Workforce Composition & Work Life Issues - IPMA-HR

EWSJUNE 2011

THE MAGAZ INE OF THE INTERNAT IONAL PUBL IC MANAGEMENT ASSOCIAT ION FOR HUMAN RESOURCES

HR

Workforce Composition & Work Life Issues

Teleworking Policies: Do You Have One? Should You Have One?

Who’s in Your Workforce?

Also This MonthThe HR Challenge: Where Adversity Brings About Opportunity

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Maybe it’s a little like theproverbial glass of water—I’m

not sure whether to describe my year asIPMA-HR president as half over orhalf yet to go.

Half Over… Last March, the Executive Council hadits first of the two meetings it will holdthis year. At that meeting, I had thehonor of signing on behalf of theAssociation a statement of support for the National Guard andReserve and the Association is urging IPMA-HR members to signa similar statement of support. The Executive Council learned aboutthe status of the Long-Range Strategic Plan Taskforce that Iappointed and the distribution of that Taskforce’s survey to gatherinformation to assist it in making recommendations to the ExecutiveCouncil about any of IPMA-HR’s products and services that mayneed to be reshaped or refocused. In addition, the Executive Councildiscussed the information technology challenges that a number ofchapters and regions are facing and decided to form a taskforce todetermine if there could be a sharing of resources that might bettermeet their IT needs. The Association has also created a LegislativeTaskforce that Gail Strope, IPMA-CP, the human resources director

PRESIDENT’S MID-YEAR MESSAGE

for Jefferson City, Mo., is chairing that will provide betterinformation about federal legislation to the Association’smembership and assist in the development of policy positions. Plus,the Association has finalized its new HR Certificate Program, whichis currently being piloted and will be delivered primarily by distancelearning. The Executive Council received the excellent news that,despite the current economy, the Association had a positive yearfinancially in 2010 and ended with a surplus primarily through themeritorious controlling of expenses by Executive Director NeilReichenberg and his staff.

During this first part of my presidential term, I have had theextreme pleasure of attending three regional conferences and theIPMA-Canada conference. These conferences were excellentnetworking and developmental opportunities.

Half Yet to Go… The Association continues to expand its international activities andhas been contacted by the United Nations concerning the possibilityof assisting with an Africa HR survey. And the Association will hostthe 2011 Leadership Conference in August for representatives fromthe chapters and regions invited to participate. The Long-RangeStrategic Plan Taskforce will continue its work to make itsrecommendations to the Executive Council at its meeting just priorto the 2011 International Training Conference in Chicago whichwill be held from September 24-28, for which Program Chair MilaCosgrove, IPMA-CP, human resources director for the City andBorough of Juneau, Alaska, and the Program Committee havescheduled an amazing list of topics and group of speakers. Plus,there are other events scheduled for the fall.

At this point in this incredible year, I have to acknowledge that theAssociation has been able to and will continue to accomplish somuch because of its members who volunteer their time. The manymembers who serve on committees and taskforces are awesome andhave my utmost respect and appreciation for all that they do so well.

So, is my presidential year half over or half yet to go? From anyperspective I take, it—sadly and happily—is both.

Sam Wilkins, IPMA-CPIPMA-HR President

JUNE 2011 | 1 |

Half Over, Half Yet to Go

WWW.IPMA-HR.ORG JUNE 2011 | 3 |

1 President’s Mid-Year Message

17 IPMA-HR Announces Call for Applications for Ronald Gabriel New HR Professionals’Conference Scholarship

19 Executive Council Meets in Alexandria

21 Report Issued on State Pension andRetiree Health Care Costs

23 Managing Employee Performance CourseOnline in July

23 Compensation Survey Shows 2010 Worse ThanAnticipated; Public Employers Still SufferingFrom Recession

23 2010 Financial Results

26 Review of The Why of Work: How GreatLeaders Build Organizations That Win

27 Register Now for IPMA-HR’s Developing Competencies for HR Success September 2011 Online Training

TABLE OF CONTENTSJUNE 2011 | VOLUME 77 NO 6

COLUMNS 16 LABOR RELATIONS18 COMP DOCTORTM

DEPARTMENTS24 MEMBERSHIP MATTERS28 CALENDAR28 PRODUCTS AND SERVICES

Teleworking Policies:Do You Have One?Should You Have One?

FEATURES

Who’s in YourWorkforce?

6

8

NEWS22 Keynote Speakers Set for 2011 IPMA-HR

Annual Training Conference

The HR Challenge:Where Adversity BringsAbout Opportunity10

2011 IPMA-HR

INTERNATIONAL TRAINING CONFERENCE & EXPO

September 24-28, 2011Marriott Downtown Chicago Magnificent Mile Hotel | Chicago, IL

International Public Management Association for Human Resources

The premier

event of the

year for public

sector HR

professionals!

Register Today! www.ipma-hr.org or call 703-549-7100 to learn more.

Conference Highlights:� Choose from more than 35 educational sessions

presented by leaders in the field of Human Resources.

� See the latest cutting-edge products and services for thepublic sector HR professional at the conference expo featuring employee benefit packages, professional development programs, training programs and materials,and much more.

� Earn up to eight points toward your IPMA-CP or IPMA-CSrecertification.

� Choose from multiple full-day pre-conference workshopsproviding an in-depth look at the leading topics and issues important to public sector human resource professionals.

1617 Duke StreetAlexandria, VA 22314phone: (703) 549-7100fax: (703) 684-0948www.ipma-hr.org

Call (703) 549-7100 and ask for the following departmentsfor questions regarding:HR Resources IPMA-HR offers free research, sample policies, articlesand more to members. Included in the member-only area of the Web siteare sample policies on more than 60 topics including use of socialnetworking, FMLA and many more. Contact the research department forthe latest surveys, innovations and trends at (800) 220-IPMA or [email protected].

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Web For all questions relating to the Web site, e-mail [email protected].

IPMA-HR Staff Telephone Extensions and E-mailNeil E. Reichenberg, Executive Director, ext. 251, [email protected]

Irina Bowyer, Associate Director of Membership, ext. 249, [email protected]

Tina Ott Chiappetta, Sr. Dir. of Govt. Affairs & Comm., ext. 244, [email protected]

Heather Corbin, Prof. Dev. & Research Coordinator, ext. 242, [email protected]

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Elizabeth Kirkland, Director of Publications, ext. 243, [email protected]

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Suggestions or comments? Please e-mail us at [email protected].


IN TOUCH WITH IPMA-HR

Editor, Elizabeth Kirkland

Graphics, Alison Dixon/ImagePrep Studio

IPMA-HR Executive Director, Neil Reichenberg

HR News is published monthly by the International Public ManagementAssociation for Human Resources, 1617 Duke Street, Alexandria, Virginia 22314;(703) 549-7100. Copyright ©2011. The June issue is volume seventy-seven,number six of the monthly magazine of IPMA-HR.

Article contributions are welcome and range from 500-2,000 words. HR Newsreserves the right to refuse and/or edit manuscripts submitted for publication.Article contributions are encouraged on disk or via e-mail. For further information,please contact Elizabeth Kirkland, [email protected] or (703) 549-7100, ext. 243.

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Coming up in the July issue of

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Labor-Management Cooperationand Negotiating with Unions

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HR NEWS MAGAZINE

� w o r k l i f e c o m p o s i t i o n a n d w o r k l i f e i s s u e s �

| 6 | JUNE 2011

TELEWORKINGPOLICIES:Do You Have One?Should You Have One?By Amanda Cuda

In today’s economy, employers are always looking for ways toget more out of an increasingly limited staff. Allowing employ-ees to work from home, at least some of the time, is an admit-

tedly great way to make the best of depleted manpower, saidMichael McGinnis, IPMA-CP, former human resources directorfor the county of Orange, N.C.

Though telecommuting isn’t widely practiced by county employees,McGinnis, who recently retired, said some workers do spend somehours working off-site. “It’s mostly at the discretion of the depart-ment directors and managers, but it does happen,” he said.

However, despite the acknowledged benefits of teleworking—mainly, more flexibility for employees—Orange doesn’t have a formalpolicy on working remotely.

McGinnis said there’s been interest in creating such a policy, but it’sbeen superseded by other concerns, such as the need to establishguidelines about the use of social media.

Orange isn’t alone in its lack of a teleworking plan. Last year,Microsoft released a survey showing that, though 62 percent of thosesurveyed believed they could adequately perform their job remotely,59 percent said their company doesn’t have a policy that allowsemployees to work off-site. The survey, conducted among 3,600

workers in 36 cities nationwide, also showed that less than half ofthose surveyed believe their employers are supportive of them work-ing remotely.

That’s disappointing but not surprising, said Margaret McCoey, anassistant professor in the computer science department at La SalleUniversity in Philadelphia. “Some employers still believe that theyneed to see the employees to manage the project,” she said. “This isthe management style they have forged and the one that ‘works’ forthem. The employees are viewed as resources that need to bewatched.”

Looking at the situation that way is both old-fashioned and short-sighted, McCoey said. The flexibility offered by teleworking can be aboon to both employers and employees. But, to get the most out of atelecommuting relationship, there needs to be rules.

“There are specific guidelines that need to be in place and empha-sized,” McCoey said. “For instance, the employee needs to be acces-sible by other members of the organization for collaboration,questions and meetings. Also, if the employer is going to allow thiswork policy, he or she needs to be confident in the employee’s abilityto multitask and set time and work boundaries.”



who work remotely, McGinnis said, most them work off-site inaddition to (not instead of ) working from the office. Teleworking, hesaid, allows them to be connected to their jobs for a longer period oftime—a plus in the times we live in. “These days, we’re requiringmuch more from our employees,” McGinnis explained.

He said he sees possible benefits to having a wider number ofemployees work from home full time. For instance, if more peopleare working primarily off site, then perhaps some offices could closeor be open for fewer hours, which would cut costs.

McGinnis’s thought isn’t unique. Of the workers polled in theMicrosoft survey, about 13 percent said they preferred to workremotely “to help the company save money.”

Working off-site isn’t without drawbacks. McCoey said the practicerequires excellent time management and respect for deadlines, andprobably isn’t the best option for an undisciplined employee. “If theemployee cannot manage time and deadlines or if the employee seesteleworking as a strategy to focus on just his or her personal stresses,then the arrangement won't work,” she said.

Yet, for a lot of employees—herself included—teleworking is a bene-ficial strategy, and one most employers should seriously considerengaging in on a large scale. Despite her aforementioned belief thatmany employers are uncomfortable with not having their workers insight at all times, McCoey said some employees actually thrive whenworking out of the office. Not only has McCoey been on theemployee side of the telecommuter equation, she’s managed peopleworking off-site as well. Like many bosses, she said, it was an adjust-ment, but she eventually learned to adapt her management style tofocus on the work, not the employee behavior.

“My style requires the work be completed within the guidelinesstated in the requirements and the ‘how’ for getting it done is usuallyleft to the worker,” McCoey said. “In most situations, the workerknows the best strategy for them to complete the task. If I force aprocess on the worker, quite often the results have not been asacceptable as allowing the worker or team decide how to completethe process.”

Why You Need a Plan For all its possible benefits, teleworking requires organization on thepart of both workers and employers. Those who already haveembraced teleworking or plan to make it a larger part of their work-ing environment need a policy in place, McCoey said. Such a planneeds to explicitly state the expectations of both employer andemployee.

“There are many barriers on both the employer and the employeesides that need to be reviewed, discussed and addressed, such asmanagement style, hours of commitment required, time manage-ment, need for consultations with others in the organization, vaca-tion and holiday hours and overtime payment,” McCoey said. “The

The Benefits of Off-Site WorkingThe employees polled in the Microsoft survey named a number ofreasons for wanting to work remotely. Some of them were cost-related, with 55 percent saying they wanted to save money on gasand 16 percent saying it would save money on dry-cleaning. About45 percent said they thought they’d be more productive working off-site and 38 percent said telecommuting would allow them to work ina less stressful environment. However, most—60 percent—said theywanted to improve the balance between their work life and homelife. That comes as no shock to McCoey, who has some experienceworking remotely, and said a better work-life balance was the mainbenefit she reaped from the arrangement.

“Some people view teleworking as a way to deal with personal issuesand still be able to keep connected professionally,” she said. “I know,for me, this allowed me the ability to work out difficulties with care-giving for parents and children—especially with crazy school sched-ules—but still contribute and stay professionally active. Oftenteleworking allows the employee to work on their personal internalclock instead of being restricted to the ‘normal’ business hours.”

McGinnis, meanwhile, named increased productivity as one of themain benefits of teleworking. Of those Orange County employees CONTINUED ON PAGE 28

| 8 | JUNE 2011 HR NEWS MAGAZINE


Public sector employers may have entered the recessionthinking, “Well, at least I won’t have any problem hiring.With this economy, as long as we have the money to hire,there should be a line a mile-long of over-qualified

candidates for all of our open positions.” Notwithstanding the “aslong as we have the money” caveat, most public sector employershave now realized that the workforce they once knew has changed,and continues to do so. In the public sector, the problem of a futuretalent drain is even more heightened, in that many public sector jobsare professional or managerial in nature. For example, according to arecent whitepaper by Manpower, “Change and Challenge in thePublic Sector Workplace,” 33 percent of the federal governmentworkforce is comprised of management positions, vs. 10 percent forall other industries. What are some of these key changes and how dothey affect local government and other public sector employers?

Demographics Don’t Stand StillThe EEOC’s 2009 Annual Report on the Federal Work Force confirmschanges that have been happening throughout the public sector.Workforce participation by Hispanic, Latino and Asian workers, aswell as participation by women in the workforce have all risen.

Older workers are retiring, but as they do so, the numbers just don’tadd up. Even in this down economy, there just aren’t enough youngergeneration workers to fill the gap. A Manpower report on “Changeand Challenge in the Public Sector Workplace” indicates that by2012, many government departments stand to lose from 20 to 50percent of their workforce as retirements occur. Because of economicconditions, most public sector employers still have large pools ofpotential employees to look at when hiring for vacancies. However, asthe economy recovers and private sector employers resume theircompetitive recruitment practices, this is unlikely to remain the case.

Though workforce participation rates will continue to rise, trendsshow that it will be a slower increase than previous years. The RandCorporation indicates that the bigger change will be in workforcecomposition, with a more evenly distributed workforce in terms ofage, sex and race/ethnicity. More women and fewer men in the laborforce are moving the workforce toward more gender balance, and anincrease in immigration is leading to an increase in the racial andethnic diversity of the working populace. Finally, as the populationages and retires, a more even distribution of working generations issettling into the labor force. The EEOC also reports a plateau (after adecade of decreases) in the rate of participation in the federal work-force of people with targeted disabilities (i.e., those disabilities such as

By Paula Singer, Ph.D., and Laura Francisco

Who’s in YourWorkforce?



sion of a unique skill set or above-average skill in general. Of similarimportance and providing additional flexibility to the organization isthe ability to end the non-employee relationship as conditions andneeds change.

Many organizations, particularly in the public sector, are not struc-tured appropriately or have not planned adequately to reap the mostbenefit from using contract labor. The same survey sites a misalign-ment between organizations using contract labor and the amount ofcontrol they feel they have over the acquisition and management ofthis labor. Increased investment in contract labor also requires yourorganization to think about some nontraditional issues. Considerthis: contract labor, like any employee segment, will never becompletely effective working in a vacuum. Planning should beundertaken to include these non-employees in work teams, to ensurethey are receiving all appropriate communications, and to increasetheir engagement and investment in the organization.

Being Strategic is More Necessarythan EverThere are several key factors affecting workforce composition, andthey all require organizations to take a close look at their strategicplans. The age and diversity of the workforce, the state of the econ-omy, immigration concerns and government and regulatory trends allimpact your workforce in myriad ways. Public sector employersfocusing on employee development, growth, retraining and lifelonglearning will go further in gaining a competitive edge in recruiting,hiring and retaining the best employees and/or in establishing effec-tive pools of contract labor. All of these trends support the realizationthat local governments and other public sector employers andemployees have been facing for some time: employment in anyorganization can no longer be expected to be lifelong and permanent.Gone (or at least going) are the days when employees can expect toreceive longevity increases simply for showing up another day, and,similarly, gone are the days when employers can expect employees tomake lifetime career commitments to them. Public sector employersfostering and supporting more strategic employment relationshipswill be more successful. Nonstandard work relationships includingcontract work, telecommuting and even distance work can meetneeds on both sides of the employer/employee relationship and canalso help workers with the ever-precarious work/family/life balance.Making strategic changes in pension plans, accompanied by possiblereforms to Social Security, may make it easier to retain high-performing older employees who may otherwise look to retirement.Allowing workers to choose from a more personalized and portablelineup of benefits (i.e., younger workers may have different prioritiesthan their older counterparts) will also help employers address theneeds of a changing workforce.

Recruitment and retention efforts will need to move far outside thebox. Government agencies are considering creative and innovativeefforts, including “executive loan” programs and internship partner-

deafness and blindness targeted for affirmative action planning, asdefined by the EEOC). The combination of a slower overall work-force growth with the growth (or plateau) of these demographic areaswill facilitate employers’ efforts to encourage greater participationamong women, diverse racial/ethnic groups, older workers and peoplewith disabilities.

Technology Keeps Moving usForwardTechnological innovations have not only changed the productivityand efficiency of governments but also how that work gets done.Smartphone apps, automatic e-mail updates, social-networking pagesand texting have all allowed local governments to be more in touchwith citizens, engaging them in real-time. The workforce of theselocal governments and agencies will need to have these competenciesand skills—not only to use the technology but to analyze, evaluateand improve the results. Technology also allows for different ways ofworking. The days of all employees arriving to work at 8 a.m. andleaving at 5 p.m. are long gone, with many agencies staffing corehours and allowing flexible hours, telecommuting, and distance-workfor many positions, thanks to the available technology. This shiftreflects the increasing importance of greater workplace flexibility forboth employers and employees. Empowering managers and leaders toallow these new approaches can increase an agency’s recruitment,retention and employee satisfaction efforts.

How Many FTNEs (Full-TimeNON-Employees) do YOU have?A 2011 survey conducted by the Yoh company shows several keytrends in workforce composition, particularly in relation to the effectsof the recession on employers. Almost 90 percent of respondents (agroup of 200 employers, including public sector and federal govern-ment) reported the same level of usage or an increase in the use of“non-employees” since 2008. Use of contract labor continues to rise asorganizations see the obvious benefits of causing little to no increasein labor expenses as well as little to no increase in managing contractlabor vs. employees. These same organizations reported that as theeconomy recovers, they will continue to use the non-employee work-force, and are making significant efforts to improve the efficiency,productivity and management of this portion of the workforce. It’sclear that this trend, like others that have emerged during the reces-sion, won’t disappear when the recession fades. Employers are makinginroads to ensure that communications, management processes andengagement of this workforce are improved so that use of non-employees can be ever more effective for the hiring organization.Being able to fill positions with high-quality workers is a key concernfor public sector employers right now. Being accountable to taxpayers,it is critical that the labor force of local government is affordable. It isalso of paramount importance that the affordable workforce is quali-fied to do the job and can do it well. Survey participants cited that itwas most important that the non-employee workforce be in posses- CONTINUED ON PAGE 13



The HR Challenge:Where AdversityBrings AboutOpportunity

You know the scene. The human resources team is sittingin the office with one team member raising an eyebrowslowly approaching their teammate when the conversationbegins.

“Mario, I had a chance to map out the critical positions in our organiza-tion. You are not going to believe what I have found in our successionreport.”

Mario looks up from his computer. “What is it?”

Sandra sets down a report and explains, “Well, we were right about wherewe thought a lot of them were, but we missed some big ones.” Mario scansthe report and soon discovers what Sandra is referring to. A select group ofhighly specialized employees that required several government mandatorytraining and certification steps had been missed in the succession planningprocess. Worse yet, five out of the seven were ready to retire within sixmonths. The other two had less than a year and half before retirement eligibility.

Taking off his glasses, Mario exclaims, “There is no way that we are goingto be able to cross-train someone to be able to do this. Do you know howhard it is to find someone who has these qualifications? Remember whenwe lost Stacey seven years ago? It was a nightmare to locate someone withthese credentials. We learned then that most younger people weren’t eveninterested in going into this line of work and I highly doubt things haveimproved. How did we miss this?”

Sandra nods her head in agreement. “I think with the budget cutbacks,layoffs and economic downturn, we have just been scrambling to keep upwith the workload. After all, how many times did we hear to postpone ourworkforce planning projects because our boomers are going to not be retiringby the masses? We were so busy doing the day-to-day work we did not havetime to focus on the work of tomorrow.”

Mario and Sandra are not the only HR professionals experiencing theheadache of rapid change in the workplace. The economy, budget cuts

and layoffs are only a few of the factors that have presented organiza-tions with challenges. The reality is that the U.S. workforce is chang-ing dramatically. This fact, combined with the economic turndown,has changed the employee landscape even more than originally antic-ipated. Add to this the effects of a cross-cultural and multi-genera-tional workforce that are forcing organizations to become morecreative and innovative as to how they meet work demands. So whatexactly is changing, or, to put it another way, what is staying thesame?

The 2010 U.S. Census reports that Hispanics and Asians are still thefastest growing demographics impacting populations. The summarystates, “More than half of the growth in the total U.S. populationbetween 2000 and 2010 was because of the increase in the Hispanicpopulation. Between 2000 and 2010, the Hispanic population grewby 43 percent, rising from 35.3 million in 2000 to 50.5 million in2010. The Asian population alone had the second-largest numericchange (4.4 million), growing from 10.2 million in 2000 to 14.7million in 2010.” Interestingly enough, the census reported that ninemillion Americans identified themselves as belonging to two or moreraces.

This change in diversity can also be seen in Generation Y (born from1978 to 1998). Gen Yers are the most culturally, ethnically diverseand technology savvy generation in U.S. history. Like Generation X(born from 1965 to 1977), which makes up 30 percent of the work-force, they have adapted a “free agent mindset,” which involvesbecoming their own talent broker for promotion and advancement.Making up 74 million of the U.S. population and nearly 16 percent ofthe workforce, they are nearly the same size as the Baby Boomergeneration (born from 1946 to 1964), which currently occupies 45percent of the workforce. Generation Xers and Yers are challengingthe status quo of how and when work gets done as set by the SilentGeneration (born from 1925 to 1945), which makes up nine percentof the workforce, and the Baby Boomers.

By Roger Parish, PMP, and Kate Wildrick, SPHR



Bill saw his work get published while the department and forestindustry benefited by having a new, up-to-date reference volume. Billgot the satisfaction of seeing a body of work that he had beeninvolved with for many years reach completion and the departmentreaped the benefits of a job well done for the future.

Unfortunately, and for whatever reason, knowledge transfer has notbeen accomplished and much of what our most senior people knowhas not been written down. Now, with the accelerated exodus of babyboomers to retirement, this knowledge is in danger of leaving theorganization when these people retire.

In addition, events of recent years have not helped. With the reces-sion and resulting severe budget crunches, organizations have movedtoward having a more lean and mean workforce—perhaps too lean.In the process, some have not only “cut the fat” but have cut essentialwork. This includes not having sufficient time to create documenta-tion that ensures that critical knowledge is retained in the organiza-tion.

Organizations must clearly align their policies in such a way that theydo not impact retirement benefits or create a “double-dipping”scenario. Hiring back recently retired individuals on a temporary orpart-time basis has several advantages, but also some obvious disad-vantages. One primary advantage is that these individuals can comeback and work on very focused tasks. One key disadvantage is thesearrangements are usually limited to six months. At this point, theindividual is faced with an extreme deadline to either accomplish thework or transfer the knowledge quickly.

Because the person being brought back has had a long relationship

As work becomes more specialized, the workplace is shifting frombeing a top-down, hierarchical work-driven environment to a transac-tional, project-by-project workplace. In addition, today’s workforcehas become much more knowledge-based than skills-based. Thesechanges are certainly impacting how we involve a contingent work-force, which by definition is a provisional group of workers who workfor an organization on a non-permanent basis. They are also (accord-ing to “Contingent and Alternative Employment Arrangements,February 2005,” published by the U.S. Bureau of Labor Statistics inthe summer of 2005) known as freelancers, independent professionals,temporary contract workers, independent contractors, or consultants.We might even know them as recent retirees, which is a variation onthis theme.

Consider the innovative example of Bill S., a research forester with aPh.D. Bill had spent his career working for the U.S. Department ofAgriculture. Unfortunately, some very important work that he hadbeen involved with for many years was not going to be completedbefore he retired. Luckily, Bill and the Department crafted anarrangement where he was able to come back to work after retirementin a way that did not hinder his retirement benefits but allowed forthe agency to maximize his value to the organization.

The working relationship they created used a different and innovativeapproach. In his case, Bill was allowed to create his own schedulewhere he chose to work only three days a week. His only responsibil-ity was the specific project he had been working on. The departmentmade secretarial staff available to assist him and he was exempt fromthe normal staff meetings and other requirements placed on full-timeemployees.

In the end, Bill and the department found it to be a win-win scenario. CONTINUED ON PAGE 12


Challenge CONTINUED FROM PAGE 11


with the organization and with his or her fellow workers, theemployer might be able to avoid the need to review resumes and gothrough a detailed selection and hiring process. In addition, on-boarding requirements such as criminal background checks and drugchecks might be avoided. Again, this depends upon your local situa-tion. Most importantly, these workers are immediately productiveand bring with them a wealth of organizational knowledge.

Strategies that may facilitate bringing back recent hires can includedirect, part-time hiring; temporary contract hires (such as through astaffing agency); personal services contracts; or bring the retiree backas a volunteer. If using an outside agency, the organization may beable to negotiate a payroll deal where the burden rate (the differentialbetween what the worker gets paid and the rate the agency bills you)is lower than if this was a normal outside hire using an unknownperson. After all, the agency’s overhead in a situation such as this islower since they don’t have to search to find a qualified employee. Ofcourse, one’s ability to use these strategies depends upon hiring rules,such as rules governing returning retirees, temporary hires, collectivebargaining agreements, etc.

The downside is that organizations cannot rely on retirees to supportthe organization forever. Thus, having them do the same day-to-daywork they were doing before they retired only postpones theinevitable (sooner or later, they will be gone for good), and does notensure that critical knowledge is captured.

Another potential problem is that some retirees will take the stancethat the organization had its chance while they were working full-time and didn’t take advantage of it. Now, the retiree wants to enjoytheir retirement and they can opt not to come back. But for thosewho will, this can be a windfall for the organization.

As the workforce becomes more diverse, HR departments are comingup with some creative solutions to address the different communica-tion and cultural styles entering into the workplace.

A primary example is Clackamas County, Ore., which has taken aunique and creative approach in addressing workforce issues by devel-oping an “Emerging Career Networking Group.” Started in 2010,the mission of the group is to connect newly hired and existingClackamas County employees who share the common goal of devel-oping new ideas and cultivating professional and social relationshipsthrough shared interests and contributions to the community.

Karen Pearson, workforce planning coordinator at the ClackamasCounty Department of Employee Services, worked diligently to helplaunch the group—the seed for this group actually came from an ideaa county employee had.

“When she [the employee] started working at the county, she lookedaround at the county’s workforce of 1,800 employees and observedthere were not many employees in her situation in that she wasyounger, in the early years of her career, and searching for connectionsto senior employees for career development, mentorship and learning

about the larger organization,” Pearson recalled. “She brought heridea to the county’s human resources department, and we loved it.”

The Emerging Career Networking Group is open to any employee toattend events and meet other employees who identify with the group’smission. The group provides a bimonthly forum to exchange ideas,build a network, support each other and have some fun. The group isleading events for the benefit of the entire county, and that showcasesthese employees’ leadership potential. The group meets monthly overthe lunch hour and is the first organized networking group for thecounty.

In addition, the group also hosts “Learning Series Brownbags,”during which a county department is spotlighted over the lunch hour.The group is also exploring holding regular mixers where more senioremployees will be invited to network with the early career employees,and they have held discussion groups on topics such as generationalissues in the workplace as well as fun, after-work events to promotenetworking.

As organizations and the workforce continue to change, HR will findthey have no choice but to adapt. The U.S. Department of Agricul-ture and Clackamas County are proof that organizations can discovernew and innovative ways to add value without breaking the bank.Working with existing and retired employees can help cultivate newways of sharing and engaging in a cross-cultural and multigenera-tional workforce.

Roger Parish is a results-oriented, hard-hitting presenter and consult-ant whose seminars and courses have been used by the U.S. Marines,the State of Delaware as well as major corporations and governmen-tal entities to strengthen their organizations. Having worked as both atop-performing leader and organizational consultant for the past 30years, Parish’s knowledge and expertise is sought out by organizationsnationwide, especially in the area of strategic workforce planning.Parish is president and founder of Spectrum Consulting Group, LLC,and is the author of three books. He may be reached by e-mail [email protected], or by phone at (503) 780-4758.

Kate Wildrick, SPHR, has made presentations to audiences at sold-outseminars across the country. Organizations that have sought her outinclude SHRM, the World Bank, the State of Delware and KaiserPermanente. With more than 10 years of experience as a human capi-tal development specialist, she has held strategic positions in a vari-ety of small and large company environments. As a Gen Xer, Wildrickbegan conducting generational research more than six years ago.Now a consultant with Kochman Mavrelis and Associates, her expert-ise on generational and workplace trends and issues is in highdemand. Wildrick may be reached by e-mail at [email protected], or by phone at (503) 866-7081. —N


Solutions for people who pay people.

Job ClassificationCompensation

Performance PaySalary Surveys

1335 County Road D Circle EastSt. Paul, MN 55109-5260

Phone: (651) 635-0976 Fax: (651) 635-0980P.O. Box 32985 • Phoenix, AZ 85064-2985Phone: (602) 840-1070 Fax: (602) 840-1071

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ships with different industries for mid-level managers, according tothe Manpower report. Taking advantage of the appeal of publicsector/public service work, these partnerships present opportunitiesfor managers to provide meaningful service while helping agenciesdeliver key services. Younger workers are attracted by the integrationof new technologies and workplace flexibility. Ultimately, localgovernment must convey all that its positions have to offer to all of itskey recruiting segments.

Finally, in a tight labor market, employers emphasizing performanceand competencies such as problem-solving, communication, team-work and collaboration will be able to navigate the end of the reces-sion with success. Promoting lifelong learning is good for theemployer, the employee and the taxpayer, as employees are morehighly skilled and knowledgeable. Local government will feel theeffects of and will more than likely emulate the feds in their push formore transparent initiatives around healthcare, the environment,energy and transportation—all of which will require local agencies toprovide services to a public that is more engaged, socially-networked

and active than ever. Local governments’ human capital will need tobe able to possess the competencies to meet these challenges.

Laura Francisco is a senior consultant with The Singer Group. Shehelps governments, libraries and other organizations figure out theircompensation and classification issues, and then helps them explainit all to employees. Francisco can be reached by e-mail at [email protected].

Paula Singer, Ph.D., is the president and owner of The Singer Group.Singer believes HR should take a strategic seat at the grownups’ tablein governments, libraries and other organizations and she has writtenseveral books to back that up. Singer can be reached by e-mail [email protected].

To subscribe to The Singer Group’s monthly e-newsletter targeted tolocal government, visit their Web site at www.singergrp.com. —N

Workforce CONTINUED FROM PAGE 9

Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) Houst-onCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) New-port Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) HoustonCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) HoustonCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Ala-chua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) Houst-onCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) New-port Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) HoustonCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) HoustonCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. 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Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) Houst-onCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) New-port Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) HoustonCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) HoustonCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Ala-chua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) Houst-onCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) New-port Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) HoustonCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) HoustonCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) HoustonCity (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA)

rundel County (MD) Anoka Count ppppaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaahhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhooooooooooooe County (CO) Arlington County (VA) Atlanta City (GA) BaltimCounty (CA) Dakota County (MNN) (((((((((((((IIA) Delray Beach Police Dept. (FL) Eugene City (OR) Fultonon Cit (VA) Hawaii Dept. of Eduu aaaii Hennepin County (MN) Honolulu City & County (HI) Housturt (CA) Mccarran Airport (NV) OOOOOOOOOOOOOOOOOOOR) Napa County (CA) Nashville & Davidson Cty. (TN) New Pasco County (FL) Prince Geoooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooo eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeennnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooo City (NV) Rochester City (MN) Rockford Police Dept. (IL) o County (CA) San Mateo Couuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCounty (CA) Santa Clara County (CA) Santa Monica City(CA) llage (IL) Spotsylvania County AAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) Stearns County (MN) Surprise City (AZ) Tarrant County ((CA) State of West Virginia WWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee uuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa County (FL) Alameda County (CA) Albany City (GA) Allrlington County (VA) Atlanta Cittttttttttttttttttttttttttttttttttttttttttttttttttyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyy ttttttttttttttttttttttttttttttyyy (MD) Clark County (NV) Clovis City (NM) Cobb County ach Police Dept. 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n o oun y

at their bestyour (PE)ople

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FEATURES & BENEFITSNEOGOV’s (PE) PERFORMANCE EVALUATION

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» Align departmental and individual performance with strategic agency-wide goals

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| 16 | JUNE 2011

LABOR RELATIONS

HR NEWS MAGAZINE

State but Not FederalAge DiscriminationCase to Proceed The United States Court of Appeals forthe Eighth Circuit recently ruled that anemployee’s age discrimination claim canproceed under state but not federal law.The federal Age Discrimination inEmployment Act (ADEA) was interpretedby the U.S. Supreme Court in 2009 tomean that age was the “but for” cause ofthe action—in other words that age wasthe reason the employee took action.Missouri law is broader, however, andallows an employee to proceed with anage discrimination suit if age played anyrole in the employer’s decision making.(Eddy Clark v. Matthews InternationalCorp., Docket No. 10-1037, May 2,2011.)

Eddy Clark worked as an artist forMatthews International designing pack-aging. He was hired at age 43 to workon corrugated packaging—the boxes inwhich products are shipped and stored.Due to changes in the market, Matthewsdecided to emphasize its primary pack-aging department more. Primary pack-aging is the box that the consumeractually sees and therefore the artworkis considered more demanding.

Because of the shift, Clark was movedto the primary packaging departmentand placed on the lowest level team.Clark believes that because of his expe-rience he should have been placed onthe top team. Nonetheless, Matthewsrefused to move him due in part to hisperformance. Matthews argues thatClark’s performance was sub-par andthat he was not working quickly or accu-rately enough. In 2007, Clark was partof a reduction in force. Matthews claimsthat the decisions were made basedupon the employees’ skills and the fitwith the future of work to be performed.

Clark was 57 at the time and he arguesthat he was let go not because ofperformance but because of his age. In

support of his position he points to thefact that 14 of the 15 people let gowere over the age of 40. He alsoprovides evidence that his supervisormade ageist comments about how Clarkand another employee were just tryingto make it to retirement and that theycould always get a job at Wal-Mart as agreeter. Further, Clark stated thatMatthews would send employees AARPmailings when they turned 56.

The Court of Appeals found Clark’sevidence that age played some role inthe decision to terminate his employ-ment persuasive. This is sufficient toallow his claim to proceed underMissouri law. Federal standards arehigher after the Supreme Court’s deci-sion in Gross v. FBL Fin. Servs., Inc. 129S. Ct. 2343 (2009), where the Courtfound that under the ADEA, the termina-tion must have been made “because of”his age.

The Eighth Circuit found that while agemay have played some role in the termi-nation decision, Matthews providedsufficient evidence of the legitimacy ofthe RIF and of Clark’s poor performanceto show that he was not fired becauseof his age.

Pregnant EmployeeCounseled forAbsences Has noClaim forConstructiveDischarge The United States Court of Appeals forthe Eighth Circuit ruled in the case ofKimberli Trierweiler v. Wells Fargo Bank(Docket No. 10-1343) that an employeewho fails to return to work after beingcounseled for excessive leave does nothave a claim of constructive discharge orpregnancy discrimination. April 8, 2011.

Kimberli Trierweiler began working forthe bank as a teller in its Watertown,S.D., branch in October 2006.Employees receive 20 days or 160hours of paid time off each year. Basedon her start date she earned two days

of PTO in 2006. She used both days aswell as four and half of unpaid leave in2006. In December 2006, she told hersupervisors she was pregnant and duein July. Because she would be employedfor less than a year she was not eligiblefor Family and Medical Leave Act (FMLA)leave.

Wells Fargo’s short term disability planwould apply, though, and Trierweilerwould be eligible after a five-day waitingperiod. She claims she was not toldthat she could take unpaid leave forthose days and told her supervisorsthat she planned to use five of her PTOdays.

Only three-and-a-half months into theyear, though, Trierweiler had alreadyused 11 and half days of PTO and shehad three additional days scheduledbefore the end of April. This was 120hours of her 160 hours of leave for theyear. None of the absences wererelated to her pregnancy. One of hersupervisors scheduled a meeting withher to discuss her attendance, andalthough it was not a disciplinarymeeting, Trierweiler was told that shedid not have many days of PTO left.

In May, Trierweiler took another day offto care for a sick child. Shortly afterthat absence, a meeting was held,during which she was told that if shemissed one more day of work before theend of the year she would be fired.Wells Fargo testified that the supervi-sors did not threaten to fire her butrather told her she would receive aformal warning if she was absent again.

The next day Trierweiler saw her doctorfor stress and cramping and she left amessage for her supervisor saying shehad a note for pregnancy-related leavefor the entire week. Trierweiler claimsthat she her supervisor called her backand said, “this isn’t going to work,” atwhich point Trierweiler says shebelieved she was fired, and two daysafter her last day of medical leave shegave a teller her keys and said she wasdone.

Wells Fargo testifies that afterTrierweiler’s call, HR was consulted andthat upper-level management waslooking into the bank’s “workability”

By Tina Ott ChiappettaIPMA-HR Senior Director of GovernmentAffairs and Communications


program to explore temporary accommo-dations for the pregnancy-related leave.

After Trierweiler turned in her keys, shesued arguing that she had beenconstructively discharged in violation ofthe Pregnancy Discrimination Act. Thecourt found against her, stating that itwas unreasonable for her not to returnto work after the week of medical leave.While she may have shown that thework environment at Wells Fargo wasunprofessional or unpleasant, said thecourt, she did not come close toshowing that the workplace was suffi-ciently intolerable or that Wells Fargointended to force her to quit. In fact, theinquiry into the workability program isevidence that they intended to maintainher employment, said the court.

Ohio CourtReinstates Laid-OffEmployee The Supreme Court of Ohio ordered amunicipal employee reinstated following

a layoff based on state law. In doing so,the court said that state law regardingreinstatements took precedence over acollective bargaining agreement wherethe agreement did not explicitly state itsintent to preempt state law and wherethe employee himself was not covered bythe CBA. (The State ex Rel. Tempesta v.City of Warren. Slip Opinion No. 2011-1525.)

Frank Tempesta served as operationssuperintendant for the city of Warren,Ohio, when he was informed that due tolack of funds he was being laid off.According to state law, he had the right toreinstatement for one year following thedate of the layoff. Due to a retirement,the position opened again within the year.

At about this same time, Parks andStreets Supervisor Leann O’Brien wasdemoted to the position of computerprogrammer and told that if and whenfunds became available, she would bereassigned to her former position. Whenthe operations superintendent positionbecame open, the city promoted O’Brienrather than reinstating Tempesta, as herequested.

The city argues that it was following theterms of the collective bargaining agree-ment, which took precedence over thestate law requiring reinstatement ofTempesta. In deciding against the city ofWarren, the court found that the collec-tive bargaining agreement did not specifi-cally state that it would preempt statelaw, and Tempesta was not covered bythe collective bargaining agreement, nor was the operations superintendentposition. Therefore, he should have the position. —N

Contact IPMA-HR Senior Director ofGovernment Affairs and Communications Tina Ott Chiappetta, either by e-mail at [email protected], or by phone at (703) 549-7100, ext. 244.

LABOR RELATIONS

The Ronald Gabriel conference scholarship, which wasestablished last year in memory of Ronald Gabriel, a long-

time IPMA-HR member who left a bequest to the Association,will be offered again this year to two individuals. The value ofeach scholarship is up to $2,000, and can be used for hotel,travel, and meal expenses associated with the 2011 InternationalTraining Conference for new HR professionals.

To be eligible for the Ronald Gabriel New HR Professionals’Conference Scholarship, an individual needs to be an IPMA-HR member—either an individual member or a covered staffmember (CSM) of an IPMA-HR agency member—and haveless than five years of HR experience.

IPMA-HR Announces Call for Applications for Ronald Gabriel New HR Professionals’Conference Scholarship

The 2011 International Training Conference will be heldSeptember 24–28 in Chicago. The deadline for the receipt ofscholarship applications is July 15, 2011.

Visit www.ipma-hr.org/public-sector-hr-community/awards-scholarships-fellowships to download the application for theRonald Gabriel New HR Professionals’ ConferenceScholarship.

For more information, please contact the IPMA-HR meetingsdepartment by phone at (703) 549-7100, or by e-mail at [email protected]. —N

| 18 | JUNE 2011

COMP DOCTORTM

HR NEWS MAGAZINE

Question: Over the past coupleof months, we have been reading aboutall of the efforts by state legislatures incertain states to impose major changesin the way public sector benefits,including pensions and health insurance,are funded (in terms of theemployer/employee contributions). Whilethis is a critical issue, it raises someproblems within our organization sincewe continually struggle with defining“total compensation.” Our agencyattempts to compare total compensationpaid to our employees with the labormarket (both public and private sectors),but no matter what we do, it is neverright and we are criticized for trying tohide the truth. How can we comparetotal compensation so that we candefend our numbers?

CompDoctorTM: The term“total compensation” reminds us ofsomething a former president oncesaid—“It depends on the definition of‘is.’” Over the years, the term “totalcompensation” has taken on severaldifferent meanings. Most commonly, itmeans base compensation, any variablecompensation, and the economic valueof benefits offered by the employer tothe employee. Unfortunately, that iswhere things start to go south since wehave yet to hear two parties really agreeon what constitutes an employee benefitsince one person’s comp element “trea-sure” is another person’s comp element“trash.” In fact, there have been fact-finding and arbitration cases that havedealt with this specific issue. Forexample, is something as basic as“workers’ compensation” or “unemploy-ment insurance” an employee benefit orare they simply state mandatedemployer costs. An employee couldargue that since they will likely neverneed to avail themselves of thecoverage, the cost should not beincluded. On the other hand, if they werenot on your payroll, you would not beincurring the cost.

For purposes of our discussion here, weare going to address tangible and directcosts to employers that they would nothave to pay if the employee were not on

the payroll. These costs would includestability (Social Security, pension, lifeinsurance, disability insurance, worker’scompensation insurance, and unemploy-ment insurance) paid time off (vacation,sick leave, holidays, and other time forwhich an employee is paid but for whichthey are not actually working) health(medical, dental and vision insurance)variable pay and, last but certainly notleast, base pay. Recently, we have seenorganizations that want to include jobsecurity in the mix given a perceptionthat public sector employees have agreater degree of job security thanprivate sector workers. However, differ-entiating between job security related torisk of termination for cause and loss ofjob due to lay off can be more thanproblematic. Historic job securitydata/assumptions will not reflect thecurrent privatization initiatives involvingentire functions/departments.

Guess they haven’t been paying atten-tion to the number of public sector jobsthat have been eliminated around thecounty and the projections for severalhundred thousand more over the nextcouple of years. Theoretically, job secu-rity could be measured by calculatingthe probability of termination fromgovernment vs. private sector employ-ment. We also recognize that, histori-cally, public sector employment wasperceived to be more secure thanprivate sector employment. As a result,public employees were often paid belowprivate sector rates as a trade off. Whilewe acknowledge the perceived value jobsecurity may have on the employmentrelationship, the subjective nature ofthis and related employment criteria donot support the development of defen-sible quantitative measures.

Besides, we (comp professionals as awhole) can barely agree on how toprovide consistent total comp valueswhen dealing with benefits that haveclear monetary values (i.e. health, PTO,etc.), so how well is it going to workwhen we are dealing with third andfourth level causal connections of theo-retical research? As you can see fromour comments, comparing total compen-sation values is a great goal but easierdiscussed than achieved in the real

world. Consequently, it is beneficial toidentify what elements are going to beincluded up front so that you can atleast compare the apples to the apples.

Fundamentally, we agree that totalcompensation is the best way tocompare compensation levels but onlywhen there is a consensus about whatis included in the definition. Withoutgetting too detailed, insured benefitsare relatively easy to calculate since youcan take the total premium cost anddetermine what percentage of payrollthe amount represents. Social Securityis simple since the federal rate isknown and can simply be reported assuch. Retirement plan contributions (bethey for defined contribution type plansor defined benefit type plans) can alsobe easily calculated since we generallyknow what the required contributionsare for the employer and the employeeshares. Organizations have debatedwhether the unfunded liability contribu-tions should be added to the employercontribution amount since that portionis not a reflection of the currentcompensation level but is usually basedon benefits that were promised buthave not yet been funded and notincluded in the current mandatory contri-bution rates. This debate begs the ques-tion of who bears credit for the fundingof unfunded future liability. From theemployee’s perspective, the benefit wasidentified and accepted for eternity atpoint of hire.

Another aspect of pension costs relatesto the issue of “double dipping.” Insome instances, employees have beenallowed to “double dip,” or take retire-ment from one pension plan whileaccepting the same or comparableemployment under another system. Thissubject has raised questions aboutwhether the public agency is payingtwice for the same body of work.Unfortunately, in our judgment, this is amuch more complicated system. Clearly,public safety employees often retire andthen take on a second career in a non-law enforcement capacity. Since thepublic safety pension was for servicesprovided under that system, we do notbelieve that accepting a civilian job thatis different is costing the employer any

By Jim Fox and Bruce Lawson, Fox Lawson & Associates, A Division of Gallagher Benefit Services, Inc.


more than if they hired anyone else todo the job. Where this gets sticky iswhen the employee retires and thencomes back to the same job but in acivilian capacity. The same issue ariseswhen an educator retires and thencomes back in a contract capacity toperform the same work but outside ofthe retirement system. Clearly, there arecases where the public interest may notbe best served but there are otherinstances where the cost should be nodifferent than if another person wereemployed.

Paid time off can be calculated by takingthe total cost to the employer for daysoff related to various categories of leaveand then calculating the value in termsof a percentage of payroll. Some agen-cies have attempted to get this level ofdetail by job classification or employ-ment category. While that informationmay be useful to the specific employer,getting the comparable information fromother employers (even if they are publicsector employers and subject to publicrecords requests) can be costly, timeconsuming and problematic. The cost forretiree medical insurance is also rela-tively easy to calculate or estimate. First

it is an actuarial estimate of life span,then an actuarial estimate of cost ofhealth insurance over that period oftime. What you get is a best case/worstcase estimate. You could take themiddle for a reasonably accurate esti-mate. However, unless an organizationhas had an actuarial assessmentcompleted for this particular benefit,there is no simple way to calculate thevalue. Variable pay and base compensa-tion are also fairly easy to quantify.

Calculating the elements of total compof interest assumes that the employersthat you wish to compare to will provideyou with the information you are seeking(yes—they are often public agencieswho are required to share but thatdoesn’t mean that they will do it willinglyor graciously). Even if they do provideyou with data, verifying its accuracy isoften problematic unless you are willingto incur substantial expense in doing so.Getting this information from privatesector employers is more complex sincethey are under no obligation to sharethat information. As a result, mostorganizations draw from publishedsurvey data that will contain some of thedesired data elements but not all. As a

result, making accurate comparisonsbetween the public and private sectorsshould be done only when those doingso recognize that the comparisons arenot based on the same factors.

Hopefully, our comments will provideyou with information that will be usefulto you as you attempt to compare yourcompensation levels to the labormarkets in which you complete.

The Comp Doctor™ is the team of Jim Fox andBruce Lawson of Fox Lawson & Associates, aDivision of Gallagher Benefit Services, Inc., acompensation, benefits and human resourcesconsulting firm that specializes in assistinggovernments in fixing their compensation,benefits and classification systems. You mayfind them on the Web at www.foxlawson.com.If you have a question, you would like to have them answer, please write to them at [email protected] [email protected]. They will try to include it in the next issue of Comp Doctor™. —N

COMP DOCTORTM

The IPMA-HR Executive Council met March 12 inAlexandria, Va. The meeting was chaired by IPMA-HR

President Sam Wilkins, IPMA-CP. The Executive Councilvoted to schedule the 2013 International Training Conferencein Las Vegas, Nev. The Executive Council also approved addinga virtual conference component to the International TrainingConference as part of a three-year pilot project that will beginwith the 2011 conference. The Executive Council agreed toform an Information Technology Taskforce that would under-take a survey to determine how the chapters and regions aremeeting their information technology needs and to see if therecould be a pooling of resources that might better meet the tech-nology needs of the chapters and regions.

The Executive Council discussed how the president-elect isselected and decided to keep the current process of having the

Executive Council Meets in AlexandriaIPMA-HR membership vote for the president-elect. TheExecutive Council reviewed the 2010 financial statement anddiscussed the impact that the economy is having on theAssociation. Reports on membership, professional development,certification, HR research, assessment, and international activi-ties were reviewed. IPMA-Canada President Rick Brick,IPMA-CP, provided an update on IPMA-Canada. The fourregional representatives shared information about recent activi-ties within their respective regions. The Executive Council wasprovided with an update on recent government affairs activities.

The next meeting of the Executive Council will be held Sept.24 in Chicago. Please contact Neil Reichenberg, IPMA-HRexecutive director, at [email protected] for additionalinformation about the Executive Council meeting. —N


SELECYTSAFEPUBLICTHE ™STSIALIECPSIONTSELEC SELECYTSAFEPUBLICTHE STSIALIECPSIONTSELEC


The Pew Center on the States has issued a report, “The GreatRecession’s Impact on State Pension and Retiree Health Care

Costs,” that concluded the gap between the promises states made foremployees’ retirement benefits and the money they set aside to pay forthem grew to at least $1.26 billion in fiscal year 2009. State pensionplans represented slightly more than half of the shortfall, while retireehealth care and other benefits accounted for the remainder. Thereport concluded that “far too many states are not responsiblymanaging the bill for their employees’ retirement.”

The report found that while state actuaries recommended contribu-tions totaling almost $115 billion, the states contributed only $73billion or 64 percent of the total annual bill. With state tax revenuesexpected to recover slowly in the coming years, the ability to meetannual payments may not improve anytime soon. The report notedthat the $1.26 trillion gap is based on the states’ actuarial assump-tions that include an eight percent return on investments. If theprivate sector investment return projections are used, the gap wouldgrow to $1.8 trillion or $2.4 trillion if the interest rate based on a 30-year Treasury bond is utilized.

At least an 80 percent funding level is recommendedand there are 31 states that were below thisthreshold in fiscal year 2009. New York has afunding level of 101 percent and is the only state tohave a surplus. On the other end of the spectrum areIllinois and West Virginia with only slightly morethan half of their liabilities beingfunded. The Pew Center stated thatmanaging the long-term costs ofstate retirement systems requiresthat full annual contributions bemade.

At the time the report wasissued in April 2011, only 16states had information avail-able for fiscal year 2010. Thesestates represent more than 25percent of the U.S. population andthe data shows that the averagefunding level fell to 75 percent from 77percent.

Retiree health care costs and other benefitscontributed to a total liability of $635 billion infiscal year 2009 and states had saved only about$31 billion or less than five percent of the total cost.

According to the report, states made only 36 percent of the $47billion in contributions required by their own actuaries, with fivestates—Alaska, Arizona, North Dakota, Utah, and Washington—making full contributions.

According to the report, while annual pension payment requirementsgrew 152 percetn from 2000–2009, state general fund spending roseonly 44 percent. If this trend continues, annual pension paymentrequirements will increasingly compete for resources with otherimportant state priorities. As a result, in 2010, at least 19 states tookaction to reduce their liabilities and additional states are likely to doso in their 2011 legislative sessions.

A copy of the report is available at www.pewcenteronthestates.org.—N

Report Issued on State Pension andRetiree Health Care CostsBy Neil Reichenberg, IPMA-HR Executive Director

SELECYTSAFEPUBLICTHE ™STSIALIECPSIONTSELEC SELECYTSAFEPUBLICTHE STSIALIECPSIONTSELEC


The keynote speakers have been set for the 2011 IPMA-HRInternational Training Conference & Expo, which will be held at

the Chicago Marriott Downtown Magnificent Mile in Chicago Sept.24-28, 2011. Visit www.ipma-hr.org/Professional%20Development/Conferences/2011%20IPMA-HR%20International%20Conference% 20%2526%20Expo/Register%20to%20Attendto register by July 15 to take advantage of the special early bird rate of$600 for IPMA-HR members attending the full conference. Fullregistration for IPMA-HR members increases to $650 after July 15.On-site registrants will pay $700.

Monday Opening General Session: Richard GerverRichard Gerver has been described as one of the most inspirationalleaders of his generation. He argues, however, that great leadership isabout serving the needs of the people that work for you and relyupon you. The three core principles that underpin Gerver’s philos-ophy are communication, empowerment and impact.

Gerver has worked with some of the world’s largest organizations,including HBOS, SKANSKA, the British Council and RBS. Mostrecently he has been working with a large number of businesses tohelp them understand the visioning needed to overcome the fear andemotional uncertainty caused by the current economic crisis.

Gerver’s work and philosophy has been widely reported in the mediaaround the world, from the U.S. to Russia, Australia to TheNetherlands. Gerver still plays a part in education, and has recentlycofounded the International Curriculum Foundation, which will helpschools and authorities around the world to develop educationsystems that reflect the challenges facing our children in their future.He works around the world sharing his experiences and expertiseand has recently advised The Blue Man Group as they develop theirown school in New York.

Tuesday Morning: John Berry, Director,United States Office of PersonnelManagementJohn Berry is the federal government’s chief people person. As thedirector of the United States Office of Personnel Management, he isresponsible for recruiting, hiring and setting benefits policies for 1.9million federal civilian employees. Calling this a new day for the civilservice, he is reinvigorating the federal workforce to meet the chal-lenges of the 21st century.

Berry is working closely with partners both inside and outside ofgovernment to fulfill President Obama’s charge to “make governmentcool again,” by developing flexible, results-oriented HR policies andworking to change how Americans view their public servants. Hisgoal: build a workforce of dynamic innovators who put serving theAmerican people at the heart of everything they do.

Wednesday Morning Closing GeneralSession: Cindy Coe & Amy ZehnderCindy Coe is the president of InsideOut Discovery, Inc., an interna-tional coaching and consulting practice that specializes in executivecoaching. She is a recognized expert in enhancing organizationaleffectiveness and creating customized learning and developmentprograms. Amy Zehnder, Ph.D., PCC, is a dynamic presenter andrecognized expert in talent management and learning and develop-ment. As an accomplished organizational development professional,she is sought after for her unique ability to turn strategic viewpointsinto tactical actions.

These general session presenters are sure to be a hit and you won’twant to miss them. Please don’t wait to make your hotel reservationfor attending the conference in September. The Chicago MarriottDowntown Magnificent Mile Hotel has set aside a limited block ofrooms for IPMA-HR conference attendees at the special rate of$189 (+tax)/night for single and double rooms. The special rate is ineffect until Sept. 1. All rooms are available on a first-come, first-served basis or until the room block is at capacity. After Sept. 1, oruntil the room block is at capacity, reservations will be taken on aspace- and rate-available basis only. Reservations can be made bycalling the Marriott’s reservation line at (800) 266-9432 and refer-encing the IPMA-HR Conference or by visiting the Marriott’sonline reservation site (https://resweb.passkey.com/Resweb.do?mode=welcome_ei_new&eventID=3160992) specifically for confer-ence delegates.

Questions about the conference can be directed to the IPMA-HRProfessional Development Department by e-mail [email protected], or by phone at (703) 549-7100. Pleasecontinue to check the conference Web site, at www.ipma-hr.org/professional-development/conferences/2011-ipma-hr-international-conference-expo for updates. —N

Keynote Speakers Set for 2011 IPMA-HR Annual Training Conference

NEWS


Managing EmployeePerformance CourseOnline in July

Has your travel and training budget been slashed but you stillneed training for yourself or your staff? IPMA-HR has the

answer. Join your colleagues from around the country in a five-week comprehensive training on managing employee perform-ance as a business partner. The course is designed for seniormanagers, HR directors and other HR specialists whose responsi-bilities include performance management and/or organizationaldevelopment.

In this course you will learn:

� About the different performance management systems available

� How to develop the competencies needed to be a businesspartner and how to apply them

� How performance management partnerships benefit anorganization

� How to select the best performance management system for your organization

� How to apply performance management in your organization

The course runs July 6 through August 9. It is offered in part-nership with the Prince George’s Community College. For moreinformation or to register, visit www.ipma-hr.org/professional-development/online-courses.

Questions? Contact the IPMA-HR Professional DevelopmentDepartment by phone at 703-549-7100 or by email at [email protected]. —N

Compensation SurveyShows 2010 Worse ThanAnticipated; PublicEmployers Still SufferingFrom Recession

Public sector pay is not expected to improve until 2013, says JimFox, a partner with the firm Fox Lawson & Associates, a division

of Gallagher Benefit Services, Inc., in explaining the results of therecent pay administration survey conducted by IPMA-HR. The datashow that 2010 was actually worse than expected in terms of salaryand pay structure increases. For 2011, an increase of less than onepercent is expected in all categories.

Many agencies had to take drastic budget cutting measures in 2010and 2011, including hiring freezes, pay freezes, furloughs and layoffs,in addition to restricting travel and attendance at conferences. Datashow that the drastic measures were anticipated by only about half ofthe respondents—when comparing 2010 responses to 2011.

“The survey results are consistent with other reports and indicatethat the public sector is lagging the economic recovery and is stillexperiencing the impact of the recession,” said Neil Reichenberg,executive director of IPMA-HR.

Only a small percentage (3.4 percent) of responding organizationsmade no changes due to economic conditions in 2011. This numberis up slightly from 2010 when only 2.9 percent reported no changes.So far in 2011 the most common cost savings measures (those takenby more than half of respondents) include:

� Pay freezes

� Restricting travel

� Hiring freezes

� Restricting overtime

� Reducing training

� Restricting conference attendance

The detailed survey results and charts are available on the IPMA-HR Web site at www.ipma-hr.org/hr-resources/surveys. The surveywas completed by 408 IPMA-HR members in March 2011. —NThe Association’s annual audit has been completed and the

auditor has indicated that the financial statements for Dec.31, 2010, present fairly, in all material respects, the financial posi-tion of the Association in conformity with accounting principlesgenerally accepted in the United States. During 2010, IPMA-HRexperienced a surplus of $233,083. The Association had revenuein 2010 of $3,248,598 and expenses of $3,015,515. At the end of2010, the Association had assets totaling almost $3.8 million. Foradditional information about the annual audit, please contact NeilReichenberg, IPMA-HR executive director, [email protected]. —N

2010 Financial Results

| 24 | JUNE 2011

MEMBERSHIP MATTERS

HR NEWS MAGAZINE

Member NewsRichard Dukellis, IPMA-CP, received the 2011 Muriel M.Morse Award, which was presented by the IPMA-HR WesternRegion. Dukellis is the director of administrative services for thecity of La Mesa, Calif. He serves as the Western Region’s represen-tative to the IPMA-HR Executive Council.

Dee Emani, IPMA-CP, has been elected the second vice-presi-dent of the IPMA-HR Western Region. She has served for thepast three years as president of the Channel Islands Chapter. She isa personnel management analyst with the county of Ventura, Calif.

Jim Taylor has been elected president-elect of the IPMA-HRSouthern Region. He is the assistant county administrator forHanover County, Va.

Melissa Taylor, IPMA-CP, has retired. At the time of her retirement, she was the HR director for the city of Winston Salem, N.C.

The Southern Region presented the following awards at its annualconference, which was held in Louisville, Ky.:

Edwin Swain Award – Kay Palmer, HR manager, city of Hendersonville, Tenn.

Dayna Petete Outstanding Chapter Award – Kentucky Chapter—N

New AgencyMembersCache County, Utah, Sheriff ’s Office

New IndividualMembersKarla GreenCoral Gables, Fla.

Alice GrandberryMemphis, Tenn.

Michael Stock, Esq.Riverside, Calif.

Lindsay HoyleWashington, D.C.

Terrence B. HickeyParma Heights, Ohio

Robbin PerkinsChicago, Ill.

Noreen WilburMammoth Lakes, Calif.

Rick FinnPeekskill, N.Y.

Julie Voges, IPMA-CPRock Hill, S.C

Fred GastonLa Vergne, Tenn.

Tina WaltonWashington, D.C.

Richard K. SnodgrassMemphis, Tenn.

Elizabeth PelzAlbuquerque, N.M.

Lisa YapchingRedwood City, Calif.

Larry UduEbonyi, Nigeria

Anna DuarteWaukegan, Ill.

Irene GuerreroWaukegan, Ill.

Kathleen McNamaraHanover Park, Ill. —N

IPMA-HR RecognizesNew MembersIPMA-HR would like to recognize the following individuals andagencies for recently becoming members.

IPMA-HR’s Web site and the Recruiter Services section ofIPMA-HR’s monthly magazine HR News, are both great places

for your job postings. Anyone anywhere can access IPMA-HR’sonline job postings page, and the magazine is sent out to allIPMA-HR members and subscribers at the beginning of eachmonth, which puts your job in front of roughly 7,000 qualifiedcandidates.

Online job postings are posted for 30 days, while the print classi-fied postings will appear in one issue of HR News magazine.

IPMA-HR Job Postings: A Great Recruitment Tool(Currently, IPMA-HR is accepting submissions for the July 2011issue, which will be sent to members on or about July 1. The dead-line for inclusion in the July 2011 issue is June 1.)

The cost to post your job either online, or in HR News magazine,or both, is just $300 for members of IPMA-HR, or $500 fornonmembers. For more information or to post your job opening,www.ipma-hr.org/public-sector-hr-community/job-listings/post-job-listing. —N


MEMBERSHIP MATTERS

Certification CornerCongratulations to these newly certified individuals!Marvin Adams, IPMA-CPOmbudsman – EqualOpportunity ProgramColorado Springs SchoolDistrict ElevenColorado Springs, Colo.

Paula Adams, IPMA-CPHuman Resources DirectorLos Angeles World AirportsLos Angeles, Calif.

Darwyn Anderson, IPMA-CPActing Personnel DirectorCity of Seattle, Wash.

Marci Barrera, IPMA-CPHR ManagerMerced County – HRMerced, Calif.

Rosalind Bedell, IPMA-CPHuman Resources DirectorColorado Department of PublicHealth and EnvironmentDenver, Colo.

Nancy Brown, IPMA-CPHuman Resources DirectorColorado Department ofRevenueDenver, Colo.

Carole Carlsen, IPMA-CPExecutive DirectorColorado Springs SchoolDistrict ElevenColorado Springs, Colo.

Laura Carlson, IPMA-CPPersonnel AnalystCounty of Ventura-HR DeptVentura, Calif.

Elizabeth Lisa Cross, IPMA-CPAssistant DirectorArizona Department of RevenuePhoenix, Ariz.

Philip Deitchman, IPMA-CPChief, Employee RelationsOffice of Human ResourcesBaltimore, MD

Valerie Francois, IPMA-CPHR Quality Assurance ManagerCity of Austin, Texas

Sue Gallagher, IPMA-CPHuman Resources DirectorCity of Webster, Texas

Dana Garrod, IPMA-CPHuman Resources AnalystBoulder CountyBoulder, Colo.

Esther Grijalva-Gonzales, IPMA-CPPersonnel AdministratorNorth River Recreation & ParksDistrictBakersfield, Calif.

Katrina Hagen, IPMA-CPDeputy DirectorCalifornia Dept of Corrections,Workforce Development BranchSacramento, Calif.

Darlene Ingersoll, IPMA-CPHR AnalystMerced CountyMerced, Calif.

Jeffrey Insley, IPMA-CPChief of PoliceThomasville Police DeptThomasville, N.C.

Kimberly Irvine, IPMA-CPDirectorYork County – PoquosonDepartment of Social ServicesYorktown, Va.

Jill Johnson, IPMA-CPHuman Resources DirectorCity of Mt. Juliet, Tenn.

Jack Kemme, IPMA-CPDirector, Employee RelationsScott County GovernmentCenterShakopee, Minn.

Howard Kroll, IPMA-CPAssistant City Manager/CityClerkCity of Brewer, Maine

Linh Le, IPMA-CPHuman Resources AnalystCity of San Jose, Calif.

Perry Madison, IPMA-CPHuman Resources DirectorCity of Palm Springs, Calif.

Guadalupe Marquez, IPMA-CPManagement AnalystCity of Covina, Calif.

John Nicoll, IPMA-CPDeputy Executive OfficerCounty of Ventura – HRDepartmentVentura, Calif.

Robert O’Brien, IPMA-CPHuman Resources ManagerCity of Hawthorne, Calif.

Clint Obrigewitch, IPMA-CPInvestigatorCounty of San DiegoSan Diego, Calif.

Kwame Owusu, IPMA-CPHuman Resources DirectorRevenue Agencies GoverningBoardAccra, Ghana

Lori Petsco, IPMA-CPPersonnel AdministratorCity of Las VegasLas Vegas, Nev.

Russ Quan, IPMA-CPHuman Resources AnalystCity of Glendale, Calif.

Blanca Sanchez, IPMA-CPHuman Resources AnalystMerced County Human ServicesMerced, Calif.

Michael Stephenson, IPMA-CPCounty ManagerThomas County Board ofCommissionersThomasville, Ga.

Su Tan, IPMA-CPHR ManagerCity of Rosemead, Calif.

Louisa Tuilagi, IPMA-CPPersonnel AnalystCity of Las Vegas, Nev.

Julie Voges, IPMA-CPHuman Resources DirectorCultural & Heritage MuseumsRock Hill, S.C.

Mark Washington, IPMA-CPHuman Resources DirectorCity of Austin, Texas


Odds are pretty good that if a coworker mentions the name “DaveUlrich,” you have some idea as to who he is. Those odds get

better if you occupy a managerial or leadership position in humanresources or organizational development. For the totally uninitiated, orsomeone brand new to the HR profession, Dave Ulrich is as close aswe get to a real HR guru whose interest and scholarly work in humanresources spans the divide between the private, nonprofit and publicsectors. Ulrich has written more than 175 articles, and has written orco-written 23 books. Google such relevant and still timely topics suchas “HR scorecard” or “HR competencies” and you will not have lookto beyond the first screen to see his name.

For his latest book, Dave Ulrich teamed up with his wife, Wendy, apracticing psychologist, to bring both an organizational and an indi-vidual perspective to the topic of meaningful work and positiveemployee engagement. The book combines the authors’ own experi-ences plus a distillation of years of research in the fields ofpsychology, social responsibility, employee engagement and organiza-tional culture, as well as marriage and interpersonal relationships. Asfor why they wrote this particular book, Ulrich and Ulrich give eightreasons in the preface, including their desire to “change the conversa-tion between leaders and employees to focus not only on what needsto be done but also on how it feels to do it.” Another stated reason isto offer leaders specific ideas and tools to provide meaning in theworkplace.

Readers will not have to have a degree in statistics or a glossary ofthe latest consultant buzzwords with them to understand the text.Organized into 10 easy-to-follow chapters, the book first makes thecase for why we should seek to create abundant organizations; theyprovide employees the opportunity to engage in meaningful work,leading to a more committed and competent workforce. Ulrich andUlrich point out that today’s workers face unprecedented challenges,including low commitment, increased work complexity, increasedisolation, hostility and enmity, along with declining mental healthand happiness. Only an abundant organization can provide the longterm environmental factors needed to overcome these concerns.

How can we create an abundant organization? Ulrich and Ulrichpose seven questions to help leaders move towards the abundanceagenda. The questions and attendant concepts apply to leaders atvarious levels: individual, interpersonal, organizational and societal.Answering these questions, according to Ulrich and Ulrich, willresult in stronger organizations as well as employees who are fullengaged. While their primary focus is on the private sector, the

Review of The Why of Work: How GreatLeaders Build Organizations That Winby Dave Ulrich and Wendy Ulrich, (©2010, McGraw Hill)

lessons and concepts havevalue and utility for bothnonprofit and public sectororganizations, and are listedbelow:

1. What Am I Known For?(Identity)

Abundant organizationsbuild on strengths (capa-bilities in an organization)that strengthen others.

2. Where Am I Going?(Purpose and Motivation)

Abundant organizationshave purposes that sustainboth social and fiscalresponsibility and align individual motivation.

3. With Whom Do I Travel? (Relationships and Teamwork [Th]at Work)

Abundant organizations take work relationships beyond high-performing teams to high-relating teams.

4. How Do I Build a Positive Work Environment? (Effective WorkCulture or Setting)

Abundant organizations create positive work environments thataffirm and connect people throughout the organization.

5. What Challenges Interest Me? (Personalized Contributions)

Abundance occurs when companies can engage not onlyemployees’ skills (competence) and loyalty (commitment) but alsotheir values (contribution).

6. How Do I Respond to Disposability and Change? (Growth,Learning, and Resilience)

Abundant organizations use principles of growth, learning, andresilience to respond to change.

7. What Delights Me? (Civility and Happiness)

Abundant organizations attend not only to outward demographicdiversity but also to the diversity of what makes individuals feelhappy, cared for, and excited about life.

By Joseph Adler, IPMA-CP, SPHR


Each of the above questions and principles is explored at length witha combination of personal anecdotes, examples and case studies.Specific step by step assignments and tasks are given in order tobuild the abundant organizations. The book is also “reader friendly.”Each chapter concludes with a brief summary of the concepts andactions needed to create abundant organizations. There is also athree-plus page appendix which outlines the entire book, no doubtrecognition of our busy work environment.

Along the way in this 281-page book we also learn about Dave andWendy, their family and friends, since the book is peppered withpersonal examples and anecdotes to help make their point. To illus-trate that sometimes there is a gap between the person-organiza-tional culture fit they describe how they went into a high endclothing retain store in Beverly Hills and knew instantly that theydid not belong there. (Perhaps Dave is more of Gap customer?) Orthat Dave was described as a “large and homely man,” which moti-vated him to work on becoming less large. Discussing how people arechallenged at work, Wendy is described as a healer who finds abun-dance by “identifying insights that help her clients change…” Someof the anecdotes are more serious. One cites the Cambodian geno-cide and how one woman found a moment of delight in an other-wise horrific environment, which allowed her survive and eventuallystart a new life in the United States.

Dave Ulrich states that HR practices form the infrastructure thatmakes sustained organizational success possible. In terms of people,HR is urged to look at the whole person during the on-boardingprocess. Employees should be recruited and hired not just for theirbrawn and brains but their hearts and souls as well. Performanceprograms need to go beyond financial rewards (as important as theyare) and look at other intrinsic methods, such as work flexibility,growth, opportunities and positive work environments.

Organizations need to institutionalize practices which helpemployees with work-life balance issues. HR can also facilitate posi-tive change and help bring about an employee value propositionwhich goes beyond the working conditions in the organization andfocuses on the emotional appeal and opportunities for real meaning.

Joseph Adler, IPMA-CP, SPHR, is the director of human resources forMontgomery County, Md. The views and comments expressed in thisreview do not represent any official policy or position of MontgomeryCounty Government, but are solely the responsibility of the reviewer. —N

Developing Competencies for HR Success is a comprehensivetraining program that teaches the benefits of understanding

HR competencies, how to apply them, and how to integrate theminto business plans. As a standalone training program, this courseis the best way to become a strategic player within your organiza-tion. This course will help you and your staff shift from managing“people issues” to managing “people-related business issues.”

Learn about self-assessment, building teams and coaching staff,resolving disputes and reaching consensus, creating a risk-takingenvironment, communication and levels of listening, building trustrelationships, using consensus- and coalition-building skills, andmore with IPMA-HR’s Developing Competencies for HRSuccess.

The online training consists of 11 weekly sessions. Benefits of theonline course include the following:

� You decide when and where to take your classes—any place,any time

� You can complete the program in just 11 short weeks

� You can continue to work full-time while participating in thecourse

Register Now for IPMA-HR’s Developing Competenciesfor HR Success September 2011 Online Training

The entire program costs just $795 for IPMA-HR members and$995 for non-members.

Completing IPMA-HR’s Developing Competencies for HRSuccess course is a step towards certification. At the core of theIPMA-HR certification program is an appreciation of the impor-tance of HR competencies. If you, or members of your staff,desire to become certified as an IPMA-HR Certified Professional(IPMA-CP) or an IPMA-HR Certified Specialist (IPMA-CS),learning the concepts that are the foundation of this course is anecessary step.

The IPMA-HR Developing Competencies for HR Success courseis also available as a seminar at your location. Visit the IPMA-HR website to learn more about IPMA-HR’s DevelopingCompetences for HR Success course, or contact the IPMA-HRProfessional Development Department by e-mail [email protected], or by phone at (703) 549-7100. Toregister, fax, e-mail, or mail a completed copy of the registrationform, or register online. —N


PRODUCTS & SERVICES

decision to allow telecommuting needs to be a mutual decisionbetween the employer and employee. By outlining expectations forboth in a policy, it is easy to know if this situation would work.”

One of the biggest concerns involved with teleworking is security.Due to legal restrictions, certain types of information, such as classi-fied documents, should never leave the workspace, McCoey said. Agood teleworking policy would outline exactly which jobs are appro-priate to do remotely, and which involve too much secure informa-tion for such arrangement.

Another major component of the policy would be expectationsabout time management. McCoey said the importance of thiselement to a successful teleworking arrangement can’t be stressedenough. Employers need to be clear about how much time they needfrom employees working remotely, and telecommuting workers needto know that they can focus on their jobs outside of the work envi-ronment.

“The employee needs to be conscious of the ‘work situation’ so thatother members of the family don’t assume that working from homemeans the employee is free to do as he or she pleases,” McCoey said.“Not all people can handle this ability to divorce home needs fromwork needs in the same physical location.”

Ironing out all these wrinkles ahead of time can help make telecom-muting smoother for everyone. However, putting such a policytogether can be a major time investment, which is part of the reasonwhy employers like Orange County, N.C. haven’t done one yet.

McGinnis said he knows there are a lot of factors that need to beweighed by any organization before establishing a widespreadtelecommuting policy. “We want to make sure everything is vettedappropriately and legally,” he said. “We need to ask questions like‘Does it make more sense?’ Is it a better use of facilities to for peopleto work from home?’ It’s going to be a little while before that’s allworked out.”

McCoey reiterated that teleworking isn’t for every worker or everyemployer. Some employees are just more focused and productive inthe office, she said. And some employers just can’t get their headsaround the idea of an employee whose primary workplace is some-where other than the office. “For some managers, this might be achange they are not willing to make,” she said.

Amanda Cuda is a full-time general assignment reporter for the

Connecticut Post newspaper in Bridgeport, Conn. She also freelances

for several publications, including HR News. —N

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Call IPMA-HR Today!(703) 549-7100

CALENDARJuly 6–August 9 Online Course: Managing Employee

Performance as a Human ResourceBusiness PartnerFor more information, visit www.ipma-hr.org/professional-development/online-courses/ipma-hr-managing-employee-performance-human-resources-busine, or contact IPMA-HRProfessional Development and ResearchCoordinator Heather Corbin, either by phoneat (703) 549-7100, or by e-mail [email protected].

September 21- Online Course: Developing December 6 Competencies for HR Success

Conference & ExpoFor more information, visit www.ipma-hr.org/professional-development/online-courses/developing-competencies-hr-success-online-training, or contact IPMA-HR ProfessionalDevelopment and Research CoordinatorHeather Corbin, either by phone at (703) 549-7100, or by e-mail at [email protected].

September 24-28 2011 IPMA-HR International TrainingConference & ExpoMarriott Downtown Chicago Magnificent Mile HotelChicago, Ill.For more information, visit www.ipma-hr.org/professional-development/conferences,or contact IPMA-HR ProfessionalDevelopment and Research CoordinatorHeather Corbin, either by phone at (703) 549-7100, or by e-mail at [email protected].

October 16-19 Eastern Region IPMA-HR ConferenceQueensbury HotelGlens Falls, N.Y.For more information, e-mail Mike Coury,IPMA-CP, at [email protected].

Watch the HR Bulletin and our Web site—www.ipma-hr.org—for more information on educational opportunities.

Teleworking CONTINUED FROM PAGE 7

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Workforce Composition & Work Life Issues - IPMA-HR

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