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IN THIS ISSUE
Newsletter Sponsors
A Note from the Editor
Breaking News
Today's Recruiting News Headlines
Featured Recruiting Jobs
Weekly
Article:
The new
role of the HR professional
Special Trials and Discounts
Recruiting
Polls and Trends
Layoffs and Downsizing
Report
Recruiting Essential Bookmarks
Upcoming Conferences
Site Of The Week:
Recruiter Support Services
Final Note - On The Lighter Side
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A Note From The Editor
The
Department of Labor, Bureau of Labor Statistics,
recently released projections for the fastest growing
occupations and occupations with the highest number of
new jobs. To view the complete listings, go to:
http://www.bls.gov/emp/emptab3.htm (fastest growing
occupations) and
http://www.bls.gov/emp/emptab4.htm (occupations with
the highest number of new jobs).
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Breaking News
The Federal Reserve on
Wednesday gave the U.S. economy an upbeat assessment,
saying economic growth and hiring had picked up in
recent weeks.
Complete Story >>
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Today's Recruiting News Headlines
View HR/employment
news
headlines or our Recruiting
Newswire.
Please send us with your
press releases, news items, personnel changes, etc. Click
here for submission instructions.
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Featured Recruiting
Jobs
This section highlights
several recruiting related positions recently posted on
Recruiting Jobs. To view all jobs or to register
for a career agent
click here.
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featured in Recruiting News.
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Weekly Article
The new
role of the HR professional
By Joan Lloyd
Dear Joan,
I have noticed that any time I try to set up an
appointment with an HR person or ask them any questions
via e-mail, they always cc [copy] my boss. It then feels
like I am going behind her back. Moreover, it feels like
they are not interested in hearing or helping. I can
think of many issues where a person would simply want
information from HR and not want their boss to know. Is
it unreasonable to expect that they would be an employee
advocate?
Answer:
 We
judge ourselves by our best intentions but everyone else
judges us by our last worst act. I suspect your HR
department has good intentions—attempting to keep bosses
informed about their employees’ concerns and questions.
But it in this example, it seems as if their role is out
of balance.
HR (Human Resources) is in transition in many
organizations—from police to strategic partner. And, as
a result, some HR professionals are not clear about
their role, so their actions send the wrong signals to
their constituencies, which erodes their potential
contribution to the business.
Here are some classic examples of how HR gets out of
balance:
HR sees management as their only customer.
As with your scenario about copying bosses on all
emails, HR departments alienate employees when this is
their focus. Employees don’t feel safe approaching HR
with sensitive questions, so conflicts between employees
and their managers go unreported. In addition, employees
don’t feel safe complaining to their bosses about the HR
department either, for fear they will pay a price.
Employees feel that their only recourse in a bad
situation is to the leave the organization or feel
trapped and demoralized. In many cases, small problems
brew until they reach crisis proportions.
HR sees themselves as the employee advocates and
chief social workers. In an effort to be
approachable and helpful, HR encourages employees to
come to them with complaints and concerns.
Unfortunately, they too often take the side of the
employee before doing the fact-finding necessary for a
balanced view of the issue.
In this scenario, the HR person puts on their hero’s
cape and charges off to the employee’s boss to solve the
problem, rather than teaching the employee how to take
responsibility for solving it him or herself. The end
result is a resentful group of managers who tend to view
HR as meddlers, who should keep their noses out of their
business.
In the case of an employee complaint about his boss,
the HR professional should work on the sidelines to
coach the employee, while discreetly and tactfully
finding ways to coach the boss so that the relationship
between them is strengthened, rather than jeopardized.
If a boss is a persistent problem, HR needs to work
directly with that manager’s boss and the manager
himself (if needed), to hold that person accountable for
changing problematic behavior.
HR sees themselves as a “pair of hands,” rather
than a partner to management.
These folks do as there are told. Typically, they
process transactions and haven’t been strategic partners
to management. When a manager calls and says, “My
employee needs a time management class. Can you sign him
up for one?” this HR person will do their best to meet
the request.
A more value-added response would be to ask questions
such as, “What is the employee doing that leads you to
believe he needs a class? How is his performance being
affected? Have you discussed your concerns about missed
deadlines with him? Have you explored other potential
causes besides time management?” This value-added
approach serves to help the manager find the real cause
of the problem. There is a big difference between
helping hands and a pair of hands, that just do what
they are told.
HR sees themselves as “owning” the people issues.
This outdated philosophy assumes that HR should do the
hiring, firing and disciplining of employees. This HR
Police image causes fear and encourages managers to
abdicate responsibility for their own employees. As a
result, managers can easily point the finger at HR when
a new employee doesn’t work out, and they see training
and development as “HR’s job.” In this climate you will
also hear, “HR won’t let me fire anyone.” This is a
signal that HR wants control and isn’t holding managers
accountable as partners in these processes.
So what is the appropriate role of HR?
Savvy HR professionals see their primary
responsibility as meeting the business needs of the
organization by managing the human assets. They balance
the needs of management, employees and other
stakeholders to meet that higher objective.
For instance, they will respect confidentiality as
long as an issue doesn’t cross the line of legal,
ethical or discriminatory behavior that could jeopardize
the organization.
A sophisticated HR professional will push back
assertively when management is out of line with an
employee but will also be direct with an employee who
needs to be set straight. The HR pro will also remove
themselves from all relationships and become an
objective investigator, in cases of alleged
discrimination.
At times, HR will have to drag both managers and
employees kicking and screaming toward necessary changes
that are best for the business. It’s a delicate
balancing act but one that needs thoughtful discussion
and conscious awareness in every Human Resources
department because their reputation—and
effectiveness—depend on it.
About the Author
Joan Lloyd works with
executives and owners who want to improve the people
side of their business, and with managers who want their
employees to have a sense of ownership and commitment.
She is a speaker and speaking coach, trainer &
management consultant for companies of all sizes, from
start-ups to the Fortune 500, as well as trade &
professional associations across the country. Reach her
at (800) 348-1944 or
www.JoanLloyd.com.
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Recruiting Polls and Trends
Telework
A new
study released last month by the Employment Policy
Foundation (EPF) analyzed trends among the 19.8 million
weekly teleworkers in the United States. While 30% of
teleworkers were self-employed, 17% had outside
employers. Men and women were equally likely to
telework, and were most likely to do so if they were
parents of children under 18. According to the report,
4 –in-5 workers in traditional full- and-part-time jobs
who regularly performed telework were in jobs classified
as managerial, professional or sales occupations. While
these workers were previously tied to the office by
their dependency on computers and the Internet, they are
now free to work from home and connect to the office via
broadband Internet and virtual networking capabilities.
Workers choose teleworking arrangements for a variety of
reasons, including work-life balance and cutting
commuting time. The study found that benefits also
extend to the employer, in greater productivity, lower
rates of absenteeism and reduced turnover. The benefits
of telework also extend into the community, as reduced
traffic congestion and air pollution can result from
decreased commuting, in turn reducing commute times for
workers who do not telework. EPF also found that
telework can potentially expand the labor force to
include those who find it difficult to work outside the
home, such as individuals with disabilities.
While
the study found that 65% of current jobs are amenable to
telework, employees placed in these positions must be
able to work in a largely self-directed environment that
requires self-motivation and self-discipline.
The
complete study is available online at:
http://www.epf.org/research/newsletters/2004/ba20040311.pdf.
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Layoffs and Downsizing
Report
Recruiters Network has added
a layoff and downsizing report section to its
newsletter. This section can be a great leads source for
candidates.
More information on how to use this section here.
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Recruiting Essential Bookmarks
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Upcoming Seminars &
Conferences
Zero Based Hiring -
Lou Adler
Performance-based, Interviewing, Assessment
and Recruiting Techniques
Click here for schedules for upcoming
conferences and
seminars.
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Final Note - On The
Lighter Side
(From the worthless
trivia archive)
No word in the English
language rhymes with month, orange, silver or purple.
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