I came acorss this report on our current economic situation and found some suprising news for men.....
Although the recession is hitting Canadians hard across the country, a new CCPA report reveals that men are taking the biggest hit when it comes to loss of employment.
Canada's "He-cession": Men bearing the brunt of rising unemployment, by Income Inequality Project director Trish Hennessy and Senior Economist Armine Yalnizyan, shows that 71% of those who have lost their jobs in the recession so far are men.
The report notes that this recession differs from those of the 1980s and 90s, which ushered in the 'freedom 55' era of golden handshakes for older workers. By contrast there were actually 78,000 more workers aged 55 and over in June than there were at the beginning of the recession, a 3% increase since October.
"Most of the workers deprived of their jobs in this recession (63%) are between the ages of 25 and 55," Yalnizyan says. "Workers under 25, who make up 15% of the labour market, account for more than one third (37%) of job reductions since October."
The report also notes that Ontario accounts for two-thirds (66.4%) of all jobs eliminated to date in this recession, driving the province's unemployment rate to its highest in 15 years.
"The recession is affecting Canadians from all walks of life and all parts of the country, but it could easily be portrayed as an Ontario-cession, an age-cession, and, above all, a he-cession," says Yalnizyan.
To read more of this report, visit policyalternatives.ca
Wednesday, July 29, 2009
Tuesday, July 28, 2009
Recognition in a Dowturn
Rewarding and recognizing performance is especially important in a downturn.
The economic downturn has impacted on companies and their approach to reward and recognition in a variety of ways. Some companies have actually increased their spend and efforts to reward and recognize staff in a bid to boost performance, some have kept their investment in such programs steady, while others have rationalized their spend as part of cost-cutting programs across the entire organization.
Most companies have maintained their commitment to rewards and recognition, despite others cutting back. Still, companies realize that recognition, maybe less so reward, is an integral part of business. Despite economic conditions, companies still realize that they need to invest in their teams.
Recognition plays an important role in an economic down turn. There are people who have missed out on bonuses or who are missing out on pay rises as a result of a pay freezes, but one thing companies can do is to continue to recognize their people. The authenticity of how an acknowledgement is made is really, really important – much more so than an award that someone gets just because they’ve spent so many years with a company.
Improving discretionary performance is important in an economic downturn – a particularly good time to make a strategic investment in performance improvement. When employees perform better, the company performs better and while there has been some affect on non-sales generating areas, companies are still recognizing that the people generating income need to be motivated. Those sorts of programs haven’t been affected either on the incentive or rewards side.
Return on investment
Return on investment in reward and recognition programs is being scrutinized more closely in the downturn. Companies are looking more closely at the level of return, which also needs to be more tangible than it has been in the past. Most companies, now more than ever, have a clear understanding the reward and recognition program they have in place and what they want out of it. Companies don’t run them just because it’s good to look after employees.
The ROI on an incentive program is obvious: low fixed cost element and a high variable cost element, so that when people generate revenue, such programs pay for themselves because people are hitting their targets. It doesn’t really matter what the budget is, however, with a smaller budget you have to be more clever about how you put the elements of the program together.
Boosting discretionary effort is vital in tough times, and companies need to think about the “loyalty mirror. The more the workforce is engaged, the higher the customer loyalty, and this absolutely goes to profit and the bottom line. Gallup has given us the figures. Engaged employees deliver 27 per cent higher profit, 50 per cent higher sales and 50 per cent higher customer loyalty. So it’s just a commercial decision,” she says.
Human Resources’ role in reward and recognition
HR is in a prime position to help make the most of any reward and recognition programs. Now, more than ever, leadership teams want increased discretionary effort. And the only way to get that is if people feel engaged with the organization.
To get engagement you've got to go through the three basic steps. Firstly, do people have all the performance development tools hat people need - that's the HR role. Secondly, are people emotionally connected to the organization? And, thirdly, are they connected to the brand?
Te key role for HR is in championing an initiative to the executive team to help them understand how reward and recognition can contribute to a broader strategy. HR has to put it in the context of the business. Obviously there is a cost to such programs, and, if these come into question, HR's role is in helping the business understand the non-financial benefits.
Elements of successful reward and recognition
Reward behaviour as well as performance, because behaviours such as exhibiting company values or excelling in customer service contribute to outcomes.
Everyone should have access to the reward and recognition program - not just high achievers or sales professionals.
Increase frequency of rewards and recognition to reinforce positive performance and behaviour.
Secure strong executive support, so a company's leaders own and drive the program.
[Source: Human Resource Leader, 8 July 2009]
The economic downturn has impacted on companies and their approach to reward and recognition in a variety of ways. Some companies have actually increased their spend and efforts to reward and recognize staff in a bid to boost performance, some have kept their investment in such programs steady, while others have rationalized their spend as part of cost-cutting programs across the entire organization.
Most companies have maintained their commitment to rewards and recognition, despite others cutting back. Still, companies realize that recognition, maybe less so reward, is an integral part of business. Despite economic conditions, companies still realize that they need to invest in their teams.
Recognition plays an important role in an economic down turn. There are people who have missed out on bonuses or who are missing out on pay rises as a result of a pay freezes, but one thing companies can do is to continue to recognize their people. The authenticity of how an acknowledgement is made is really, really important – much more so than an award that someone gets just because they’ve spent so many years with a company.
Improving discretionary performance is important in an economic downturn – a particularly good time to make a strategic investment in performance improvement. When employees perform better, the company performs better and while there has been some affect on non-sales generating areas, companies are still recognizing that the people generating income need to be motivated. Those sorts of programs haven’t been affected either on the incentive or rewards side.
Return on investment
Return on investment in reward and recognition programs is being scrutinized more closely in the downturn. Companies are looking more closely at the level of return, which also needs to be more tangible than it has been in the past. Most companies, now more than ever, have a clear understanding the reward and recognition program they have in place and what they want out of it. Companies don’t run them just because it’s good to look after employees.
The ROI on an incentive program is obvious: low fixed cost element and a high variable cost element, so that when people generate revenue, such programs pay for themselves because people are hitting their targets. It doesn’t really matter what the budget is, however, with a smaller budget you have to be more clever about how you put the elements of the program together.
Boosting discretionary effort is vital in tough times, and companies need to think about the “loyalty mirror. The more the workforce is engaged, the higher the customer loyalty, and this absolutely goes to profit and the bottom line. Gallup has given us the figures. Engaged employees deliver 27 per cent higher profit, 50 per cent higher sales and 50 per cent higher customer loyalty. So it’s just a commercial decision,” she says.
Human Resources’ role in reward and recognition
HR is in a prime position to help make the most of any reward and recognition programs. Now, more than ever, leadership teams want increased discretionary effort. And the only way to get that is if people feel engaged with the organization.
To get engagement you've got to go through the three basic steps. Firstly, do people have all the performance development tools hat people need - that's the HR role. Secondly, are people emotionally connected to the organization? And, thirdly, are they connected to the brand?
Te key role for HR is in championing an initiative to the executive team to help them understand how reward and recognition can contribute to a broader strategy. HR has to put it in the context of the business. Obviously there is a cost to such programs, and, if these come into question, HR's role is in helping the business understand the non-financial benefits.
Elements of successful reward and recognition
Reward behaviour as well as performance, because behaviours such as exhibiting company values or excelling in customer service contribute to outcomes.
Everyone should have access to the reward and recognition program - not just high achievers or sales professionals.
Increase frequency of rewards and recognition to reinforce positive performance and behaviour.
Secure strong executive support, so a company's leaders own and drive the program.
[Source: Human Resource Leader, 8 July 2009]
Tuesday, July 14, 2009
How To Write A Job Description
The primary purpose of a job description is to identify the essential functions of the position to potential candidates for hire. It is not the same as, nor should it be used for, a Job Advertisement. Essential functions are those tasks or functions of a particular position that are fundamental, as opposed to marginal.
Knowing the essential functions of the job will aid you in:
· attracting the appropriate pool of candidates
· writing relevant interview questions; and
· determining whether a person is qualified to perform the essential functions
WHAT ARE ESSENTIAL FUNCTIONS?
In identifying essential functions, be sure to consider (1) whether employees in the position actually are required to perform the function, and (2) whether removing that function would fundamentally change the job.
Several reasons why a function could be considered essential:
· the position exists to perform the function (e.g., if you hire someone to proofread documents, the ability to proofread accurately is an essential function, since this is the reason that the position exists);
· there are a limited number of other employees available to perform the function, or among whom the function can be distributed (e.g., it may be an essential function for a file clerk to answer the telephone if there are only three employees in a very busy office, and each employee has to perform many different tasks);
· a function is highly specialized, and the person in the position is hired for special expertise or ability to perform it (e.g., a company expanding its business with Japan is hiring a new salesperson, so requires someone not only with sales experience, but also with the ability to communicate fluently in the Japanese language).
To identify the essential functions of the job, first identify the purpose of the job, and the importance of actual job functions in achieving this purpose. In evaluating the "importance" of job functions, consider, among other things, the frequency with which a function is performed, the amount of time spent on the function, and the consequences if the function is not performed.
To determine whether or not a particular function is essential; use these guidelines:
· your own judgment as the hiring manager;
· the amount of time spent on the job performing that function; and
· the availability of others in the department to fill in for the person who performs that function.
In defining the essential functions of a job, it is also important to distinguish between methods and results. For example, is the essential function moving a fifty pound box from one part of the lab to another, or is it carrying the box? While essential functions need to be performed, they often do not need to be performed in one particular manner (unless doing otherwise would create an undue hardship).
WRITING THE JOB DESCRIPTION
So now it's time to write the job description. Have you carefully thought about what is REALLY needed? Is there tolerance for a new person's learning curve? There are certain important elements that are of great importance; include these in each job description.
In summary:
· List all the knowledge, skills, and abilities necessary to perform the job; divide them into requirements and preferences
· The requirements listed on the job description must support the essential functions, and serve as the primary criteria for selecting/rejecting candidates
· Don't lock yourself into strict requirements that may prevent you from considering qualified candidates. Consider substitutions (ex., 4 years of professional experience or a bachelor's degree)
Knowing the essential functions of the job will aid you in:
· attracting the appropriate pool of candidates
· writing relevant interview questions; and
· determining whether a person is qualified to perform the essential functions
WHAT ARE ESSENTIAL FUNCTIONS?
In identifying essential functions, be sure to consider (1) whether employees in the position actually are required to perform the function, and (2) whether removing that function would fundamentally change the job.
Several reasons why a function could be considered essential:
· the position exists to perform the function (e.g., if you hire someone to proofread documents, the ability to proofread accurately is an essential function, since this is the reason that the position exists);
· there are a limited number of other employees available to perform the function, or among whom the function can be distributed (e.g., it may be an essential function for a file clerk to answer the telephone if there are only three employees in a very busy office, and each employee has to perform many different tasks);
· a function is highly specialized, and the person in the position is hired for special expertise or ability to perform it (e.g., a company expanding its business with Japan is hiring a new salesperson, so requires someone not only with sales experience, but also with the ability to communicate fluently in the Japanese language).
To identify the essential functions of the job, first identify the purpose of the job, and the importance of actual job functions in achieving this purpose. In evaluating the "importance" of job functions, consider, among other things, the frequency with which a function is performed, the amount of time spent on the function, and the consequences if the function is not performed.
To determine whether or not a particular function is essential; use these guidelines:
· your own judgment as the hiring manager;
· the amount of time spent on the job performing that function; and
· the availability of others in the department to fill in for the person who performs that function.
In defining the essential functions of a job, it is also important to distinguish between methods and results. For example, is the essential function moving a fifty pound box from one part of the lab to another, or is it carrying the box? While essential functions need to be performed, they often do not need to be performed in one particular manner (unless doing otherwise would create an undue hardship).
WRITING THE JOB DESCRIPTION
So now it's time to write the job description. Have you carefully thought about what is REALLY needed? Is there tolerance for a new person's learning curve? There are certain important elements that are of great importance; include these in each job description.
In summary:
· List all the knowledge, skills, and abilities necessary to perform the job; divide them into requirements and preferences
· The requirements listed on the job description must support the essential functions, and serve as the primary criteria for selecting/rejecting candidates
· Don't lock yourself into strict requirements that may prevent you from considering qualified candidates. Consider substitutions (ex., 4 years of professional experience or a bachelor's degree)
Friday, July 03, 2009
Salary Negotiations
SALARY NEGOTIATIONS
Talking about money during the hiring process can feellike being in a contest on a nerve-wracking game show. Job candidates who prepare before the interview and adhere to some specific principles during the negotiation will eliminate much of the guesswork in the equation and come out of the interview feeling like you handled it professionally and have a better idea of what the position offers.
Before the Interview
For most hospitality management roles, the salary negotiation will take place at the last interview. That can be the 2nd or 5th interview, depending on the process with the hiring company. You can expect an offer on the spot at the end of the interview or sent to you in writing the next day should you be the chosen one. In any event, get your ducks in a row - know what you want and prioritize what's most important to you in your next role --money, more responsibility, work/life balance, a shorter commute, corporate culture-- before you begin interviewing.
Use a salary calculator, ie www.payscale.com, or locate an industry association contact that can provide you with relevant compensation information. This will also help you know that jobs you apply for pay well enough for you. Remember, however, that variables such as company size, economic conditions, and availability of qualified candidates in the market need to be factored into your information-gathering process.
Keep in mind that companies typically have salary ranges budgeted for specific roles within the organization. Exceptions aren't all that common. The only flexible items in a job offer may come down to things other than salary -- a signing bonus, moving up your review date, additional vacation time -- and could be an alternative to a higher salary.
Be prepared. You should be ready to convince the recruiter that you are worth the dollar amount at the higher end of the salary range. The easiest way to do this is to provide very specific examples of how you can add value to this organization -- just like you've done throughout your entire career.
Be upfront. When asked about your compensation requirements during the initial telephone interview, let the recruiter know where you stand. "I'm looking at opportunities in the $60-70,000 range, but can be flexible for the right opportunity." It's acceptable to ask if you're in the correct range for the position, and important to know so that both parties can make an informed decision about moving forward without wasting time. Remember, the role of the recruiter differs at each organization, so don't underestimate the influence this person has on the decision-making process.
Be respectful. If an offer is presented that is lower than what you hoped, thank the presenter. Ask if there is any flexibility in one or two of the areas that you've identified as being a priority for you. Regardless of the answer, always say you need time to consider the offer. Don't start negotiating new terms immediately.
Be firm. If there is no flexibility in the offer, you can accept it as is, or politely refuse and walk away. If the company is flexible on your terms, agree on all the new details in one conversation so that you can move forward with the next step in the process -- signing and returning the written offer letter.
Above all, be professional. Your actions during the negotiation process will be remembered by everyone involved long after you're hired, and may be helpful when it comes time to ask for a raise. As before, early preparation is the key to success in getting the salary you want.
Talking about money during the hiring process can feellike being in a contest on a nerve-wracking game show. Job candidates who prepare before the interview and adhere to some specific principles during the negotiation will eliminate much of the guesswork in the equation and come out of the interview feeling like you handled it professionally and have a better idea of what the position offers.
Before the Interview
For most hospitality management roles, the salary negotiation will take place at the last interview. That can be the 2nd or 5th interview, depending on the process with the hiring company. You can expect an offer on the spot at the end of the interview or sent to you in writing the next day should you be the chosen one. In any event, get your ducks in a row - know what you want and prioritize what's most important to you in your next role --money, more responsibility, work/life balance, a shorter commute, corporate culture-- before you begin interviewing.
Use a salary calculator, ie www.payscale.com, or locate an industry association contact that can provide you with relevant compensation information. This will also help you know that jobs you apply for pay well enough for you. Remember, however, that variables such as company size, economic conditions, and availability of qualified candidates in the market need to be factored into your information-gathering process.
Keep in mind that companies typically have salary ranges budgeted for specific roles within the organization. Exceptions aren't all that common. The only flexible items in a job offer may come down to things other than salary -- a signing bonus, moving up your review date, additional vacation time -- and could be an alternative to a higher salary.
Be prepared. You should be ready to convince the recruiter that you are worth the dollar amount at the higher end of the salary range. The easiest way to do this is to provide very specific examples of how you can add value to this organization -- just like you've done throughout your entire career.
Be upfront. When asked about your compensation requirements during the initial telephone interview, let the recruiter know where you stand. "I'm looking at opportunities in the $60-70,000 range, but can be flexible for the right opportunity." It's acceptable to ask if you're in the correct range for the position, and important to know so that both parties can make an informed decision about moving forward without wasting time. Remember, the role of the recruiter differs at each organization, so don't underestimate the influence this person has on the decision-making process.
Be respectful. If an offer is presented that is lower than what you hoped, thank the presenter. Ask if there is any flexibility in one or two of the areas that you've identified as being a priority for you. Regardless of the answer, always say you need time to consider the offer. Don't start negotiating new terms immediately.
Be firm. If there is no flexibility in the offer, you can accept it as is, or politely refuse and walk away. If the company is flexible on your terms, agree on all the new details in one conversation so that you can move forward with the next step in the process -- signing and returning the written offer letter.
Above all, be professional. Your actions during the negotiation process will be remembered by everyone involved long after you're hired, and may be helpful when it comes time to ask for a raise. As before, early preparation is the key to success in getting the salary you want.
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