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WEDNESDAY WORKFACT: Sexual Harassment at Work

{from the HR Daily Advisor at BLR}

Sexual harassment has been making front page headlines recently, taking place from the New York City board room to the Hollywood movie set. What should you know about sexual harassment to protect you and your employees at your place of business?

According to the EEOC, sexual harassment is a form of sex discrimination the violates Title VII of the Civil Rights Act of 1964. Title VII applies to employers with 15 or more employees, including federal, state, and local governments. It also applies to employment agencies and labor organizations.

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature all constitute sexual harassment when this conduct explicitly or implicitly effects an individual’s employment, unreasonably interferes with an individual’s work performance, or creates am intimidating, hostile, or offensive work environment.

Sexual Harassment Facts:

83% of sexual harassment charges in 2016 were filed by females.

12,860 charges alleging sexual harassment were filed with the EEOC in 2016, up 2% from 2015.

The #metoo campaign hashtag has been used more than 200,000 times across social media to identify victime of sexual harassment.

The victim does not have to be of the opposite sex.

The harasser can be the victim’s supervisor, an agent of the employer, a co-worker, or a non-employee (i.e., a vendor or customer of the employer).

The victim does not have to be the person harassed but could be anyone affected by the abusive conduct.

Unlawful sexual harassment may occur without economic injury or to discharge of the victim.

TIP TUESDAY: Investing in Employee Development

Paula Harvey, SHRM-SCP and Vice President of Human Resources and Safety for Schulte Building Systems near Houston, explains the benefits of investing in employee development in this 3-1/2 minute video: http://tinyurl.com/yaxk4pgs

Throwback Thursday: Brian Epstein Discovers The Beatles

{Excerpted from the Brian Epstein bio at The Beatles Bio online}

On this day in 1961, Brian Epstein, who managed The Beatles until his death in 1967, discovered the group at London’s Cavern Club while working at a record store.

The magazine Mersey Beat was where Epstein first took note of the name “The Beatles” when they were featured on the cover of issue two. His curiosity is said to have been was piqued when a customer, Raymond Jones, came into the store and asked Epstein for a copy of “My Bonnie,” a single recorded by the band in Hamburg.

Jones asked Epstein, “There’s a record I want. It’s ‘My Bonnie’ and it was made in Germany. Have you got it?’

Epstein shook his head. ‘Who is the record by?’ he asked. ‘You won’t have heard of them,’ said Jones. ‘It’s by a group called The Beatles….’

The record store was a short walk from the Cavern Club on Mathew Street, so on November 9 Epstein watched The Beatles play a lunchtime concert, after which he went to the group’s dressing room and met “the boys.”

Despite his lack of experience, Epstein became their manager in January 1962, and quickly asserted his influence over their dress and onstage performance.

After hawking the band around a number of London labels, Epstein eventually secured an audition at EMI’s Abbey Road studios, where George Martin decided to sign them.

Brian Epstein with NEMS artists

Brian Epstein, standing, with several of the groups he managed. On the far left are Beatles John Lennon, Ringo Starr, George Harrison and Paul McCartney

Epstein was key to the success of The Beatles – Paul McCartney later said: “If anyone was the fifth Beatle, it was Brian”. He also managed a number of other Liverpool acts, including Gerry and the Pacemakers, Cilla Black and Billy J Kramer and The Dakotas.

As The Beatles retired from live performance in 1966, Epstein found his influence on the group waning. He had used amphetamines from the earliest days with the band, but his use of pills became an increasing problem as he became more involved in the London drug scene of the 1960s.

During the recording of Sgt Pepper, Epstein spent time trying to kick his drug habit, including spells in the Priory in Putney, London, but died of an accidental drug overdose on August 27, 1967.

Wednesday Workfact: 9 Top Reasons Why Employees Love Their Jobs

By Sonia Son, TinyPulse News

Oftentimes, we believe that money is the only reason employees love their jobs. Turns out that’s not the case.

We asked employees to list out the various things they love about their job, and the results told their own story. No longer are we in an era where bosses make or break our work experience — nowadays it’s all about the peers. One out of every two people pointed to their peers and colleagues as motivators that drive employee engagement.

top-love-forjob-graph

When you think about it, you sit next to your colleagues for almost eight hours a day. Because of that, having an intolerable coworker will indefinitely deplete your motivation and morale at work. So it really is no wonder that colleagues and peers came out on top.

Here’s what the employees say for themselves:

I absolutely love working with my coworkers. I feel like I’m constantly growing and learning in this job, and my coworkers are a big part of the knowledge share.

I love being a part of a group with a crazy amount of passion for this company; it’s all encompassing and contagious, and I’m very glad to be a part of it.

How can organizations make sure their employees aren’t going to constantly be clashing heads?

Here’s a tip: if you’re just hiring people to fill empty seats, it’s time to stop.Tweet: If you're just hiring people to fill empty seats, it's time to stop http://bit.ly/1H5csY7 via @TINYpulse

Hiring dull, uninterested people is going to bring your employees down. Finding colleagues that push each other and keep them going is one of the best things you can do to drive motivation and engagement.

TIP TUESDAY: Developing a Strong Hiring Plan

What can you do to make sure your hiring plan is solid? How do you fill in the missing gaps? Today we’ll look at workforce analysis.

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Employers can’t develop effective hiring strategies without knowing the kind of talent they already have on board, what they’ll need in the future, and how to fill any gaps. A workforce analysis can identify those gaps so that employers can develop an actionable plan. And HR professionals who take the lead in this workforce analysis and planning will be positioned as strategic leaders rather than crisis managers.

B. Lynn Ware, CEO of Integral Talent Systems, Inc., spoke at BLR’s 2015 Advanced Employment Issues Symposium and described the talent-planning process in four steps. She says to (1) take a current state assessment; (2) conduct future state visioning; (3) formulate a strategy; and (4) execute on and adjust the strategy.

Ware says the strategy starts with an understanding of the gap between the organization’s future demands for talent and the forecasted internal and external supplies of talent. Armed with this information, employers can determine what can be done to plan for and meet those future needs, including adjusting talent development, retention, and recruitment strategies.

Assessing Current and Future Talent Demands

Determining short-term needs and long-term goals and then bringing the two into alignment are the first steps. Ware says to begin by answering a few questions:

  • What are the growth goals for the coming year? In three years? In five years? In 10 years?
  • Where has attrition been, and what factors may affect future attrition?
  • What is important to the organization in terms of recruiting, and how can that be measured?
  • Has the organization’s current infrastructure been able to support its efforts?
  • How is the organization tracking recruiting success? Hiring manager responsiveness?
  • What types of people will the organization need to hire?

Using Predictive Modeling

Most HR professionals who are charged with managing the hiring function often find themselves in a reactive mode instead of a proactive mode. This is because resources are limited, and it is impossible to predict when and how employee turnover will happen.

Often, future hiring plans are hard to predict, making long-term planning difficult. However, most of the uncertainty can be managed using predictive modeling, that is, looking at a date range of personnel records (five years is a good indicator) to determine trends in hiring, turnover rate, and average retirement age.

Analysis of these indicators can show whether an organization is headed toward a workforce shortage – and when – so that appropriate workforce planning can be done.

Developing a Workforce Plan

The majority of work involved in predictive modeling and workforce planning is gathering and analyzing data. In order to ensure that all relevant information is collected, notify all involved individuals that the workforce plan is being formulated.

Consider creating a checklist or standard format for requesting data from those individuals. The data to be collected will most likely include the information learned from predictive modeling but may also include known openings, prior demand, and other competitive factors.

When formulating a workforce plan, remember to focus on business objectives, operations plans, and budgets for a period of years to come. Consider how the competitive market has affected or will continue to affect your organization’s ability to hire and succeed. Also consider:

  • Work to be done to meet the organization’s goals for growth and future success.
  • Which jobs will be integral to the organization meeting those goals?
  • What skills and personalities are required to meet those goals?
  • What steps are necessary to put the right people in the right positions to meet those goals?