Healthy Living Ideas: Sleep

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

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

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

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

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

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’

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

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

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

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

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

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

 

Additional Resources
Full survey results: click here
Upcoming training and programs on this topic: click here

6 Ways to Manage New ADA & Legal Changes

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

The final 2011 ADA regulations had important implications for HR and managers when managing employees’ medical conditions and impairments. Here are six ways we gave to strategically manage this issue in particular and other legal changes that may affect your business in the future.

Meet with your HR and management team. When any new employment law or regulation is implemented, as a strategic measure, it’s important for your HR team and organization to determine how this law will impact your organizational objectives. Meet with your management and HR teams to discuss how the law or regulation will influence your HR operations, affect your ability to attract and retain key talent, and prompt new liabilities or risks that could affect your bottom line or operations. From there, you’ll need to determine what tactical issues need to be addressed, such as implementing training to your management staff, revising and communicating policies, adjusting HR processes, and incorporating new risk management processes.

Revise policies. In the case of the final regulations pertaining to ADA (as well as other laws and regulations), it’s important that you review your policies and employee handbook to ensure that language is adjusted to meet the changing definition of disability and is consistent with the language within the regulation. Remember, the definition of disability has become much broader, so your policies should reflect this change.

Review and adjust accommodation process. No longer is focusing on the question of whether an illness or condition is a disability the focus of the ADA law, as many conditions will now fall under this definition. Rather, the changes to ADA emphasize developing accommodations for employees with impairment. Key questions you should ask are how is your accommodation process administered? Is an HR representative in charge of this process or are line managers? With the new regulations, it’s recommended that HR:

  • Lead and manage the accommodation process consistently throughout the organization versus managers. This ensures that the process is run the same throughout the organization, reducing potential liabilities.
  • Approach the ADA process like FMLA and use standard forms and processes instead of un-standardized doctors’ notes and evaluations. Consider your approaches during the pre-employment process with applicants as well as when current employees develop an illness or condition while they are employed.
  • Create a standard internal form for employees to use which provides a checklist of possible conditions or ability to write the condition or impairment and summarizes alternative accommodations that apply to the condition, or a guide for a discussion of these accommodations. The form may also include a doctor’s signature if necessary versus using doctor’s notes.

Review job descriptions. Ensure that job descriptions specify the essential job functions of each job – and also be sure that these essential functions are actually essential. The courts have been critical of how essential functions are defined. Also, be cautious of defining too many tasks as essential. A good rule of thumb is using a job analysis to rate or rank how important and critical certain tasks are to a job and how frequently they are conducted, and to account for job incumbent and supervisory perspectives.

Train and communicate. When a policy or process is revised, be sure to communicate the changes as soon as possible to managers who are in charge of implementing and executing them. With ADA, front-line managers will likely be the first to know about an employee’s illness or condition and need to understand how to handle requests for accommodations such as:

  • Job modifications
  • Schedule changes
  • Environmental issues (temperature, work setting, stress, exertion, etc.)
  • Motor or cognitive impairments
  • Mental issues (depression, anxiety, etc.)

Managers need to know how to respond, act, and when to refer to HR – and how negative or inappropriate reactions to these requests or even knowledge of a medical condition can cause liability or risk to the organization. They also need to be trained on how to effectively manage employees with mental or physical impairments in terms of scheduling, direction, support, and even modification of interpersonal interactions.

Last but not least, stay ahead of the curve. In HR, we unfortunately tend to react to a problem, a new law or regulation, or a new fad (i.e. what every other employer is doing) versus staying ahead of trends and upcoming legal agendas and issues that will affect our business. This often results in poorly executed tactics, lawsuits, and other issues that could have been avoided had we been more strategic. By being proactive and staying on top of changes emerging in the market, we can help our business manage its risk, legal, and HR issues more effectively, and become a more strategic partner within our management team.

Please note that by providing you with research information that may be contained in this article, ERC is not providing a qualified legal opinion. As such, research information that ERC provides to its members should not be relied upon or considered a substitute for legal advice. The information that we provide is for general employer use and not necessarily for individual application. 

Additional Resources

ERC provides a number of resources to help you stay updated on important legal and HR trends and issues, as well as training for your managers on employment law and employee relations.

ERC Training
To visit our ERC Training Program and Courses page: click here.

Supervisor & Management Training
We offer several courses for supervisors and managers on topics like employment law, workplace bullying, and general employee relations topics like communication, interpersonal skills, and more. To learn more, click here.

HR Project Support
From employee handbook and policy updates to job description revisions, we offer assistance with HR projects to help your organization stay compliant. For more information, please contact consulting@yourerc.com.

 

ERC Partners with ADP

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

ERC has partnered with ADP, one of the world’s largest providers of business outsourcing solutions, to offer its members significant discounts on ADP’s Workforce Now solution. ERC members will receive the first month at no charge and 50% off implementation fees.

ADP Workforce Now is the premier single-source, integrated solution that offers robust HR, benefits administration, payroll, time and attendance and talent management functionality specifically designed for mid-market organizations with 50 to 999 employees.

“The Workforce Now product is a great fit for many of our members,” said Pat Perry, president of ERC. “With ADP’s services not only do you work with a trusted name, but you can save your organization a lot of time and money.”

About ADP
Automatic Data Processing, Inc. (Nasdaq: ADP), with nearly $9 billion in revenues and about 550,000 clients, is one of the world's largest providers of business outsourcing solutions. Leveraging over 60 years of experience, ADP offers a wide range of HR, payroll, tax and benefits administration solutions from a single source. ADP's easy-to-use solutions for employers provide superior value to companies of all types and sizes. ADP is also a leading provider of integrated computing solutions to auto, truck, motorcycle, marine and recreational vehicle dealers throughout the world. For more information visit www.ADP.com.

ERC members invited to LGA SHRM Event

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

Lake Geauga County SHRM is hosting a 7 strategic credit hour class for HRCI re-certification called Results Driven Leadership presented by Sara Christiansen from Ideation Consulting.  This seminar will be held on June 16th, 2011 from 8am-4pm at the United Way located at 9285 Progress Parkway, Mentor, OH 44060. 

ERC members can receive a discount if they register online at www.lgashrm.org and enter the code "ERC-ERC" to receive the $99 rate. The regular rate for non-ERC or LGA SHRM members is $125.  Registration includes continental breakfast, boxed lunch and afternoon snack.

Growing Your Rising Stars

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

Your organization may have some rising stars – high achieving employees with the ability to move up in your organization and carry the demands of your organization’s most challenging and promising opportunities. You may love their work, think highly of their potential, but notice a few skills or abilities that need some development before promoting them to the next level. Here are a few ways to grow and engage your rising stars.

Uncover their (and your) objectives.

According to a 2011 study conducted by the Corporate Leadership Council, 1 in 5 emerging leaders believe their personal aspirations are different than the plans of their organizations. Obviously, there’s a strong disconnect between what emerging leaders want from a career and what they think their organization wants from them in the future. Before your organization pours resources and time into the process of developing these employees, be sure that both of your objectives match. Similarly, in order to know how to develop your rising stars, your organization needs to determine its long-term objectives and the talent it will need to achieve those. For example, will your business be expanding? Will its product/service line change? What skills will it need? How will technology affect your workplace? When will leaders retire or move on? Growing your best people often requires good workforce and succession planning.

Place on intense assignments and in challenging roles.

Research shows that intense, challenging, and risky assignments are the best learning experiences for growing leadership capabilities – and more meaningful than traditional job rotation programs. These developmental assignments not only engage the rising star, but also allow your organization to evaluate how well the employee performs on new challenges they have not experienced and where further development is needed. Similarly, rising stars should be placed in challenging roles and positions – perhaps an undeveloped area of the business, a department that is underperforming, or a potential business opportunity that has not yet been ceased. It’s important not to shield rising stars from the realities and stressful situations they will face in future roles. Rather, throw them into the fire, but build in support.

Provide formal training and development opportunities.

While job experiences are one of the best ways to grow rising stars, there’s no replacement for the classroom. Seminars, activities, and instruction are a necessary supplement to leadership development initiatives and frequently are used to grow capabilities in key leadership topics like change management, presentation, communication, influence, and negotiation. Other formal development opportunities such as attendance at conferences, certification programs, advanced degrees, participation on boards, and involvement in professional associations can all be helpful in growing capabilities. Rising stars will need to acquire knowledge not only in their organizations and through experiences, but also externally from facilitators, coaches, and peers.

Engage in regular feedback and dialogue.

A conversation once or twice a year isn’t going to grow your best employees. Development done right requires frequent conversations and dialogue. This dialogue can address how the employee is performing and provide direction, guidance, and coaching on new stretch tasks and development opportunities. It can also help gauge their engagement and satisfaction with the initiative and how they are progressing in their development plan. These conversations often can help avoid derailment – failure or underperformance at the next level – a common problem many leadership development programs experience.

Beyond one-on-one dialogue, 360 feedback is another common leadership development tool that can help your rising star determine how their style and competencies are perceived by others in the workplace such as managers, coworkers, and customers. The results can be used for follow-up coaching and training.

Use your current leaders as resources.

While most development responsibilities fall on HR or line managers, seasoned leaders and top managers can (and should) be actively involved in mentoring and developing rising stars – not just evaluating and selecting who these leaders will be.  Oftentimes, exposure to current leaders and tapping into their perspectives, knowledge, and experiences can be very effective in growing future leaders if they want to be engaged in the developmental process. It can also engage your rising stars, providing them with opportunities to interact and build relationships with your senior staff. Plus, your organization may save on other developmental costs such as use of an external coach or mentor that is not as ‘in tune’ with the workings of your company.

A range of work experiences, developmental activities, dialogue and feedback, and use of current leaders is a simple recipe for growing your rising stars into higher levels of your organization and engaging them.

Additional Resources

The Emerging Leaders Series
Have the emerging leaders within your organization been identified? Do they have the skills and knowledge needed to best represent your organization? This two-part series covers professional etiquette in and out of the workplace, communication skills, and the traits of a strong leader. Participants will learn tools to present themselves more effectively and enhance their contribution to the organization. 

Leadership Development Training
Developing your leaders or managers? Check out the range of courses we offer to help you grow talent of all levels and especially managers and leaders. Click here

Coaching, 360s, & Talent Management
ERC offers several developmental services including employee, manager, and leadership coaching, 360 feedback initiatives, as well as assistance with talent management projects including workforce and succession planning to support your leadership development initiatives. For more information, please contact consulting@yourerc.com.