Article: A Balanced Approach To Human Resources
    Article: Let's Hear it for B Players
    White Paper: Jobs that Work for Hourly Employees
    HR Humor: Performance Reviews
    Webcast: Leading Across Differences: Real-World Lessons for HR Managers
    Podcast: Informal Learning: How to Take Advantage of the Hidden Opportunities
    HR 180: Stop-Motion Cake

Article: A Balanced Approach to Human Resources
Source: Nobscot Corporation

Employee Harry comes to you, the HR Manager, in need of a reference. Harry is not leaving the company. He is interested in joining the Board of Directors of his autistic son's school. The chairwoman of the board has asked Harry for a letter of reference to verify his employment and his work performance.

Harry's performance has been excellent but he has only been with the company for 6 months. Harry says that his boss told him he would be happy to write the letter but company policy forbids him from doing anything other than verifying dates of employment. Harry has come to you in hopes that the company will be flexible enough to help him with this letter.

As the HR Manager, what thoughts go through your head?

• Company Policy
• Setting a precedent
• Having to write references for everyone
• The possibility that Harry's performance might deteriorate
• The ramifications if Harry performs poorly on the school's board after a positive reference from the company

It is common for HR professionals to run through all the reasons why actions and requests outside of company policy are not advisable. Top on HR's mind is usually a) potential litigation and b) if we do it for one, we will have to do it for all. Less often do HR practitioners consider the risk associated with strict enforcement of company policies. These risks relate to development of company culture, employee satisfaction and productivity, employee turnover and retention.

Article: Let's Hear it for B Players
Source: Thomas J. DeLong and Vineeta Vijayaraghavan for Harvard Business Online

In a tough economy, it's your B players - competent, steady performers far from the limelight - who deserve your attention

Who's most critical to your company's success, especially during a weak economy? Who supplies the stability, knowledge, and long-term view your firm needs to survive? B players - competent, steady performers far from the limelight.

These supporting actors of the corporate world determine your company's future performance far more than A players - volatile stars who may score the biggest revenues or clients, but who're also the most likely to commit missteps. B players, by contrast, prize stability in their work and home lives. They seldom strive for advancement or attention - caring more about their company's well-being. Infrequent job changers, they accumulate deep knowledge about company processes and history. They thus provide ballast during transitions, steadily boosting organizational resilience and performance.

Yet many executives ignore B players, beguiled by stars' brilliance. The danger? If neglected, these dependable contributors may leave, taking the firm's backbone with them. How to keep your B players? Recognize their value - and nurture them.

White Paper: Jobs that Work for Hourly Employees
Source: Jennifer E. Swanberg, Ph.D., Jacquelyn B. James, Ph.D., Mamta U. Ojha, MSW for iwin - a collaboration between the University of Kentucky Colleges of Social Work, Business & Economics and Public Health

Retail jobs are among the many service occupations that are projected to account for nearly half of all jobs by 2016. Yet, workplaces dependent on a lower-wage hourly workforce have been slow to adopt workplace practices that characterize quality employment. This fact seems particularly puzzling given the high turnover common within the retail industry. One strategy retail companies use to address costly high turnover rates is to make efforts to promote employee engagement among their hourly workers. Engaged employees, some say, invest in the job, are willing to go the extra mile and are loyal to the company. In addition, engaged employees have an impact on other business outcomes, such as customer satisfaction and organizational performance.

The intent of this component of the CitiSales Study is to examine the employee and organizational benefits associated with a work environment that is responsive to the needs of workers employed in lower-wage hourly jobs.

We designed the qualitative part of study to determine the meaning of workplace flexibility for hourly retail workers; the benefits that flexible work practices have on hourly workers' business outcomes; the management and supervisor strategies used to cultivate a flexible and responsive workplace for workers in hourly jobs. The quantitative part of the study examines the workplace dimensions that comprise job quality among hourly retail workers, and their relationships to employee engagement and customer satisfaction.

We translate our research findings into seven issue briefs with corresponding action steps for supervisors and managers.

HR Humor: Performance Reviews
Source: James S. Huggins' Refrigerator Door

These quips purport to have been taken from actual performance reviews. Some versions of the posts I have seen claim that the reviews were of federal employees.

Who can tell? Maybe someone just made them up. No matter. They are great anyway.

"Since my last report, this employee has reached rock bottom and has started to dig."
"This employee is really not so much of a has-been, but more of a definitely won't be."
"Works well when under constant supervision and cornered like a rat in a trap."
"When she opens her mouth, it seems that it is only to change feet."
"He would be out of his depth in a parking lot puddle."
"This young lady has delusions of adequacy."
"He sets low personal standards and then consistently fails to achieve them."
"This employee is depriving a village somewhere of an idiot."
"This employee should go far, and the sooner he starts, the better."
"Got a full 6-pack, but lacks the plastic thing to hold it all together."
"A gross ignoramus - 144 times worse than an ordinary ignoramus."
"He certainly takes a long time to make his pointless."
"He doesn't have ulcers, but he's a carrier."
"I would like to go hunting with him sometime."
"He would argue with a signpost."
"He brings a lot of joy whenever he leaves the room."

Webcast: Leading Across Differences: Real-World Lessons for HR Managers
Source: Kelly Hannum, manager, Center for Creative Leadership, and Belinda McFeeters, independent contractor for Educational Research

Despite the growing challenges and opportunities created by our interconnected world, many people do not know how to lead in situations where there are misunderstandings or conflicts rooted in social identity differences. These types of tensions and conflicts are usually emotionally charged and very confusing. The need for practical, relevant, and usable information about how to lead across differences is growing. During this webcast, presenters will discuss the growing importance of leading across social identity differences in organizations - with a focus on addressing social identity tensions. The presenters will provide a framework addressing social identity differences in organizations, reveal the five common triggers of social identity conflict in organizations, and provide information about who should act and what actions to take. In addition, a framework of leadership practices in situations where multiple identity groups are present and tips for each approach will be shared.

Podcast: Informal Learning: How to Take Advantage of the Hidden Opportunities
Source: SumTotal Systems and Kevin Oakes, CEO, Institute for Corporate Productivity

If learning were an iceberg, then formal training and development would only be the tip. Most learning is "informal" in nature, but this portion lies beneath the proverbial waterline, virtually invisible and, therefore, much harder to navigate.

Join Kevin Oakes, CEO of the Institute for Corporate Productivity (i4cp) as he examines this research and provides solutions on how to drive productivity and performance by implementing effective social and informal learning strategies.

In this podcast, you will learn:

• What social and informal learning approaches are currently working for organizations
• Where are the gaps that can serve as opportunities
• How can organizations put social and informal learning strategies into action sooner rather than later
  
  

HR180: WAITRESS: Stop-Motion Cake
Source: gabtristao

The YouTube video shows it all:

What's New? The Latest in HR Software and Services

* Please note that the editorial team at News for HR does not recommend or endorse any of the companies or products mentioned in our newsletter. We also cannot support any claims made by the respective companies. These are products and services we have found interesting and are sharing with our readership. If you have any experience with these companies you would like to share with us, we'd love to hear from you!

Compensation & Benefits:

In the 2010 Annual Trends Report released today from Harris, Rothenberg International, Inc. (HRI), a leading employer/employee resource firm, new research reveals that American workers are beginning to adjust to a new normalcy in the wake of the most significant economic reversal since the Great Depression. "Working Toward a Culture of Health" examines the impact of the Great Recession on businesses and employees and outlines steps for companies to consider to support employees adjusting to the new status quo. Download free report here. It's tremendous.

Talent Management:

Recently launched BetterMe.com announced that its free online tools for anonymous feedback are currently being used by employees in more than 1,000 companies. The site allows users to send feedback as well as "feedback requests" on any topic, from work to school to social situations. Fifty-nine percent of feedback sent through the site is categorized by the sender as work-related. More information here.

Training & Development:

Leaders who trigger emotional engagement release 400 percent more discretionary effort than those who trigger rational engagement. In his latest book, "Love at Work: Why Passion Drives Performance in the Feelings Economy," Brady Wilson explains how emotional engagement in the workplace can lead to improved business results. Wilson is co-founder of Juice Inc., a company specializing in helping organizations improve effective communication, collaboration and performance. Get the book here.

About "News For HR"

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