HR Management Articles

HR strategies must shift with a tough economy

Published in the Rochester Business Journal
August 30, 2002
© HR Works, Inc.

During difficult times, employers are challenged to approach human resource management differently than they did when the economy was booming. When stress and uncertainty reign, a well-managed organization distinguishes itself by focusing on HR efforts that will strengthen the company’s ability to withstand current economic conditions and emerge a strong competitor when times are better.

Controlling what we can in these uncertain times

Published in the Rochester Business Journal
November 23, 2001
© HR Works, Inc.

A survey conducted by the Society for Human Resource Management shortly after the Sept. 11 terrorist attacks found that 34 percent of the respondents did not have a disaster recovery plan in place. Fifty-four percent did have a plan, although comments revealed many of these plans were out-of-date or not comprehensive. Thirteen percent of the respondents did not know or were not sure if the organization had a disaster recovery plan in place.

How can HR managers help their organizations avert, prepare for and recover from unexpected events?

In search of the perfect performance appraisal

Published in the Rochester Business Journal
Aug. 3, 2001
© HR Works, Inc.

The need for effective performance appraisal systems is indisputable. Research on performance improvement indicates that performance feedback systems succeed only one-third of the time. In another third of cases, they have no effect. Alarmingly, in the final third of cases, feedback processes actually worsen performance.

Yet 80 percent of workplaces continue to use an annual performance review. According to Tom Coens and Mary Jenkins, authors of "Abolishing Performance Appraisals," most human resource departments redesign their appraisal process every three to five years -- creating new forms, altered ratings, more bells and whistles.

Human resources now more than 'personnel'

Published in the Rochester Business Journal
March 16, 2001
© HR Works, Inc.

Remember when companies managed their people function by assigning one staffer – usually an employee who was considered “good with people” – to inform new hires about company policies and explain a basic menu of benefits? So simple was the “personnel” function in those days that few companies sought specialized skills or training for the HR function.

How times have changed! Strategies that companies relied on for decades to manage their “people function” no longer guarantee success.

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HR Works, Inc., located at 246 Willow Brook Office Park in Fairport (Rochester), New York, is a human resource management outsourcing and consulting firm serving more than 700 clients. HR Works provides benefits administration outsourcing; full-time, part-time and interim on-site HR managers; HR audits; legally reviewed employee handbooks and supervisor manuals; affirmative action programs; compensation programs; training of managers and HR professionals; and HRIS and self-service technology.

HR Works' customer service, follow up and follow through are amazing.