Published Articles

Candace Walters' column, Human Resource Management, appears regularly in the Rochester Business Journal. To offer comments on columns or ideas for future articles, write walters@hrworks-inc.com.

 

The habits of exceptional CEOs

Published in the Rochester Business Journal
November 10, 2008
© HR Works, Inc.

Lisa Withers keeps the three-year strategic plan for Spectracom Corp. on her desk and looks at it weekly. From that document comes the company’s operating plans, which in turn dictate the senior team’s goals.

While Withers, president and CEO, calls herself a “compulsive planner,” her systematic focus on the bigger picture reflects what research has shown to be necessary if a CEO – and his or her organization – is to thrive in a challenging marketplace.

Click here to read the full column.

Get relief: automate or outsource benefits administration

Published in the Rochester Business Journal
October 31, 2008
© HR Works, Inc.

There is an expensive secret in benefits that is frequently overlooked but has significant impact on a company’s premium payments and ultimately its bottom line. The secret is that employee benefits costs are impacted not only by carrier rates but also directly by a company’s own internal benefits administration processes.

For companies seeking new cost-containment strategies, automating benefits administration either internally or via outsourcing can provide significant relief.

Click here to read the full column.

Handling layoffs correctly can minimize damage to company morale

Published in the Rochester Business Journal
August 22, 2008
© HR Works, Inc.

Every day, it seems, we learn of more victims claimed by economic woes. The airlines announce repeated downsizings. General Motors plans to slash thousands of manufacturing jobs. Here in Rochester, Student Loan Corp. will eliminate one-quarter of its workforce. The list goes on.

Let’s face it: There’s no easy way to lose a job or to deliver the news. But when an employer handles layoffs with respect and attention to protocol, the company may ease employees’ pain, maintain morale among remaining workers, minimize the company’s legal risks and preserve its reputation.

Click here to read the full column.

How people-focused practices bolster M&A success rates 

Published in the Rochester Business Journal
July 4, 2008
© HR Works, Inc.

When described in the business press, high-profile M&A targets seem to be viewed as commodities – inanimate objects to be bought and sold quickly, assets broken up or spun off – with minimal attention paid to the pain that human beings typically experience when they’re being bartered.

Poor planning around HR issues and excessive focus on financial and operational details derail many transactions, says Ronald Castor, a partner with JC Jones & Associates LLC, which offers business integration and M&A services. Most companies would do well, he says, to conduct due diligence that involves not just the balance sheet but also core values.

Click here to read the full column.

Seek objective advice for 401(k) plan 

Published in the Rochester Business Journal
May 23, 2008
© HR Works, Inc.

Defined-contribution plans are the most popular employer-sponsored retirement plans in the United States, generating trillions of dollars in investment capital. These plans - 401(k)s and 403(b)s - provide employees with tax-efficient opportunities to save for retirement and offer employers important recruitment and retention tools.

Their effectiveness, however, is hampered by employers' understanding of the costs and risks involved, especially regarding fiduciary responsibility, and employees' ability and willingness to take charge of securing their financial futures.

Click here to read the full column.

To recruit successfully, connect with qualified candidates

Published in the Rochester Business Journal
March 28, 2008
© HR Works, Inc.

Is your small company still basing its recruitment strategies on job boards, newspaper ads, career fairs and mailed-in resumes? If so, you may as well classify yourself as a recruiting dinosaur, doomed to attract only mediocre applicants.

Successfully attracting to your company the best candidates, ideally, the 5 percent of the work force known to be innovators and game changers, requires a radical change in thinking, recruiting experts say.

Click here to read the full column.

Using skilled part-timers strategically

Published in the Rochester Business Journal
February 22, 2008
© HR Works, Inc.

As baby boomers retire, and as global competition raises performance expectations for many technical and professional positions, employers increasingly struggle to find the talent necessary to grow their organizations. Meanwhile, more employees are seeking arrangements that allow a better balance with family life.

To recruit and retain such workers - typically parents, retirees, students, and those caring for aging relatives - more employers are offering work-life balance initiatives, including part-time/job-sharing, flex-time and telecommuting options.

Click here to read the full column.

How ‘topgrading’ improves the odds of hiring winners

Published in the Rochester Business Journal
December 26, 2007
© HR Works, Inc.

Two companies may be in the same industry working in the same city, yet only one is a recognized leader who owns a significant market share. Why do the two companies, selling the same products or services, perform so differently? Because the exceptional company employs exceptional managers and employees. Just as in sports, where championships are won by the teams that recruit well and fully develop the best talent, success in business also is based on cultivating a talented team.

Click here to read the full column.

Harness technology to transform your HR function – and give your organization an edge

Published in the Rochester Business Journal
July 20, 2007
© HR Works, Inc.

Advances in technology continue to strengthen the HR department, moving the focus away from manual processes and massive spreadsheets and toward using HR tools to drive a business’ success. But choosing the right technology and leveraging it effectively require a well-thought-out effort.

How do organizations, particularly small to mid-sized ones, assess and justify the investment in an automated HR management system (HRMS)? And, once a company has decided on an HRMS, how can it be implemented effectively so that the hoped-for return on investment will be achieved? Click here to read the full column.

What to expect from your health-insurance broker

Published in the Rochester Business Journal
May 25, 2007
© HR Works, Inc.

A major shift has reshaped Rochester's health-insurance landscape. As the cost of premiums has skyrocketed, local employers have become more aggressive in seeking relief. Many large employers are now self-insured, and many mid-sized companies have moved into experience-rated plans. Aetna and other carriers have entered the market, introducing a new array of options.

As health insurance has become increasingly more complex and competitive, carriers have moved toward retaining brokers to bring them business. While the insured group makes the final decision regarding which insurance plans to buy, the choices can be so confusing that engaging a consultant to help with the process could be helpful - but only if the consultant/broker is acting in the employer's best interests. Click here to read the full column.

A competitive recruiting approach boosts productivity, employee retention

Published in the Rochester Business Journal
February 23, 2007
© HR Works, Inc.

As the pace of growth quickens at many local companies, so does the search for quality employees. Where employers once found it relatively easy to land top candidates, more are now encountering severe talent shortages in certain fields. Today, adopting a competitive approach to winning the talent war is essential if an organization is to ensure innovation; boost productivity, customer service and employee retention; and secure market position. Click here to read the full column.

Retaining talent requires multifaceted approach, commitment from the top

Published in the Rochester Business Journal
January 15, 2007
© HR Works, Inc.

At this moment, as many as three-quarters of your employees may be looking for a new job, either actively or passively. While some may be alarmed by these figures, successful employers know that, if their companies are to maintain a competitive edge in this knowledge-based economy, they must attract and retain exceptional talent.

Employers must look well beyond pay and benefits and must treat employees much as they do customers. That means asking employees what they need and want, tapping into their innate desire to engage in rewarding work, and remaining flexible enough to offer to each employee the right blend of opportunities, rewards and workplace conditions. Click here to read the full column.

Blogs: What you don’t know really can hurt you

Published in the Rochester Business Journal
December 28, 2006
© HR Works, Inc.

Do you know how to protect your business from being damaged by something that appears on the blog of an employee or ex-employee? And, should you find something that you fear will harm your company’s interests, would you know what to do? As twentysomethings move into the workplace in droves, bringing their tech savvy, employers are being forced to take a crash course in new technology applications and the “social media” revolution. Click here to read the full column.

Preparing for 2007: Critical challenges facing HR

Published in the Rochester Business Journal
October 13, 2006
© HR Works, Inc.

To be effective, strategic HR planning must occur within the context of the organization’s overall business plan. Short- and long-term business strategies will dictate what human resources will be needed in what areas. These strategies also will shape HR decisions on organizational design, selection, retention, training and development, performance management and rewards.

In 2007, proactive organizations will be looking at fresh ways to elicit optimal performance from employees, integrate new technology to streamline the HR function, leverage new pension legislation to support HR and organizational goals, control benefit costs , and communicate effectively with employees about these and other changes. Click here to read the full column.

When employees turn disloyal: Reducing the odds of losing trade secrets to a competitor

Published in the Rochester Business Journal
August 25, 2006
© HR Works, Inc.

Every individual has the right to advance his or her career, including sometimes leaving what may be an attractive position in order to take a chance on a new opportunity. Problems arise, however, when a highly placed employee resigns from a company to join a competitor or, worse, to set up a rival venture. While non-compete and non-disclosure agreements are prudent and essential, they do not always provide full legal protection for the former employer. Nor do they mitigate all of the disruption and sense of betrayal that flourish in the wake of a defection. Click here to read the full column.

Transforming an HR department through self-service technology

Published in the Rochester Business Journal
July 21, 2006
© HR Works, Inc.

To thrive in today’s competitive climate, organizations must focus on managing human capital. Few can continue to devote substantial resources to labor-intensive manual HR systems that contribute nothing to the performance of their people.

As HR information systems such as employee and manager self-service software programs become more popular and affordable, even for small and medium-size companies, proactive human resource professionals are taking on farther-reaching, strategic roles in their companies. Click here to read the full column.

Beyond good intentions and codes of conduct: What ethics in action really mean

Published in the Rochester Business Journal
May 26, 2006
© HR Works, Inc.

Pick up any day’s news, and one is likely to read about another government or business leader accused of wrongdoing. At the same time, we’ve heard a great deal recently about how Robert Wegman’s deep-rooted integrity and genuine commitment to people drove his every decision and set the stage for the grocery chain to blossom into one of the nation’s most admired employers.

While plenty of organizations talk and write about high standards, many companies’ actions are clearly falling short. Often, companies engage in formal programs such as developing written codes while paying little attention to informal ethics practices. But it’s precisely those day-to-day activities and attitudes that tell the real story about just how ethically the organization and its people behave. Click here to read the full column.

Crisis-preparedness plans pay dividends in reducing risks, keeping businesses functioning

Published in the Rochester Business Journal
February 24, 2006
© HR Works, Inc.

Were a disaster to strike your company tonight, how well prepared are you to respond? If your primary place of business were severely damaged, could your organization function at another site? While most companies carry business insurance, use non-compete agreements to protect trade secrets and rely on backup IT systems, many are not fully prepared to survive and recover from a long list of potential catastrophes. The American Red Cross reports that some 40 percent of small organizations do not reopen after a major disaster. Yet developing an effective crisis-preparedness plan needn't be daunting or expensive. Click here to read the full column.

Local employers place priority on workforce development

Published in the Rochester Business Journal
January 27, 2006
© HR Works, Inc.

Maximizing the value that employees deliver requires companies to hire the best people, clarify performance expectations, and ensure ongoing employee development. Locally and nationwide, organizations are investing more money in workforce training. But rather than simply allot a certain number of hours and dollars, employers are insisting that development initiatives dovetail with crucial organizational objectives. Click here to read the full column.

Amid high benefit costs, small businesses sharpen and simplify compensation strategies

Published in the Rochester Business Journal
December 30, 2005
© HR Works, Inc.

Top performers are always in demand, especially at small firms where one person can make a huge difference. Unfortunately, organizations often focus too many resources on trying to improve poor performers at the expense of developing, motivating and rewarding top talent. Successful organizations are those whose cultures recognize and reward effort and results, typically through incentive-based or variable-compensation programs tied to the achievement of collective and/or individual goals. Click here to read the full column.

Demonstrating HR's value to the business

Published in the Rochester Business Journal
October 10, 2005
© HR Works, Inc.

As most traditional, transactional human resources work is mechanized or outsourced, HR professionals must either transform their approach or find work in another field. Demonstrating the significant economic value that cutting-edge HR approaches can deliver requires professionals to invest in understanding the enterprise and the climate in which it operates. HR must learn to speak the language of business and recognize that excellent HR strategy is whatever allows the people who work in a company to serve the organization's purposes to the greatest degree possible. Click here to read the full column.

Benefit communication strategy pays dividends

Published in the Rochester Business Journal
August 26, 2005
© HR Works, Inc.

Research reveals that the quality of the communication about employee benefits can be more important than the benefits package itself in boosting employee satisfaction and retention. In companies that offer rich benefits but communicate them poorly, the turnover rate among top performers can be higher than at companies that provide the opposite -- less expensive packages, but excellent benefits communication. To learn how your organization can enjoy a greater return on the benefit dollars spent by communicating more effectively, click here to read the full column.

Are you up to date on HR compliance issues?
HR Works' quiz offers a reality check

Published in the Rochester Business Journal
July 22, 2005
© HR Works, Inc.

Managing the human resources function at a small company involves many technical complexities and exposures. As the legal landscape shifts continually, the risks of being caught out of compliance remain a serious threat. To help small-business leaders gauge their knowledge of relevant rules, and to assist them in identifying where knowledge gaps exist, HR Works offers the following quiz. Click here to read the full column.

Beyond dollars, cents and stock options: Creating a climate of motivation for executives

Published in the Rochester Business Journal
July 1, 2005
© HR Works, Inc.

Most entrepreneurs and business owners have an important characteristic in common: They’re high achievers who are motivated by the sheer joy of their work. As business founders move to grow their organizations, however, they must hire additional competencies, and the senior-level executives who can offer those skills will expect realistically competitive total rewards and compensation packages. For small to mid-sized companies with limited resources, offering the exorbitant compensation deals that some large corporations favor is not an option, and small-company founders may wonder how they can possibly compete for top talent. The good news for smaller companies is that talented executives are often driven by factors other than money. Click here to read the full column.

How effective CEOs manage their most important resource: Time

Published in the Rochester Business Journal
June 10, 2005
© HR Works, Inc.

Research has shown that only 10 to 20 percent of CEO or senior manager time is spent on significant priorities linked to long-term business results. Many CEOs, lacking clarity about what they're paid to do, get caught up in low-level matters that should be delegated, outsourced or ignored. But by taking time to regularly assess their activities, CEOs can better focus their precious time on growing, rather than merely maintaining, their companies. Click here to read the full column.

Expert HR planning eases acquisition process

Published in the Rochester Business Journal
May 27, 2005
© HR Works, Inc.

As more firms opt to grow through acquisition, the need to address crucial HR issues becomes clearer. Inexperience and inflated expectations often lead company leaders to underestimate what’s necessary to retain key talent and manage communications throughout a transition. How can merging companies keep productivity high while avoiding the cultural mismatches that often generate disappointing results? Click here to read the full column.

Measuring the benefits of outsourcing HR

Published in the Rochester Business Journal
March 11, 2005
© HR Works, Inc.

A recent survey of 298 HR professionals by the Society for Human Resource Professionals showed that 58 percent of organizations outsource one or more HR functions. This trend is expected to burgeon as employers continue to pursue alternative arrangements for operating most efficiently and reducing their risks. Click here to read the full column.

Avoiding the perils of hands-off management

Published in the Rochester Business Journal
January 28, 2005
© HR Works, Inc.

Over the past few decades, as the concept of empowerment has gained favor, managers have become increasingly hands-off. Repeatedly warned against "micromanagement" - a term that conjures up visions of employees being asked to account for every paper clip and restroom break - managers have aimed to hire good people and then leave them alone to do their best work. But as managers have fled en masse from the "micro" label, is it possible the pendulum has swung too far? Have today's managers become so hands-off that they have abdicated their day-to-day responsibilities and left their key performers to flounder? Click here to read the full column.

HR Managers faced with clear and urgent priorities for 2005

Published in the Rochester Business Journal
January 2, 2005
© HR Works, Inc.

In 2005, priorities for HR managers in local companies will fall into one or more of the following categories: compliance, benefits, training, technology, performance management and rewards, and leveraging outsourcing expertise. Some initiatives, such as ensuring compliance with the new Fair Labor Standards Act (FLSA) rules regarding employee classifications, are essential to address immediately. Others, such as adding wellness programs to encourage employees to stop smoking or lose weight, are nice-to-haves. Click here to read the full column.

Timeout: A different approach to executive development

Published in the Rochester Business Journal
November 26, 2004
© HR Works, Inc.

Seminars, books and articles telling us how to grow sales, improve marketing, strengthen the balance sheet, and manage one's time multiply daily. But it's much harder to find guidance in the business literature for an equally important imperative: deliberately stepping away from the workplace and taking time to reflect on new ideas, trends and ways to strengthen our companies. Click here to read the full column.

Consumer driven health care: Will it ease skyrocketing costs?

Published in the Rochester Business Journal
October 1, 2004
© HR Works, Inc.

Containing out-of-control health insurance premiums is one of the major challenges facing U.S. employers. Coupled with high-deductible health plans, proponents anticipate that the consumer-driven HSA (health savings account) model will offer many advantages and will save money for employers and employees. Click here to read the full column.

Test your employee-benefits knowledge with this quiz

Published in the Rochester Business Journal
August 27, 2004
© HR Works, Inc.

Managing an employee benefits program involves many technical complexities and exposures. Particularly at smaller companies, which often do not employ a dedicated HR professional, the CFO or CEO bears the burden of continually updating his or her knowledge. To gauge your level of understanding, try this quiz.Click here to read the full column.

The business case for hiring at-risk teens

Published in the Rochester Business Journal
August 6, 2004
© HR Works, Inc.

The Hillside Work-Scholarship Connection is a nationally recognized program with a track record of helping at-risk youth stay in school, achieve academic success, and earn their high school diplomas while working part time. Employers that participate enjoy government incentives, improved retention and loyalty, lower recruitment costs and a source of diversity, and feeders for apprenticeship, internship and scholarship programs. Click here to read the full column.

Compensation 101: Building a strategy that supports small-business success

Published in the Rochester Business Journal
July 23, 2004
© HR Works, Inc.

Successful organizations view a sound, unemotional compensation strategy as an indispensable management tool. Aware of the high costs of payroll and benefits, these companies strive to get the most out of their investment in employees. Click here to read the full column.

Web-based salary information: The untold story

Published in the Rochester Business Journal
June 25, 2004
© HR Works, Inc.

As internet technology has blossomed, a flood of free but often unverified information regarding salary and other compensation has generated new challenges for employers. Employees often rely on that information to develop expectations--perhaps unrealistic--about what they're worth. In response, employers must manage the tensions this information creates. Click here to read the full column.

Unearthing the real costs of 401(k) plans: The truth the employers can't afford to ignore
Published in the Rochester Business Journal
May 28, 2004
© HR Works, Inc.

HR-finance collaboration adds value, delivers results
Published in the Rochester Business Journal
March 12, 2004
© HR Works, Inc.

Employee handbooks for small firms
Published in the Rochester Business Journal
February 20, 2004
© HR Works, Inc.

Personal Liability: The HR Professional's Occupational Hazard
Published in the Rochester Business Journal
December 19, 2003
© HR Works, Inc.

Finding ROI in an Executive Education Program
Published in the Rochester Business Journal
November 28, 2003
© HR Works, Inc.

Conducting an effective HR Audit
Published in the Rochester Business Journal
October 3, 2003
© HR Works, Inc.

Smaller firms' HR departments achieve top results
Published in the Rochester Business Journal
August 29, 2003
© HR Works, Inc.

E-learning tool in meeting compliance requirements
Published in the Rochester Business Journal
August 3, 2003
© HR Works, Inc.

Want to see Executive pay rise even faster?
By Paula Dolan
Published in the Rochester Business Journal
June 27, 2003
© HR Works, Inc.

When a company restructures, a business-savvy HR Department can play a vital role
Published in the Rochester Business Journal
May 30, 2003
© HR Works, Inc.

To control health costs, show consumers the price tag
Published in the Rochester Business Journal
April 18, 2003
© HR Works, Inc.

Understanding Affirmative Action
Published in the Rochester Business Journal
March 14, 2003
© HR Works, Inc.

Getting the most out of pay increases
Published in the Rochester Business Journal
January 17, 2003
© HR Works, Inc.

Pae Tec fosters practices for firm's lasting health
Published in the Rochester Business Journal
November 22, 2002
© HR Works, Inc.

The case for outsourcing HR
Published in the Rochester Business Journal
October 4, 2002
© HR Works, Inc.

HR strategies must shift with a tough economy
Published in the Rochester Business Journal
August 30, 2002
© HR Works, Inc.

Variable-compensation plans for employees: Do they really work?
Published in the Rochester Business Journal
May 31, 2002
© HR Works, Inc.

How CEOs can stop spinning their wheels and start making a real difference
Published in the Rochester Business Journal
March 29, 2002
© HR Works, Inc.

Maximizing your e-recruiting efforts
Published in the Rochester Business Journal
January 18, 2002
© HR Works, Inc.

Controlling what we can in these uncertain times
Published in the Rochester Business Journal
November 23, 2001
© HR Works, Inc.

Loath to let go: The costs of not firing a mediocre employee
Published in the Rochester Business Journal
October 5, 2001
© HR Works, Inc.

Creating an effective performance appraisal system
Published in the Rochester Business Journal
August 31, 2001
© HR Works, Inc.

In search of the perfect performance appraisal
Published in the Rochester Business Journal
August 3, 2001
© HR Works, Inc.

Maximizing Internship Opportunities in a Tight Labor Market
Published in the Rochester Business Journal
June 1, 2001
© HR Works, Inc.

Human resources now more than 'personnel'
Published in the Rochester Business Journal
March 16, 2001
© HR Works, Inc.

Communicating value of benefits package a must
Published in the Rochester Business Journal
June 4, 1999
© HR Works, Inc.

Top

HR Works
246 WillowBrook Office Park
Fairport, NY 14450
1-877-219-9062
(Toll Free)