What's the best advice you've ever gotten? Fortune posed that question to 25 prominent business people, civic leaders and celebrities. The answers run the gamut from marketing mantras to life philosophies. Here are excerpts from some of the responses that we liked:

"I can't remember who told me this, but I certainly didn't grow up knowing it, so I must have gotten this advice at Salomon Brothers in the 1970s. The advice was, first, always ask for the order, and second, when the customer says yes, stop talking."
Michael Bloomberg, Mayor of New York City, founder of Bloomberg LP

My boss at the time, then-Maj. Gen. Jack Galvin, said "I think you ought to look for an out-of-your intellectual comfort zone experience." So that's what I did.
Gen. David Petraeus, Commanding general, multinational force - Iraq

"My father was an absolutely wonderful human being. From him I learned to always assume positive intent. Whatever anybody says or does, assume positive intent. You will be amazed at how your whole approach to a person or problem becomes very different."
Indra Nooyi, Chairman and CEO, Pepsico

"Don't panic. It's from Hitchhiker's Guide to the Galaxy by Douglas Adams. You have to be wary of emotion clouding your decision-making process - and of making a decision that you'll later regret."
Elon Musk, Founder and CEO, SPACEX

"The best advice I ever got came from my mother, Estée Lauder: She believed that if you had something good to say, you should put it in writing. But if you had something bad to say, you should tell the person to his or her face."
Leonard Lauder, Chairman, The Estée Lauder Companies

Posted by Julie Ferguson on June 27, 2008 at 1:11 PM | Permalink | Comments (2)

Would you like to be more creative in your day-to-day problem solving and impress your boss with new ideas and concepts for tired old programs? Would you be interested in finding new ways to motivate and energize your work force to provide better customer service or enhance productivity? No doubt you would, but if you are like most people, you may be thinking there's barely enough time in the day to get through your task list, never mind finding the time for getting creative.

But experts suggest that creativity is a process that is teachable and trackable, and that there are techniques and tools that can foster a more creative approach to life. And being creative doesn't need to take a lot of time. But creativity does need to be continually nurtured and the creative impulse needs to be exercised regularly.

In a recent article in Scientific American, three experts - a psychologist, a poet/playwright, and a scholar - discuss the importance of creativity and the role that it has played in their lives and the lives of others, and offer ways that you can unleash your own creativity. They suggest that there is more to creativity than what some call "Big Creativity" or "Big C creativity" - big ideas and concepts with far-reaching impact. There is also "Small C creativity" that manifests itself in everyday problem solving.

The discussion suggests that there are four basic competencies or skill sets that are essential for creative expression:

"The first and most important competency is “capturing”—preserving new ideas as they occur to you and doing so without judging them ... There are many ways to capture new ideas. Otto Loewi won a Nobel Prize for work based on an idea about cell biology that he almost failed to capture. He had the idea in his sleep, woke up and scribbled the idea on a pad but found the next morning that he couldn’t read his notes or remember the idea. When the idea turned up in his dreams the following night, he used a better capturing technique: he put on his pants and went straight to his lab!

The second competency is called “challenging”—giving ourselves tough problems to solve. In tough situations, multiple behaviors compete with one another, and their interconnections create new behaviors and ideas. The third area is “broadening.” The more diverse your knowledge, the more interesting the interconnections—so you can boost your creativity simply by learning interesting new things. And the last competency is “surrounding,” which has to do with how you manage your physical and social environments. The more interesting and diverse the things and the people around you, the more interesting your own ideas become."

Posted by Julie Ferguson on June 11, 2008 at 7:35 AM | Permalink | Comments (2)

Every now and then I check out Jeff Angus' blog, Management By Baseball. Angus is a management consultant and the focus of his blog is applying the management issues he observes in baseball teams to everyday business issues. In a recent post, he focused on what he calls the Frank Robinson Rule. For those of you who don't read the sports page, Robinson is a hall of fame player who went on to try his hand at managing. As a player, Robinson was one of the all-time greats, with a career batting average of .294, 586 home runs, 1812 RBIs, and 2943 hits. He is the only player to be named MVP in both the American and National League and he was on two World Series winning teams.

His career as a manager was a somewhat different story. Over the course of 30 years, his record stands at 1,056 wins against 1,176 losses. In both 2005 and 2006, a Sports Illustrated poll named Robinson the worst manager in baseball.

We have all seen it before. An individual star performer in your organization either raises their hand or is tapped by management to fill a supervisory position. It can be really difficult to say no to when the individual has contributed so much. But all too often, when the individual assumes the additional responsibility, they have no management training or skills, and this can be a prescription for disaster.

Indeed, it happened to me. I was managing a book of business for a company and doing a pretty good job at it. One day my boss approached me and asked me to consider a promotion to supervise a small group of sales executives. I was flattered and excited and jumped at the chance.

Quickly I realized how little I knew. I had never hired, trained, provided feedback, set goals, or handled the administrative aspect of management. I was fortunate that I had a good mentor who kept me on track and was lucky enough to find good people for my team. But in retrospect, I now understand that not only did I put my own career on the line with my inexperience, I could have put the company at risk, too. I had no training on compliance issues, hiring, disciplinary process, discrimination, and all the other human resource regulatory issues I faced daily. While things happily worked out in my case without any untoward events, it's generally pretty risky to let your supervisors learn how to be managers by trial and error. One mistake can cost hundreds of thousands of dollars.

Make it a priority to get your newbie managers the training and attention they need. Make sure they know where to go when they don’t know the answer, train them in compliance issues, and stress the value of honest feedback. To address this very issue, we offer a complete Management Training Academy to provide online and onsite training for the supervisors and managers of our client firms. Check to see if your EAP offers any similar resources; also check with any professional associations that you belong to and any nearby colleges to see what resources might be available. Your might also be able to engage someone from your organization's law firm to present basic seminars on various employment law issues. If you ensure the proper training, your supervisors may be able to avoid the Frank Robinson Rule and successfully make the step from individual performer to managing a successful team.

Posted by Bill Danylik on May 6, 2008 at 12:53 PM | Permalink | Comments (1)

If you've ever managed a worker who has been diagnosed with cancer, you know the challenges that it can pose, both in terms of your own interactions with the person, and also in terms of supporting and managing concerned colleagues. It can be a difficult and delicate balance, offering support and flexibility for the employee while managing within the policies and needs of your organization. We've compiled some excellent resources from around the web that might be helpful to you and to your employees.

Managing Through Cancer Principles - offers a set of principles, resources and tools for organizations and managers that want to support employees with cancer and their co-workers. The site offers a set of principles along with manager/employee responsibilities and suggestions for developing supportive time-off policies, such as paid time off and leave banks. The site also discusses telecommuting and flex time options. While the guideline is specific to cancer and cancer treatment, most of the principles are applicable in managing employees with any life-threatening illness.

Beyond the matter of principles and policies, there is the very real matter of how managers and colleagues should talk to an employee who has been diagnosed with cancer or who is dying of cancer. Often, people who are grievously ill become isolated because friends and colleagues are uncomfortable and simply don't know what to say or how to deal with the person - so they simply avoid things. Here is a list of some very helpful resources offering guidance for how to talk to and interact with a person who has cancer.

Top 10 Dos and Don'ts when someone in you life becomes seriously ill is a short, practical guide with solid advice.

Supporting a friend who has cancer also offers Dos and Don'ts for things to say, along with a list of practical ways you might offer help and good gift ideas to show your support.

Quick tips for everyday situations offers suggestions for how colleagues and friends can be supportive of and respond to everyday situations, such as a coworker diagnosed with breast cancer, a relative with clinical depression, or how to offer help to a blind person in the gym.

How to talk to a friend with cancer is a discussion board thread that links to some very helpful articles, but more importantly, shares the real-life experiences of people who are living cancer and people who have lost loved ones to cancer. This is a rich, frank, and very touching discussion by and for the real experts - people who are living/have lived through real life situations.

Remember, these are the types of situations where your EAP can offer real support and resources - be sure to recommend the services of your EAP to both the person who is ill and their family members. Also, check to see if your EAP offers help and guidance for supervisors.

Posted by Julie Ferguson on April 10, 2008 at 11:02 AM | Permalink | Comments (0)

We've previously discussed the importance of helping the military to return to work. Of the 1.5 million troops that have served in Iraq and Afghanistan, approximately one in every four is a "citizen soldier" serving in the ranks of the National Guard or the Reserves. In many cases, they will be returning to resume jobs at former employers.

As we've learned from the experience of returning vets in past wars, the transition is not always an easy one. Many who return are IED survivors with serious physical injuries such as amputations, burns, and traumatic brain injury (TBI). Many others suffer from an array of behavioral health problems such as depression, anxiety and post-traumatic stress disorder (PTSD). One recent Pentagon study identified that as many as one in three returning troops have mental health problems six months after their return. The study showed that the transition is even harder for citizen soldiers than for active-duty soldiers: "About 42 percent of the Guard and reserves, compared to 20 percent of active-duty troops, were identified as needing mental health treatment in two screenings. The first testing was immediately upon return from Iraq and the second six months later."

Helping to ease the transition back to the workplace
The Disability Management Employer Coalition and several large insurers teamed up with military and veteran advisers to examine the challenges and opportunities facing returning veterans and to identify employer-based resources and strategies to help ease the transition. The group, calling themselves the Workplace Warrior Think Tank, has produced a useful guide for employers: The Corporate Response to Deployment and Reintegration Highlighting Best Practices in Human Resources and Disability Management * (PDF).

The following are among the group's most important best practice recommendations:

• Establish a Military Leave and Return Policy covering employees who are members of the Reserves or National Guard. A key component of that policy is to communicate the range of benefits and programs that apply, including provisions of the federal Uniformed Services Employment and Re-Employment Rights Act of 1994 (USERRA), which requires job protection for all employees who are deployed regardless of the size of the employer.
• Inform civilian employees (such as those who work for defense contractors) who are assigned to work with the United States military overseas of the benefits programs available to them. In particular, employees should understand the federal Defense Base Act, which will cover them during their overseas assignment.
• Evaluate the effectiveness of the Employee Assistance Program (EAP) and behavioral health services to help returning employees (including members of the military and civilian employees assigned overseas) who have been diagnosed with or who are exhibiting symptoms of major depression, generalized anxiety or post traumatic stress disorder (PTSD).
• Use good general disability management practices that apply, including:
  - maintaining communication during absences;
  - celebrating employees’ return to work;
  - giving employees adequate information about benefits prior to deployment;
  - allowing time to reintegrate after an extended absence;
  - considering accommodations to assist the employee’s return to productivity;
  - recapping changes while employees were gone;
  - establishing red flags to help supervisors identify potential problems; and
  - obtaining commitment from senior management to ensure that programs are given strong support and a cultural presence.
• Offer sensitivity training to managers, supervisors and co-workers on issues and challenges faced by civilian soldiers during deployment and post-deployment.
• Provide mentoring programs to link returning civilian soldiers with veterans in the workforce. The commonality of military experience may forge bonds among colleagues to support the successful reintegration of returning workplace warriors.

EAPs identified as a vital resource
The Workplace Warrior Think Tank stressed the importance of employers having not just an EAP, but one that is well equipped to address the full spectrum of behavioral health issues that are common to re-acclimating veterans, particularly PTSD and depression. In addition, the EAP must be poised to address the many family problems and stresses that can surface both during and after deployment. According to congressional testimony by Todd Bowers, Director of Government Affairs for Iraq and Afghanistan Veterans of America, 27% of soldiers now admit they are experiencing marital problems, and 20% of deployed soldiers say they are currently planning a divorce. And a CBS investigation points to a veteran suicide rate that is twice that of average Americans.

Employers must train supervisors and HR staff to spot warning signs for problems early and must have resources in place for referrals to appropriate help and support services. For employers who will have returning citizen soldiers, the next EAP renewal might be a good time to kick the tires and ensure that it is up to providing the serious support and mental health services that will be needed. The transition will not be a once-and-done matter, but a long-term issue that America's employers will be dealing with over the next few decades.

*More information and a copy of the full Guide are available through the Disability Management Employer Coalition.

Posted by Julie Ferguson on March 14, 2008 at 2:02 PM | Permalink | Comments (1)

We run into a fair number of folks who are living in the 1970s in terms of their perceptions of what an EAP is - a surprising number of otherwise savvy employers still think of EAPs as little more than substance-abuse referral programs. While it's true that most EAPs still offer traditional counseling and substance programs, today's top-tier EAPs are also about productivity, wellness, work-life balance, and myriad other issues that confront the modern work force. Take some of the realities of the day - when a financial crunch, a traumatic event or simply the day-to-day stress of family matters impinge on your employees, life can be tough for them and also for you as their employer. A good EAP is there not just for the big events and traumas but also to provide helps with managing the quiet crises and challenges of everyday life. And services shouldn't simply be all about problems, but also about life enhancement - things like wellness and nutrition, financial planning, and personal and professional development.

If it's been years since you've taken a second look at EAPs and how they can improve life for both you and your employees, it might be worth a few minutes of your time. This blog's sponsor, ESI Employee Assistance Group, has just had a web site face lift - it's brighter, better organized, and has more content. The site offers a good sampling of the extensive benefits and services that today's premier EAP can offer to employees and employers, alike. If your organization doesn't have an EAP or if you're still driving an '70s model, it might be worth a look - the Employer Brochure(PDF) offers a good overview.

Posted by Julie Ferguson on February 29, 2008 at 7:51 AM | Permalink | Comments (1)

It's no secret that the stock market has traditionally seemed to favor tough employers. Wall Street often reacts favorably to news of a corporate layoff by rewarding the company with an uptick in the stock price. Firms like Costco that have a strong employee commitment and an employee-focused philosophy are often taken to task by analysts for being overly generous. Studies have also shown that CEOs who preside over layoffs are positively reinforced. A study of 229 firms that had layoffs by a University of Arkansas of Arkansas professor showed that CEOs of the firms with recent layoffs received 22.8 percent more in total pay than CEOs of firms that did not have layoffs.

To many, this type of market-driven people management is short-term thinking that flies in the face of the age-old mantra that "your people are your greatest assets." Now, a new study by Wharton finance professor Alex Edmans points to the fact that employee satisfaction is not just a nice thing, but an integral ingredient in financial success. His research analyzes the relationship between employee satisfaction and long-run stock performance, showing that intangibles matter and that "nice guys" do indeed finish first.

His research compared companies on Fortune's annual list of the "100 Best Companies to Work for in America" to the the overall market between 1998 and 2005, finding that the "best companies" returned 14 percent per year versus 6 percent a year for the market at large.

Edmans notes that while it may seem obvious that happy workers perform better, traditional management theories have actually treated workers like any other commodity.

Another, more subtle implication of the research, says Edmans, goes to the nature of short-term thinking among corporate managers. Even if managers believe employee satisfaction enhances long-term corporate performance, they may not act on their beliefs because investing in employees often reduces earnings in the short term.

"This is a large concern people have had for a couple of decades now -- that the American corporate system is short-term or myopic," Edmans notes.

That concern, he adds, is driven by managers who argue it is not possible to credibly communicate to investors that profits might be lower in one period in order to invest in employee satisfaction that may pay off in the future.

Edmans points to Google as an example of a company that vindicates the long-term approach of focusing on employee satisfaction. However, he does not think that research alone will result in changing the short-term, reactive focus to a more long-term one because manager compensation is often linked to share prices.

We're encouraged by this research because it validates something that we see in our practice over and over again: treating employees well is not only the right thing to do, it's usually the most profitable thing to do. Stress, burnout, resentment, and anger have a high price tag, something that employment lawyers and disability claims managers can attest to.

Posted by Julie Ferguson on February 14, 2008 at 9:24 AM | Permalink | Comments (4)

Our hearts go out to all the folks suffering in the terrible fires and related chaos in southern California. In the aftermath, there will no doubt be crisis-management lessons for employers in how to communicate with and support employees, just as there were HR lessons from Katrina.

Your technology and web staff should be front line soldiers in crisis planning and crisis management. The Web offers numerous tools that employers should learn to harness for both their public and Intranet sites in the event of natural or man-made emergencies. To learn more about these technologies and to view them in action, see Using Social Media Services to Track the California Fires. This article offers links and discussion about how Google, Flickr, YouTube, Twitter, Wikipedia and del.icio.us are being harnessed to offer real time updates, news, and resources about the San Diego area fires.

Note: some of the following links may change or expire as the situation evolves.

Nate Ritter offers an excellent example of how one individual is providing an important public service via the text messaging tool, Twitter. News station KPBS also has a good Twitter news feed.

Some very interesting (and terrible) updates are being provided via Google Map mashups, which bloggers and programmers are cobbling together quickly. This KPBS News map displays fire burn areas, evacuation areas, evacuation centers, road closures, and more. This blogger is mapping the homes that have been claimed by fire in his neighborhood of Rancho Bernardo. His blog, And Still I Persist is an example of the valuable role that bloggers can play in a disaster.

As they were during Katrina, newspaper message boards become an important gathering point for local residents to share information, resources, and help to neighbors. The Union-Tribune's SignOnSanDiego wildfire forums have logged tens of thousands of messages since yesterday, grouped by geographic areas. Many distant folks have been reading these boards to keep track of areas where friends and family live.

And don't forget—one other vital employer resource during and after an emergency is an employee assistance program. Sadly, there will be many, many hurting people when this terrible fire has run its course.

Posted by Julie Ferguson on October 23, 2007 at 12:19 PM | Permalink

Here's a seemingly impossible task—In the middle of your next busy day, put aside thoughts of work responsibilities or your kids' soccer schedule and take a minute to be thankful for what you have. According to recent research, you'll be much happier if you do!

Since 1998, Professor Robert Emmons of the University of California-Davis, has been studying the role that gratitude plays in happiness. As it turns out, grateful people are happy people. "People who show gratitude experience significantly higher levels of joy and other positive emotions," says Dr. Emmons. "They also seem much less bothered by minor illnesses and common stressors."

But gratitude was not a natural subject for Emmons. "Psychologists have a long history of studying things they're bad at. I was always someone who took things for granted." Indeed, his research revealed that a lot of people have obstacles to gratitude. The demands of everyday life and a resistance to being dependent on others are the two biggest. "Gratitude is the opposite of personal autonomy; you're acknowledging that you are dependent on others and that can be very hard for some people."

However, those who make a conscious effort to "take stock" of the good things in their lives as well as those who have helped make those things possible (parents, friends, co-workers, neighbors) report much higher levels of positive emotions and lower levels of stress and depression than those who are "me" centered. Grateful people also enjoy a greater sense of "connectedness" with their friends and family.

Other findings included:

• Those who maintained a "gratitude journal" and made daily entries for three weeks experienced better sleep quality and duration as well as more energy than the control group.
• "Gratitude journaling" resulted in quicker healing of illness and even seemed to lessen the pain of serious neuromuscular diseases.
• A "gratitude intervention" in children produced more positive academic attitudes toward school in comparison with the control group.
• Participants who maintained "gratitude journals" were significantly more likely to achieve personal goals (academic, interpersonal, health-based) over a two-month period than the control group.

If anger, fear, mistrust, or loneliness are impeding your ability to experience gratitude, you may wish to contact your employee assistance program to discuss how to achieve a more positive outlook on life!

Posted by Bill Bowler, Senior Vice President Client Service on October 2, 2007 at 11:20 AM | Permalink | Comments (1)

There's a remarkable video lecture that is making the Web circuit right now, singularly one of the most inspiring 90 minute film segments we've had the privilege to see. It's a story of courage, leadership, creativity and grace under pressure. Randy Pausch, handsome, vibrant 46-year old father of three beautiful young children and in the prime of his professional life as Professor of Computer Science, Human-Computer Interaction and Design at Carnegie Mellon University, presents his last lecture. His professional career has been full of creative challenge, but today he faces his life's greatest challenge: He has pancreatic cancer and has been told he has only 2 to 6 months to live.

For a sneak peak, The Wall Street Journal offers a five-minute segment with a brief summary and a few highlights, but we recommend finding the time to view the entire lecture: Achieving your childhood dreams. It is funny, vibrant, inspiring and heartbreaking, all at the same time. One of the enjoyable aspects is not just the story of how he fulfills his own dreams—walking in zero gravity, designing a theme park ride for Disneyland, creating a popular 3-D animation software program—but how he then turned his energies to enabling his students to identify and fulfill their dreams. It's very motivating and might be just the thing to show at your next leadership training session for managers.

Posted by Julie Ferguson on September 26, 2007 at 9:02 AM | Permalink | Comments (2)

We recently came upon a great LA Times article by Melissa Healy on the topic of caregivers
and the high toll they pay for the role they play in supporting family members. This is a topic that interests us greatly—our EAP deals with an increasing number of workers who are dealing with the stress or strain of caring for an ill, elderly, or special needs family member. According to the article, about one in every six people is a caregiver and as the Baby Boomers advance in age, that number is expected to increase. Add to that the numbers who will be caring for veterans of Iraq and Afghanistan wars, many profoundly injured either physically or mentally. The scope of the caregiving issue is significant enough that it prompted the EEOC to recently issue new caregiver guidelines for employers. Many caregivers are elderly themselves—about 30% fall in this category. Many others are sandwiched between caring for elderly relatives and providing child care, a double burden. Most caregivers are employed and the weight of their responsibilities takes a high toll on many aspects of their lives, including their work. Caregiving is an issue employers need to tackle head-on—according to a survey by The MetLife Mature Market Institute, which tracks aging, retirement and elder-care issues for the Metropolitan Life Insurance Co., the cost of caregivers in the workplace may be as high as $33.6 billion a year in missed days, early departures, and on-the-job distractions. The heavy responsibilities of caring for ill or elderly family members also increases the chances that the caregivers themselves will experience financial, physical, and emotional problems. Many are forced to put their own career goals on hold or work reduced hours, and the health risks associated with caregiving are high:

"A 2003 study found that family members caring for those with dementia suffered suppressed levels of immunity for three years following their stint of caregiving, raising their risk of developing a chronic disease themselves. Other surveys have found that compared with the general population, caregivers—especially those with intensive caregiving demands and those already in fair or poor health—are less likely than their noncaregiving peers to attend to their own healthcare needs, less likely to exercise or see their doctor regularly and more likely to eat poorly and drink alcohol excessively."

How employers can help
Many companies are experimenting with innovative approaches to supporting caregivers. Many large organizations, such as IBM and Raytheon, are offering caregiver wellness programs focused on teaching caregivers how to effectively cope with their responsibilities and maintain their own physical and mental health. Here are some of our suggestion for things that employers can do to support the caregivers in their workplace:

• Assess the issue in your work force. Take a survey to learn the extent of the caregiving responsibilities in your workplace so that you understand the pressure points and can plan the most appropriate response for your employees.
• Train managers and supervisors to be sensitive to and alert for workers with caregiving responsibilities and to direct these employees to appropriate support resources, such as an EAP.
• Learn about and publicize local caregiving resources that can provide practical assistance, such as meals on wheels, transportation services and and adult day care. Publicize these resources in your organization's newsletter or intranet.
• Examine your organization's policies on flexible work hours and work-at-home options. Consider offering your employees more options on when, where, and how they accomplish their work responsibilities.
• Consider expanding work/life benefits. If you don't have an EAP that offers work/life and caregiving resources, consider adding one. Research benefit options, such as access to temporary emergency dependent care or paid leave for caregivers that goes beyond FMLA standards, or voluntary time banks where other workers can donate unused sick or vacation time to to caregiving or ill co-workers.

Posted by Julie Ferguson on July 27, 2007 at 10:32 AM | Permalink | Comments (3)

If you ask employers to describe an employee assistance program, they'll usually talk about resources and services to solve employee personal problems. They'll describe it as an employee benefit. And if they've had occasion to use the services of an EAP, they'll probably tell you that it is a very valuable benefit.

What you won't hear is any reference to workers' comp. Few employers talk about how an EAP can be an effective tool to reduce workers' comp and disability costs or how an EAP can support employees during the recovery process to ensure they get back to their normal life as quickly as possible.

But those of us at ESI Employee Assistance Group believe that we have cracked the code and figured out how to insert the EAP into an organization to help the employee expedite recovery while also helping the organization reduce overall comp costs.

The Problem
Let's start with the fundamental reason why organizations opt to have an employee assistance program. It all revolves around that fact that 1 out of every 5 employees face some sort of significant personal problem in any given year. Those problems impact their lives and their productivity at work. A good EAP can go a long way toward addressing these problems and helping these employees get back to full productivity.

When it comes to workers' comp, the fundamental problem is two-fold. First, too many people are injured on the job. And when injured, employees are frequently away from work far longer than the injuries require.

And that's where the EAP and workers' comp connect.

The EAP—Work Comp Connection
Anyone who is familiar with workers' comp knows that there are three key elements to an effective cost containment program:

• An aggressive injury prevention effort
• Immediate medical treatment by quality providers who understand workers' comp
• An active return to work and transitional duty program

What we've learned at ESI, is that it is possible to utilize the EAP to essentially turbo-charge this sort of program.

Start with how injuries occur. While some injuries are the result of work site hazards, many injuries—arguably the lion's share—are the result of unsafe behavior. Relevant data clearly indicates that personal issues are the single most significant cause of unsafe behavior. The U.S. Department of Labor's data suggests that upwards of 40 percent of all workplace injuries have alcohol or substance abuse as the key contributing factor. And if you add other personal problems to the mix—depression, stress, medical issues, etc. — it is clear that employee problems are at the root of many workplace injuries. An effective EAP can head off many of these problems before they result in harm to the employee, to coworkers and to your organization.

And if you examine why injured workers have extended disability, all too often unresolved personal problems rather than medical problems are sabotaging the person's recovery. Personal issues are frequently barriers that keep people from returning to work and resuming their normal life in a timely fashion. Issues such as depression, family problems, debt and, once again, alcohol and substance abuse are the main contributors to extended disability. By helping employees tap into the services of the EAP, these barriers can be knocked down and recovery and return to work can be expedited

Why don't more employers use this cost reduction tool?
Properly used, an effective employee assistance program can address both the pre- and post-injury issues. So why aren't organizations using their EAPs more effectively?

First, responsibility for the workers' compensation program and the EAP almost always reside in different parts of the organization. The human resource department is responsible for the EAP, while risk management or the CFO is responsible for comp. Rarely is there one person or one department handling both. Add to that the fact that most EAPs are not attuned to the opportunity to impact workers' comp and disability. And, finally, the EAP is generally viewed as a nice benefit, but not a strategic business partner; and not as a strategy for turbo-charging prevention and return to work programs

To ensure an effective program, a couple of things have to happen. HR and Risk Management need to work together to promote the EAP, not only as a benefit for employees, but also as a tool for pre- and post-injury management. Next, employees must be made fully aware of the benefit. Supervisors must be trained to identify problemed employees and how to steer employees to the EAP. And, finally, the organization needs to select an EAP provider that is up to the task: one that fully understands work site productivity demands and complex issues such as disability prevention, as well as the counseling needs of employees.

Over the years, we have seen many employers integrate the EAP into their risk management efforts with extraordinary results. One large self insurance group has experienced an overall drop of more than 40% in claims. We believe that we have just begun to scratch the surface of how to make the EAP an effective cost containment tool and are working to make it even more effective.

Clearly, an EAP can be an effective tool in your overall workers' comp program. You and your EAP just have to know how to do it right.

Posted by Jim Walter, President, CEO on July 11, 2007 at 7:15 AM | Permalink | Comments (1)

It's no secret that a pleasant work environment brings out the best in people. Veerle Pieters, a graphic and web designer takes a closer look at inspirational workplaces—she's certainly gathered some fun, creative examples in her post and she offers her thoughts on how an environment can influence the worker's state of mind. Veerle also set up an inspiring workplaces photo-sharing pool on flickr so that people could add photos of other creative workspaces. If you work in a great environment or know of one, jump in the pool!

We've posted about creative work environments before. In March, we posted about life in the Googleplex and last November, we posted about 10 seeeeeriously cool places to work, courtesy of The Chief Happiness Officer who frequently discusses the benefits of fun and creative work environments. In a newer post he offers another pictorial essay on the work space and creativity. There are some very imaginative furnishings in his post, ranging from art tables to "bibliochairs." Don't miss the conference bike—come to agreement and stay healthy at the same time.

Many of the workplaces cited in these posts are from offices, ad agencies and tech firms—we'd love to see some pictorial examples from manufacturing, retail, health care and industrial concerns, too. One of the most creative work environments we've encountered is a precision plastics manufacturer headquartered in an historic New England building with state of the art facilities. Not only is it a colorful, clean, and energizing place to work, but the attention to environment has paid off in an outstanding safety record, high productivity and great morale.

An article in Business 2.0 discusses ways that office redesign can boost the bottom line. They cite a survey in which 90% of the workers polled said they would work an extra hour a day if they had a better work environment. Less than 40% said they would be proud to show important customers their workspace. The article makes this excellent point:

Consider this insight, which came from the General Services Administration decades ago: Of the total cost to a company for running an office building over a 30-year life span, the initial construction represents just 2 percent; operating expenses come to about 6 percent.

The remainder? It all goes to paying the workers inside. The point should be obvious: People are the biggest cost inside a work environment, so leveraging your human capital ought to be near the top of your priority list.

Even when budgets and space are limited, imagination and effort can be focused on shared spaces, break rooms and other common areas. Showing employees that you care about them is a good way to get employees to care back about you. And we've said it before, but it bears repeating: even the most exciting environments are only skin deep. A really fun work space is great. A really good manager who supports, motivates, and inspires staff is even better! And when the two are paired? Well that's pretty much the definition of a world-class workplace!

Posted by Julie Ferguson on June 15, 2007 at 2:56 PM | Permalink

For many workplaces, it's that time of year when the ranks of employees swell with part-timers and seasonal workers. Finding great part time workers can be a challenge for any organization, particularly in a tight labor market. Young first-time workers comprise a huge portion of the seasonal work force, and with this influx of teens, employers face a special responsibility: keeping them safe.

During the summer months, about 2 million teens join the work force and, according to the National Institute for Occupational Safety and Health (NIOSH), every two minutes one of those teens is injured on the job. About once every five days, a teen dies as a result. NIOSH estimates that every year, about 230,000 workers under the age of 18 are injured on the job and between 60 to 70 die due to workplace injuries.

Some workplaces are particularly dangerous for teens. While any workplace can have its hazards, the National Consumer League identifies the five most dangerous jobs for teens as:

• Agriculture: Fieldwork and Processing
• Construction and Work in Heights
• Outside Helper: Landscaping, Groundskeeping, and Lawn Service
• Driver/Operator: Forklifts, Tractors, and ATVs
• Traveling Youth Crews

OSHA lists the most frequent types of deaths experienced by teens as homicides, driving or traveling as passengers in motor vehicles, machine-related accidents, electrocution and falls. The most frequent reasons why these injuries occur are cited as:

• Unsafe equipment
• Stressful conditions
• Inadequate safety training
• Inadequate supervision
• Dangerous work that is illegal or inappropriate for youth
• Trying to hurry
• Alcohol and drug use

A special mandate
Young workers are callow. They lack the experience, judgment and stamina of older workers, and are eager to please new employers. These characteristics can be a toxic mix, particularly when exacerbated by a young person's normal inclination towards feelings of invulnerability. Employers must take special measures to ensure that young workers are safe on the job.

First, ensure that everyone in your organization is complying with applicable laws regarding young workers. OSHA issues a teen worker guide for employers that links to federal labor laws. For a quick summary, Youth Rules offers a one page summary of when and where a teen is allowed to work. Specific states may have additional provisions, so be sure to review those laws, too.

Second, redouble your training programs. Many organizations that have stellar orientation programs for full-time workers can short shrift temporary or part-time workers—a big mistake since all new workers are highly vulnerable to on the job injuries, regardless of job status. And for the reasons cited, teens are especially vulnerable. Ensure that safety is an integral component in any orientation and job training. Explain your organization's safety philosophy and policies. In addition, explain the specific hazards posed by each job. "Show and tell" training is particularly important. For teen workers, and can be a wise practice to assign a buddy or a mentor to keep an eye out as they acclimate to the job.

Third, raise overall safety awareness in your organization. Use any influx of new workers to promote your organization's safety policies to all workers, and "deputize" your veteran workers to help enforce any policies. Make safety everyone's job. Have managers—particularly senior staff—conduct regular safety walkthroughs and audits.

Additional resources
Workers Comp Insider offers employers 10 tips to keep teen workers safe as well as a list of resources and links for teens.

Here are additional sites:

• NIOSH: Preventing Deaths, Injuries and Illnesses of Young Workers
• Department of Labor Youth & Labor page
• Teen Workers—from OSHA
• Young workers safety and health links from the New York Committee for Safety and Health
• Health & Safety Guide for new Retail Workers (PDF)
• Teen Driving Safety
• Safe Work for Youth in Construction

Posted by Julie Ferguson on June 13, 2007 at 11:29 AM | Permalink

A few months ago when the story of Radio Shack employees being fired by e-mail first surfaced, our CEO Jim Walter suggested best practices when someone is being terminated. We've noted that lately, a lot of people reach this blog searching on "terminations" or phrases related to "firing." We're not sure if this interest is a seasonal spike or simply a matter of perennial concern. Years ago, being terminated from a company was an unusual occurrence, a black mark on your resume. Today, it's the norm—it's hard to find a person who hasn't either been touched directly or been affected by a family member's termination. But even when terminations affect thousands at a time, each human drama is a very personal one, encompassing the terminated employee and that person's family and friends.

While the after effects of a termination for an employee can be devastating, at least the stigma to the reputation may not be as heavy a burden for the employee today as it was in the past. The same may not always hold true for the firing organization. Terminations used to primarily be hush-hush one-off affairs and now they are frequently mass events reverberating over the mainstream media and in every little nook and cranny of the Internet. While mass layoffs can be popular on Wall Street, on Main Street where public sentiment reigns, they aren't always received quite as well. The damage that a botched termination or layoff can do to a company's reputation can be incalculable. Not to mention the inevitable lawsuits, which are becoming so pervasive that many employers are nervous about terminating employees even in cases where firings are warranted.

Best practice tips from the experts
While never a happy event, Human Resource managers can play a pivotal role in keeping a bad situation from turning worse. To help this task, we offer some best practice words of advice from experts.

Robert Cenek of The Cenek Report has been around the HR block and back a few times, having worked in management at some very large corporations. This week on his blog, he offers a practical Primer on Avoiding the Botched Termination. He suggests that "...if an employer is careful, forthright and professional with an employee during the separation process, the odds of an amicable separation are much higher. While the Golden Rule is a good starting point, there are other actions that employers should take to avoid the most common miscues in employee terminations." Well worth a read.

And from the legal front, we recommend attorney Jill Pugh's list of 10 Things to Keep In Mind When You Have to Fire an Employee. Jill, who writes the blog Employee Handbook, suggests that you act decisively when you have reached the conclusion you must terminate an employee—too many employers put it off until a crisis forces them to act on impulse.

In addition to this excellent advice above, we reiterate our own best practice suggestions that we've gleaned from dealing with both HR managers who must do the firing and the terminated employees themselves:

1. Schedule the termination meeting early in the day, and during the week; avoid terminating employees right before a holiday or a weekend.
2. Have all paperwork ready. The final paycheck and all severance and benefit information need to be delivered at the termination meeting.
3. The employee's manager and a representative from HR should attend so that you are able to cover all issues and questions.
4. Be brief. Be compassionate. Allow the employee to vent his or her feelings, but do not engage in a negotiation or argument. Plan in advance what you are going to say and choose your words carefully.
5. Extend every reasonable courtesy to the employee. Give the person an opportunity to say goodbye to coworkers. Should the employee become angry or abusive, don't get upset, simply escort the worker from the building.
6. After all questions are answered and all paperwork completed, wish the person well and help them assemble their belongings and leave.

Some anger after a termination is to be expected, but if you take every step to treat people honestly, fairly, and with dignity, you can minimize the potential for litigation and limit damage to your organization's reputation as an employer.

Posted by Julie Ferguson on May 18, 2007 at 10:03 AM | Permalink | Comments (0)

Procrastination is becoming a chronic problem in America according to research published in the Psychological Bulletin (January, 2007).

Defined as the avoidance or postponing of tasks perceived as unpleasant, fully 26% of the American population now think of themselves as procrastinators compared with just 5% in 1978. While we tend to equate procrastination with laziness, the actual reasons are typically fear of failure or a paralytic indecision on how to tackle a task that seems daunting or complex.

The researchers did, however, cite five strategies that many have found extremely useful in overcoming procrastination:

• Tackle unpleasant tasks early in the day when you have the most creative energy. Your success will contribute to a sense of exhilaration that will boost your confidence to take on more challenges.
• Break complex tasks down into smaller "mini tasks" that are easy to complete and will simplify the overall challenge.
• Invoke the "5 minute rule." Commit to focusing on a threatening task for just five minutes. At the end of five minutes, either commit to another five minutes or take a break.
• Minimize and unplug all distractions that can reinforce your tendency to procrastinate, including Internet access, cell phones, television or iPods.
• Honestly examine your true reasons for postponing action. Do you need training or assistance with time management skills? Or might you be a catastrophizer; i.e., someone who chronically and automatically falls into a depression imagining how awful the impending task will be?

Writing in Psychology Today (August, 2003), Hara Estroff Marano observes, "There are many ways to avoid success in life, but the most sure-fire just might be procrastination. Procrastinators sabotage themselves. They put obstacles in their paths. They actually choose paths that hurt their performance."

If procrastination is a problem for you at home or at work, your employee assistance program might be one resource to help you address and overcome this common problem. If you need help in this area, call your EAP today!

Posted by Bill Bowler, Senior Vice President Client Service on April 13, 2007 at 12:27 PM | Permalink

Need to bolster your recruitment efforts? Take five and a half minutes from your day to view this video clip from an NBC report about why Google was named the best place to work—it's quite amazing. Also, check out this report from Fortune describing what makes Google such a great employer and a photo essay that gives a glimpse into life in the Googleplex.

While many hard-working HR managers might have trouble persuading their companies to enrich their benefit programs to the Google standard, the real secret sauce lies in the company's ability to engage the creativity of their workers. Google has an innovative philosophy and a climate that fosters creativity and fun.

To learn about other great employers, see Fortune's 2007 list of the 100 best companies to work for.

Posted by Julie Ferguson on March 16, 2007 at 9:33 AM | Permalink

Have you ever been rewarded for a job well done and then just shrugged your shoulders and tossed the reward into a drawer? Or even worse, gotten angry because the certificate for Pizza and Wings was useless to you, a life long vegan? Employee rewards and recognition are tricky business and can sometimes create the opposite of the intended effect.

A recent article in the NY Times heralds a company for creative rewards:

"A few summers ago, Indu Navar, founder and chief executive of the Silicon Valley software maker Serus, paid for her employees to jump out of an airplane. None of them had sky-dived before, and Sumeet Haldankar, a program engineer, said the 14,500-foot plunge delivered such an adrenaline rush that people hugged and laughed giddily when they landed safely."

I'd have to question whether these employees hugged because they felt rewarded or just happy to be alive. The article continues with examples of other creative perks:

"Jil Wyland, founder and chief executive of Litigation Presentation, a company in Atlanta that makes graphics used in courtroom trials, said she offered perks because she wanted work to be fun. She has treated her employees to office massages, personal trainers and maid service. To help the staff through a particularly busy week, she took them to a Nine Inch Nails concert."

I believe in making work fun. Trying to break the monotony of the everyday grind is a worthy objective and creative perks often work better than cash in rewarding exceptional efforts or ideas. Employees typically use the cash to take care of mundane obligations, come to expect it as a part of their compensation package or, even worse, forget that they got it.

Make sure whatever you use as a perk is actually desired by the employee. Motivation is individual and not all employees respond to the same types of rewards. Surely jumping out of a plane is memorable but the question I always ask is, "will this sustain long term motivation and good work performance?" The answer is, probably not.

Perks and rewards have some affect on morale but the most sustaining effort is still creating an engaging respectful work environment where employees are routinely and consistently asked their opinions and recognized for their ideas and efforts. This costs little, depends greatly on skilled and effective supervisors and sustains motivation over the long haul.

Posted by Tina Simson, Vice President, Regional Director on February 8, 2007 at 8:33 AM | Permalink

I got a call recently from an employee who had just been laid-off. She was a young mother with a professional degree who had worked for a large national company. We talked about all the concerns you would expect: Can I access the EAP benefit? How do I find out about alternative health care? Should I let my childcare arrangement go while I look for a job?

Then what she said made my blood boil. On the Friday before she was laid off, she saw her husband deployed to Iraq. Despite the company knowing her situation—she had taken the day off to bring her young child to the base to say goodbye—just two days later, on Monday, she was escorted out of her office along with others who were caught in the reorganization. This seemed particularly callous treatment, given her situation.

I understand that giving preferential treatment may not be a best practice, but some recognition of extraordinary circumstances seemed to have been in order. This employee was not offered another job within the company and her benefits were cut off within two weeks of her termination. There could have been a better way, if only to have pointed her to support resources. She was philosophical, "maybe it's a good thing, I can spend time with the baby," but in the same breath, she said she wasn't sleeping at night and was turning her heat down to 60 during the day while she sent out resumes and made calls. The baby was warm at the babysitter's, at least for now.

The conflicts in the Middle East have put burdens on American business as many reservists are called up, leaving jobs that are protected under law. But companies should also be aware and sensitive to the special needs of the spouse and family left behind.

A recent blog at the Washington Post by Leslie Morgan Steiner dealt with the tragic story of a young military wife and the impact of her deployment:

Two spokeswomen for National Military Family Association, a nonprofit group that supports military families, isolation is a particular threat for military spouses with very young children whose partners have been deployed. "Spouses face the regular pressures of juggling roles, but when their spouse is deployed, they become single parents worried about their spouse's safety, as well as the effects on their children. Military wives feel additional pressure to be resilient and take care of other wives who need help."

During this holiday time many companies open their hearts to our deserving military by sending cards of support and packing holiday gifts. As HR managers, it is critical that we also remember those left behind with compassionate business practices and ready support. Providing families with information and connections can help ease the strain. The military offers family service support, online chat groups, spouse support groups such as Hearts Apart, and 24/7 counseling through Military Onesource and (800) 342-9647.

Check in with family members and always offer an ear to listen. If appropriate, let other employees know whose family is deployed. Informal support groups can be invaluable. A solid job can be a lifesaver; members of a military family can find purpose and affiliation in the workplace during difficult times.

Posted by Tina Simson, Vice President, Regional Director on December 15, 2006 at 9:30 AM | Permalink | Comments (2)

A couple of years ago one of our client companies did a survey about company sponsored holiday parties. Asking employees to rate how they felt about attending a party, 48% rated it below going to the dentist. In any case holiday parties are a staple this time of year and you may still have time to plan wisely and avoid pitfalls.

According to a survey by search firm Battalia Winston International, a vast majority (86%) of companies that host holiday parties will serve alcohol. If your company is in that majority, here are some steps to keep the party safe and free of unwanted problems.

• Remind employees that company policies related to behavior at work also apply to company-sponsored events, even when employees are off the clock and off the premises.
• Limit the number of alcoholic drinks per employee. For example, use drink tickets or have a two-drink maximum. Offer an unlimited amount of non-alcoholic beverages, as well. And definitely do not offer all-night open bar.
• Stop serving alcohol 2 hours prior to the end of the party so all employees have a chance to sober up and instruct bartenders not to serve any employee or guest who appears impaired or is acting loud and inappropriate.
• Provide for transportation in case some employees are not able to drive home. Keep the phone numbers of local taxi services on hand or arrange for cabs to be waiting outside at the end of the event. Consider booking a few rooms at a nearby hotel, on the company's dime, just in case.

Party food choices can influence how alcohol is absorbed by the drinker and since you're trying to avoid any embarrassing alcohol-related incidents, choose foods that are high in protein and starch. Avoid greasy or salty foods because they tend to increase beverage consumption.

It is important to take the focus off of drinking by having engaging entertainment. You don't need to break the bank on this, ask staff members for suggestions, games, skits and raffles are silly and fun. And if you want dancing, there are usually amateur DJ's available at holiday time. Check with you employees or call area high schools and colleges.

Also, consider having drawings for small prizes, such as movie passes and gift certificates to local salons and restaurants. Awards for service or silly certificates could keep employees engaged. This will hopefully give everyone an incentive to stay sober because they have to pay attention to listen for their names or raffle numbers, and that becomes trickier as alcohol's effects take over.

Have a good time but stack the deck in favor of responsible drinking behavior.

Posted by Tina Simson, Vice President, Regional Director on December 8, 2006 at 1:08 PM | Permalink

"Imagine waking up every morning totally energized about your job, your coworkers, and the chance to go in and make a difference. THAT is Happiness at Work and every single one of us can have it."

So says author Alexander Kjerulf who bills himself as The Chief Happiness Officer at a blog by the same name. What a cool title and what a delightful way that would be to re-frame the role of human resources.

We found Alexander's blog from 10 seeeeeriously cool places to work, a fun post that discusses the relationship of physical space to productivity and attitude. Check out the impressive collection of photos of highly innovative and creative work spaces that he's gathered - your cubicle farm will never look the same. And don't miss the newest radically cool workspace he later found: Inventionland Motor Speedway.

If your budget doesn't afford you the ability to rebuild your organization's physical plant, don't despair. Kjerulf's blog also has some good words of advice on ways you can enhance the overall climate, culture, and energy of your workplace. After all, a good part of style is simply in the attitude—so if you can't work in a tomorrow-land space, you might be able to create a very cool and engaging environment through your culture.

Poke around a bit on Kjerulf's site, there are many fun and thoughtful posts. Here are a few we enjoyed:
The top 5 myths about workplace stress
A challenge to managers: Do you know your people
Everything sucks and you can't convince me otherwise: How to handle chronic complainers

Posted by ESI on November 21, 2006 at 10:40 AM | Permalink | Comments (1)

The Department of Labor (DOL) announced the first-ever Drug-Free Work Week is scheduled for October 16 - 22. The stated purpose is to educate employers, employees and the general public about the importance of being drug-free as a component of improving workplace safety and health and to encourage workers with alcohol and drug problems to seek help.

We recently discussed the high toll that substance abuse can take in the workplace, and the importance of implementing a drug-free program. In fact, certain employers are mandated by law to implement a drug-free workplace. Failure to have such a program can be costly for both employers and employees alike:

• Alcohol and drug abuse cost the nation $246 billion annually, or nearly $1000 each for every man, woman and child.
• Substance abuse problems cost American business an estimated $81 billion in lost production.
• Up to 40 percent of industrial fatalities and nearly half of all industrial injuries can be linked to substance abuse.
• One in five workers report that they have had to work harder, redo work, cover for a co-worker or have been put in danger or injured as a result a fellow employee's drinking.
• Substance abuse is estimated to cause 500 million lost workdays annually.

The DOL offers an extensive variety of suggested activities and programs that employers can implement at their work site, with links to other resources. Below, we are excerpting a few that we see as vital.

Implement a Drug-Free Workplace Program—Drug-Free Work Week is the perfect time to launch a Drug-Free Workplace Program if your organization does not already have one. Such programs are natural complements to other initiatives that help protect worker safety and health. To learn more about them, visit DOL's Working Partners Web site. In particular, the site's Drug-Free Workplace Advisor Program Builder offers detailed guidance on how to develop a Drug-Free Workplace Program, starting with the first step: a written policy.

Promote your Drug-Free Workplace Program—If your organization already has a Drug-Free Workplace Program, Drug-Free Work Week is a logical time to ensure the program is adequate to meet current needs and to remind employees about its important role in keeping them safe while on the job. One way to do this is to distribute to all employees a copy of your drug-free workplace policy, along with a positive message about valuing health and safety, and then provide an opportunity for them to ask questions about it, perhaps through an open forum or privately.

Train supervisors—Supervisors are the individuals closest to an organization's workforce. As part of Drug-Free Work Week, organizations can conduct training to ensure supervisors understand their organization's policy on alcohol and drug use; ways to deal with workers who have performance problems that may be related to substance abuse; and how to refer employees to available assistance. Working Partners offers more information on Supervisor Training, including ready-to-use training materials.

Educate workers—To achieve a drug-free workplace, it is critical that an organization educate its workers about the nature of alcohol and drug use and its negative impact on workplace safety and productivity. Drug-Free Work Week is a natural time to step up such efforts through training sessions, guest speakers or brown-bag lunches. Working Partners offers more information on Employee Training, including ready-to-use training materials. If employee education is already a regular activity, a Drug-Free Work Week program could be offered on a specific timely topic such as the abuse of prescription drugs or methamphetamine.

Remind employees about the availability of EAP or MAP services—If your organization has an Employee Assistance Program (EAP) or Member Assistance Program (MAP), Drug-Free Work Week presents a perfect opportunity to remind them of its availability. Such programs offer free, confidential services to help all employees, including supervisors, resolve personal and workplace problems, such as substance abuse. They also offer confidential substance abuse screenings as well as brief intervention, if warranted, and help employees locate local treatment resources. Working Partners offers more information about EAPs.

Posted by ESI on October 13, 2006 at 7:24 AM | Permalink | Comments (1)

Perusing today's newspaper, I came across an article about two managers at a nearby municipality who got caught with a stash of pornography on their work computers. One manager resigned and the other was suspended. I’m guessing that the reaction of their bosses will pale in comparison to the reactions of their spouses.

It is important to note that collecting web-based adult pornography is not against the law. The issue here is that it was against their employer's web policy.

Most reasonable people agree that collecting pornography on company computers is not a very good idea, there's not much to dispute there. What is less clear is exactly what constitutes a reasonable policy for using company computers for personal use.

I first confronted this question back in the 1990s while serving as CEO of a company with employees in offices scattered across the U.S. We were early adapters of the web and e-mail at work. Early in our learning curve on this new endeavor, it was apparent that e-mail was enhancing communication and web use was helping our employees to solve business problems. But we also noticed that employees were spending an awful lot of time surfing the web at work, and like many others, we were concerned about potential loss of productivity. To address this, we purchased software that limited personal use of the web. It did indeed keep employees from shopping on the web, but it also was a barrier to a great deal of information that would help people in their jobs. Plus, it led to a great deal of dissatisfaction and frustration.

In retrospect, this ‘Big Brother’ approach to the web at work was a lousy idea.

Focusing on the big picture
Clearly, personal use of the computer at work costs employers a great deal. Several studies have demonstrated that employers are losing more than four hours a week to personal Internet use. A survey by AOL and salary.com put the number of hours that employees fritter away online at about two hours per day. These studies estimate the cost to employers at more than $700 billion.

But focusing on personal use at work misses the overall picture. A University of Maryland study about personal use of the Internet at work showed that although workers do indeed use the web for personal business while at work – an average of 3.7 hours a week – they are also spending more time at home using the web for work-related matters – an average of 5.9 hours. No matter how you look at it, the web and e-mail bring every employer a big gain.

Employers have a great deal of latitude on how they treat this issue. The courts have held that an employer does indeed have the right to monitor e-mail and web access. Employers are within their rights to restrict personal use of the web if they so desire, but as the web becomes a fact of life, there seems to be a trend toward a more relaxed policy. We've seen this concept taking root among the many employers that we represent. Progressive employers have learned that broad guidelines encouraging appropriate use work better than a restrictive approach.

A heavy-handed approach will rankle your most creative and productive employees. For the few hours of productivity supposedly gained, you may wind up losing your best people.

This is an important and emerging topic on the minds of many employers, and one that we'll revisit. In future posts, we'll explore various approaches to creating effective web policies.

Posted by Jim Walter, President, CEO on September 27, 2006 at 2:50 PM | Permalink

The 2005-2006 Annual 401(k) Benchmarking Survey (PDF) jointly sponsored by the Human Capital practice of Deloitte Consulting LLP, the International Foundation, and the International Society of Certified Employee Benefit Specialists, offers an interesting snapshot of the struggle employers are facing with financial benefit programs post-Enron. On the one hand, we see increasing participation rates—24% of the responding firms reported participation rates in excess of 90% of eligible employees. There have also been increases in automatic enrollment and an increase in investment options. A new breed of investment options called time-based lifestyle funds automatically shift a participant's asset allocation based on target retirement dates.

On the other hand, fewer employers are matching contributions with employee stock, and more are now allowing employees to reallocate those assets immediately should they so choose. Most telling is the pessimism that employers expressed about the status of their employees' retirement planning. Only 13% of respondents agreed with the statement that "most employees are/will be financially prepared for retirement."

It would seem that employers are having difficulty establishing the right balance between encouraging their employees in the right direction to ensure their financial security and protecting the corporation from liability, which could result from being viewed as a financial advisor. Most of us know little about investing and rely heavily on the advice of professionals. Of the companies participating in the survey, 40% offer financial counseling and advice to help employees with financial decisions.

Helping employees understand the options
Employers are focusing many of their efforts on developing communication programs to help employees understand their retirement plan options. There are many resources available to both employers and employees. Some include:

• Group meetings with 401(k) providers or similar vendors


• Internet access to financial informational sites


• Information from benefits or human resources departments


• Books, tapes, worksheets, and other generic information


• Financial counseling through an EAP


• Periodic in-house seminars with non-401(k) financial planners

Vetting the vendors
Employers must take great care to select qualified vendors that will help employees with these critical decisions. Some important steps to take include:

Verify licenses. In most jurisdictions, investment advisers must be licensed. Check with your state's appropriate regulatory body to ensure that your vendor's license is up to date.

Get references. Contact the prospective vendor's current clients to verify satisfaction. Understand the compensation system. Make sure you understand exactly how the vendor is compensated. Those vendors that receive commissions for sales of certain investments might not be completely unbiased.

Review communication plans. Ask for samples of employee communication pieces and a plan for employee education to ensure adequate understanding of the plan.

Get recommendations from trusted advisors. Be sure to check with your EAP to learn what individual and group financial services might be available.

In the end, the responsibility for any financial decisions rests with the employee. All an employer can do is help the employee to understand alternatives and encourage participation in available benefit plans.

Posted by Bill Danylik on September 19, 2006 at 10:40 AM | Permalink

Corporate downsizing is in the news so often that one more layoff announcement hardly draws notice. But, last week, some creative folks down at the Radio Shack headquarters in Texas were able to add a newsworthy twist to the story.

They fired 400 people...and they did it via e-mail. True, company officials had previously met with employees en masse to let them know that layoffs were imminent. Plus, employees could go to the company's intranet site and ask questions. (Maybe that was their way of using high tech to create high touch?) Then, a few days later, the emails went out to those who were terminated.

Did we mention that for an added ironic twist, all this occurred shortly before Labor Day?

In news stories, company officials defended the use of e-mail as both fast and private. But there was nothing private about the public outcry that followed—news outlets from Maine to California have pounced on this story, calling the company to task for being "dehumanizing," "callous," "cruel" and "chicken-livered." We liked this sentiment from a Forbes article on the matter:

"The way a company ends its relationship with employees says a lot about it. Some say it's just as important as the beginning of the professional relationship."

No easy way, but best practices can soften the blow
In our role as an EAP, we find ourselves working with managers and employees when terminations and downsizings occur. Unfortunately, we've gained a lot of experience in this area. We would join the chorus that is proclaiming that e-mail is not the best way to do this sort of thing. While terminations are never pleasant, there are some best practices to follow to ensure that affected employees are afforded the maximum in fairness and dignity.

First, if the termination is based on performance, make sure that the employee has been adequately warned, that warnings have been well documented, and that the employee has been given ample opportunity to rectify the situation. Many employers conduct an administrative referral to their EAP at this stage. Done properly, an administrative referral will resolve and head off more than half of all performance-based terminations. If the termination is part of a downsizing, there should be an announcement ahead of time that layoffs are planned.

If termination is the only solution, whether for performance or for general business reasons, the following steps will prove helpful:

1. Schedule the termination meeting early in the day, and during the week; avoid terminating employees right before a holiday or a weekend.
2. Have all paperwork ready. The final paycheck and all severance and benefit information need to be delivered at the termination meeting.
3. The employee's manager and a representative from HR should attend so that you are able to cover all issues and questions.
4. Be brief. Be compassionate. Allow the employee to vent his or her feelings, but do not engage in a negotiation or argument. Plan in advance what you are going to say and choose your words carefully.
5. Extend every reasonable courtesy to the employee. Give the person an opportunity to say goodbye to coworkers. Should the employee become angry or abusive, don't get upset, simply escort the worker from the building.
6. After all questions are answered and all paperwork completed, wish the person well and help them assemble their belongings and leave.

Firing someone is always a difficult task, but following these basic rules will help it go better. We don't advocate e-mail as a good termination strategy!

Posted by Jim Walter, President, CEO on September 8, 2006 at 8:37 AM | Permalink | Comments (1)

Last month, we had a disturbing call from one of our EAP client companies – one that happens all too often. One of the organization's staff members had been killed while driving on business. Co-workers were devastated to lose a beloved colleague, and our client asked if we could send a counselor in to deal with the trauma of loss.

These calls occur with a frequency that might lead one to think that these accidents are inevitable, a statistical certainty. And I’m betting that most of us doubt that there is much our organizations can do to prevent this sort of tragedy. Unless your organization has a large fleet of drivers, you probably haven’t even considered a safe driving policy.

However, I recently came across a few startling facts that suggest that there is something we can do.

First: Vehicle-related fatalities are the single largest cause of occupational deaths, representing more than 40 percent of all work deaths.

Second: A typical driver has a one in 15 chance of being involved in a vehicle collision each year. Even a small organization – one with only ten or twenty people driving for business - has strong likelihood of having an employee injured in an auto accident.

Finally, statistics from OSHA and the National Safety Council demonstrate that organizations that introduce a safe driving program can reduce auto accidents by as much as 45 percent.

The program they suggest starts with a strong policy, and includes a safe driving training component and a review of employee driving performance.

The policy should at least include:

• Mandatory seat belt use.
• Prohibiting hand held cell phone use while driving on company business
• Driving with the headlights on
• A requirement to maintain a safe driving record

There are a number of options regarding the training component. There are thousands of driver training vendors that deliver local programs. And the National Safety Council offers a low cost online training program that is very reasonably priced.

It also makes sense to check whether workers assigned to drive on the job have a valid driver’s license and one that is appropriate for the type of vehicle to be driven. And it's always is a good idea to do background checks of prospective employees’ driving records.

Safe driving is not just good for you and your employees: it's good for the employees families, friends, and colleagues, as well as for the public at large. As long as we keep getting sad calls like the one we got last week, this is a drum we'll keep beating.

Here are some additional resources:
OSHA - Motor vehicle safety
NIOSH: Work-related Roadway Crashes - Prevention Strategies for Employers
Where the rubber meets the road: Risk management for employees who drive
Network of Employers for Traffic Safety

Posted by Jim Walter, President, CEO on August 10, 2006 at 10:04 AM | Permalink

One would have to