Practices Survey

This survey reports data from Northeast Ohio employers about their internship and recent graduate employment and pay practices.

View the Results