in this issue - prwebww1.prweb.com/prfiles/2006/09/20/0000440503/newsolutions...2006/09/20 · oct....

I N T H I S I S S U E

FLEXIBLE SCHEDULING • RELATING TO “GENERATION Y”

CLIENT SPOTLIGHT: THE BREAKERS • EXIT ASSESSMENT SURVEY BENEFITS

1 HR Solutions, Inc. | 25 East Washington Street, Suite 600 | Chicago, IL 60602 | 312.236.7170

TABLE OF CONTENTS

New Clients ..........................2

On The Road: Speaking

Engagements & HR Solutions’

Fall Tradeshows......................2

Generation Y:

A Guide to Relating to the

New Young Worker ..............3

Flexible Scheduling:

A Benefit for All ....................5

Client Spotlight:

The Breakers..........................7

Exit Assessment:

How Much is Turnover

Costing You?..........................9

Tools of Employee Engagement

Workshops ..........................10

If you wish to update your contactinformation or not receive future mailings

from HR Solutions, please visitwww.hrsolutionsinc.com/contactupdate.html

NEWSOLUTIONS is published by

HR Solutions International, Inc.

Copyright 2006

For persmission to reproduce, call 312.236.7170 or

email us at [email protected]

As summer draws to a close and

the season begins to change, we

also continue to recognize the

great positive change that many of you are bringing to

your organizations by Turning Data Into ActionTM.

Please enjoy this issue of our newsletter, highlighting

positive transformations and flexibility present in

organizations all over the world.

Best wishes,

HR Solutions, Inc.

www.hrsolutionsinc.com 2

Aspen Specialty Insurance

Blizzard Entertainment

BRASSRING, Inc.

Condell Medical Center

DeVry, Inc.

DRI Consulting

First Class Cleaners

Five Point Capital

ICW Group/Explorer Insurance

Jackson Rancheria Casino

King’s Daughters’ Hospital

Liberty Regional Medical Center

Metropolitan Jewish Health System

Michigan First Credit Union

National Corporate Housing

Northeast Hospitals

Northern Power

Northrop Grumman

Paycor, Inc.

Reno-Tahoe Airport Authority

The Council for Adult and Experiential Learning

Thorek Memorial Hospital

Tift Regional Hospital

N E W C L I E N T S

O N T H E R O A D

Kevin Sheridan, founder and CEO of HR Solutions, has been asked to speak at ASHHRA’s 42nd Annual Conference this fall

in Nashville, Tennessee. If you are planning to attend the conference, don’t miss his session:

HOW TO KEEP MATURE HEALTHCARE WORKERS ENGAGED AND RETAIN THEM

SESSION ID: T9TUESDAY, OCTOBER 17, 10:45AM-12:00PM

Mature healthcare workers might be underutilized but wonderful sources of labor for organizations. Sheridan will share best

practices on how to keep these workers actively engaged and retain them at your organization. Learn the key drivers of overall

job satisfaction for mature workers in healthcare, and determine the factors that impact employee engagement with this integral

portion of the healthcare workforce.

HR Solutions, Inc. will be on the road this fall! If you plan to attend any of the following conferences, please stop by our

booth and say hello!

Sept. 6-8, 2006 Colorado Health & Hospital Assoc. Vail Marriott Mountain Resort, Vail, CO Booth 54

Sept. 13-15, 2006 Ohio Human Resource Conference Sawmill Creek Resort, Huron, OH Booth 17

Oct. 9-11, 2006 Texas Hospital Assoc. Leadership Conference Renaissance Austin Hotel, Austin, TX Booth 227

Oct. 15-17, 2006 ASHHRA’s 42nd Annual Conference Gaylord Opryland Resort, Nashville, TN Booth 528

Oct. 25-27, 2006 Tennessee Hospital Assoc. Annual Meeting Nashville Convention Center, Nashville, TN Booth TBA

Nov. 8-10, 2006 Oklahoma Hospital Assoc. Convention Cox Convention Center, Oklahoma City, OK Booth 213

Nov. 14-16, 2006 Kansas Hospital Association Convention Kansas Expocenter, Topeka KS Booth 509

HR Solutions welcomes the following organizations as new clients:

As a new generation ofemployees enters theworkforce, management is

challenged to find more creative ways ofmanaging these people and keepingthem engaged. About 70 millionworkers known as “Generation Y” or the“Entitlement Generation” are currentlyin the workforce, bringing a sense ofenthusiasm and motivation like no otherbefore them. However, the way theywere parented and the social climate inwhich they were raised are also causingsome hurdles in the workplace.

Generation Y, as most commonlydefined, are the individuals born in theearly 1980s through the mid 1990s. Theoldest of these employees are about 24years old with the youngest of thegeneration about 10 years of age. Aswith all generations, major world eventsheavily affected this group. Mostnotably, the Gulf War and theSeptember 11 attacks were definitivemoments for Gen Y. These individualsare also the first generation to grow upnot knowing what life was like pre-internet. They were raised withcomputers as an everyday part of life.

After-school activities, sports, and highparental involvement also characterizethis generation. Gen Y children grew upwith parental involvement in almostevery aspect of their lives, with extra-curricular activities and educationholding the highest value. Gen Ysdeveloped multi-tasking and teamworkskills, which instilled skills necessary forthe workforce. However, this also makesthem seek more challenges, escapeboredom, and feel entitled to higherwages and benefits most companieswould reserve for more tenuredemployees.

Managers from different generations arenow faced with the challenge of guidingthese young employees, and are taskedwith the goal of not just retaining them,but using their skills to their full potential.Part of understanding how to manage thegenerational gap is to understand howgenerations view each other.

Baby Boomers created their own culturein the companies for which theyworked. In order to climb the corporateladder, titles are to be respected, longhours and overtime are expected, loyaltyto the company is a must, and

management knows what’s best. Theyalso find that change, as hard as it maybe, is necessary and inevitable.

Baby Boomers see Gen Ys as distractedand corporate queue jumpers. Gen Ysview the Boomers as work-aholics,technophobes, corporate politicals andstubborn. Boomer managers mustrealize that these generations don’t liveto work as they did.

The Gen Y workforce has manystrengths and weakness that managersmust address to create an environmentin which all employees can thrive and beengaged. Their strengths include:adaptability to change, technologicalawareness, high value on education andlearning, and inquisitive tendencies.But strength often comes with weakness.Because they were taught the value ofeducation, Gen Ys tend to be highlyeducated. This creates a feeling ofsuperiority over tasks and job-relatedfunctions. Carolyn Martin, author of“Managing Gen Y’, finds Gen Ys tend toreject menial tasks and are vocal aboutdoing so. They feel the need to bechallenged by larger scale, more“meaningful” assignments. Because of


Ythis, they are willing to “jump ship” if they feel that their skillsare not being used effectively. Along with feeling a lack of jobsecurity, these are probably the biggest weaknesses held byGen Ys. According to Martin, job security is non-existentbased on witnessing the dot-com bust and post-September11, 2001 layoffs and bankruptcies first hand.

As HR professionals begin to hire the new Gen Y employees,key activities can be implemented to ensure access to a greattalent pool. According to Eric Chester, author of “EmployingGeneration Why?”, by allowing currently employed Gen Ys tomake the initial contact with the applicant, the prospectiveemployee a less stressful first meeting while allowing thecurrent Gen Y employee a sense of heightened responsibilityand a feeling of trust with the company. Another effective toolis for HR to be flexible with scheduling. Gen Y, like Gen X,puts a good deal of emphasis on their personal and social lives.If you allow these workers a little breathing room, they will bemuch happier and much more engaged while at work. Finally,HR representatives should be sure to explain the benefits andbonus structure clearly. If Gen Ys have a good understandingof what they will get, they will be easier to retain.

Companies can benefit greatly from this generation if they areable to retain and engage these employees. Here are somehelpful hints on how to retain and keep the Gen Ys engaged:

• Constantly change the parameters of their job.Specialization is out.

• Educate them. Provide coaching on strengths and weakness. This fosters loyalty to the company.

• Give constant feedback. You have to throw away the notion of an annual review. Give feedback on a per-project basis. Feedback should be an equal mix of praise and coaching.

• Give bonuses based on performance. Rather than an annual raise, give bonuses throughout the year and provide goals to meet.

• Give meaningful assignments. Menial tasks are unavoidable in today’s workplace, but if explained why they must be completed and why it is beneficial to the company, they are more understanding and willing to do them.

• Be up front about the company. If asked why somethingis happening, be honest.

• Be ready to answer. They will question why things are done the way they are. If no reason exists (i.e. we’ve always done it that way), allow them to come up with a better solution.

• Address generational issues before they arise. Explain the value and worth of older employees to younger employees. Allow older employees to see that they can grow from the knowledge of younger employees as well. Predispositions on individuals in the work place can obviously cause strife and loss of productivity or underutilization of talent.

Managers and HR personnel can arm themselves with thisinformation to better serve their employees and help thecompany succeed. HR personnel can start creating a map tobridge the generations and gain the most possible from eachemployee. The bottom line: companies that are willing to putforth the effort to retain this young, talented group are going tobe the ones that prosper in the future. After all, these may be thevery employees who one day will be running your company.

[Gen Y Workers] feel the need to be challenged

by larger scale, more “meaningful” assignments.

1. Workforce Management Online, September 2003

“Employing Generation Why?” ©2002 Eric Chester

http://www.workforce.com/section/06/article/23/51/81.html

2. Carolyn Martin, “Managing Generation Y: Global Citizens Born in the

Late Seventies and Early Eighties”

4www.hrsolutionsinc.com

Fortunately, many employers have implemented some version

of flexible scheduling or flextime for their employees,

allowing associates to remain active in all aspects of life. The

job satisfaction outcomes are astounding, and these flexible

arrangements can also reap great benefits for employers with

respect to recruitment, engagement, and retention of

employees.

Flexible scheduling can include alternate arrival and departure

times for a standard eight-hour work day, compressed work

weeks in which employees work longer hours throughout the

week allowing for additional days off, and telecommuting—

working from an alternate location (often a home office). An

employee may opt for one of these flextime options for a

variety of reasons—perhaps a child’s school and activity

schedule, enrollment in continuing education classes, aging

parents requiring extra care, or a challenging commute to the

office. With the aging population, busy kids, busy lives, and

ever-increasing gas prices, it is clear why more employees

require such flexibility at the workplace. Employers are

responding: a recent study by SHRM (Society for Human

Resource Management) indicates that 56% of employers are

offering some sort of flextime to employees.1

The benefits to employees are similar, regardless of which

version of flextime is used. In addition to, and perhaps as a

result of allowing time for one’s outside commitments,

employees display consistently higher levels of job

satisfaction, company loyalty, productivity, and overall

employee engagement. Additionally, one’s commute is often

more pleasurable, as the ‘rush hours’ can be avoided by

working alternate hours or working from home. HR

Solutions Principal Consultant Jennifer Rand says,

“Employees perceive flexible scheduling as a benefit that

‘boosts morale’. Employees are appreciative of having an

alternative work schedule that allows them to take care of

personal matters (errands, doctor’s appointments, etc.) and

spend additional time with their families/friends.”

Of particular importance is allowing flexible schedules for

those of the Baby Boomer generation. This is the group with

elderly parents and children often requiring additional

attention such as medical appointments and extracurricular

and school activities, and Boomers are expressing a need to

assist with these family commitments. This is also a group

with a good sense of work-life balance, finding it important

to spend time for themselves outside of work. To that end, a

marketing firm in Somerville, Mass. allows one Boomer to

leave early once per week to play in a golf league.2 This is not

uncommon; employers are making a conscious effort to assist

employees with maintaining a work-life balance that increases

employee retention and productivity.

Perhaps even more striking are the advantages of flextime to

the employers that provide it. Organizations experience

improved customer service and extended working hours, as

flextime allows associates in the office outside of the

traditional 8-to-5 window. HR Solutions Senior Consultant

Andy Foote notes, “I find that employees regularly request

more flexible working hour schedules, and not only from a

Flexible Scheduling:A Benefit for AllBy Nicole Nelles, Marketing Project Manager

It is no secret that our lives are becoming increasingly

busy with activities both in and out of the workplace. As

we add to our responsibilities with work, family, and

personal commitments, making time for it all can seem

like a daunting task.


selfish perspective of going to the bank or cleaners; many

flextime suggestions are made with the intention of bringing

more productivity and efficiency to their work day, for

example, a West coast sales force wishing to start at 4am to

work with the East coast market.”

Recruiting efforts are greatly affected, as more job hunters are

adding flextime as a ‘must-have’ benefit for a new job. In fact,

employers have found that providing a flexible scheduling

benefit is a great tactic to recruit and retain exemplary

employees. Massachusetts-based Cubist Pharmaceuticals

Employee Opinion Survey administered by HR Solutions,

Inc. in 2005 supported this assertion. Nearly all work groups

within Cubist responded 90% favorably when asked the

question, “It is important to me that this organization

consider and support flexible scheduling arrangements or

flexible work options where possible.”

Significant business outcomes result from this increased

employee engagement. For instance, according to a study by

the Washington State University Cooperative Extension

Energy Program, Uniguard Insurance Group implements a

version of flextime in which over 60% of its employees take

part. Turnover has decreased 5%, and overtime has decreased

5%, with no loss in productivity at the organization. As

turnover and overtime costs are lofty for many organizations,

these statistics are no small matter. The same study found that

KCTS, a public television station in Seattle utilizing a

combination of flextime, compressed work weeks, and

telecommuting, experienced 70% less turnover than the

industry average, a decrease in sick leave for employees, and

increased job performance and satisfaction.3

As with any program, risks must be considered with benefits.

Keeping minimal operations covered at crucial times and

scheduling meetings between individuals with different

flextime schedules are challenges that organizations must keep

in mind when implementing or revising a flexible scheduling

benefit. While isolated, the opportunity for abuse by

employees (i.e. claiming a 7:00am arrival time, only to

consistently arrive later) also exists. Alert managers can curtail

this problem with effective monitoring systems.

Acknowledging and responding to employee needs

considering time management and work-life balance is

proving to be an effective means of positively influencing

employee satisfaction and workplace productivity.

Implementing such a program, while having its share of risks,

also promises to provide great business outcomes for

organizations.

1. Gannon, Joyce. “Time benders: Study says flextime boots morale

while reducing turnover.” Pittsburgh Post-Gazette 8 November

2005. 26 June 2006, http://post-gazette.com/pg/05312/602358.stm

2. Rosenberg, Joyce M. “Keeping Boomers on the job with a few

concessions.” Chicago Tribune 3 July 2006. 10 July 2006,

http://www.chicagotribune.com/business

3. Washington State University Cooperative Extension Program and

the Commuter Challenge. “Recent Case Studies.” 20 July 2006,

http://www.teleworkarizona.com/pdf/wficasestudy.pdf


© Elena Elisseeva

While always significant and useful, the true

power of Employee Opinion Surveys can

often be seen with a case study of best

practices. In November 2005, HR Solutions administered a

repeat Employee Opinion Survey for The Breakers Palm

Beach, a luxury destination resort in Florida. In addition to

generating a notable increase in participation, this world-class

resort placed in the 93rd percentile of all hospitality

organizations surveyed by HR Solutions. This ranking

represents a stellar improvement from 2004 survey results,

when The Breakers placed in just the 53rd percentile.

This significant improvement begs the questions, what

happened? Which dimensions of Employee Opinion at The

Breakers drove such great change? Which action plans had the

most impact? The survey data analysis revealed commendable

improvements, and The Breakers converted what were once

challenges into highlights: scores increased significantly on

Communication, Pay Satisfaction, Supervisory

Consideration, and Productivity/Efficiency.

C L I E N T S P O T L I G H T

Turning Data Into ActionTM

How The Breakers Palm Beach Resort Maximized Employee Survey ResultsBy Nicole Nelles, Marketing Project Manager and Helene Sigrand, Marketing Director

The Breakers Palm Beach Resort


The Breakers placed significant importance on the

Communication dimension. The 2005 score was 23% higher

than 2004 results, and 11% above the hospitality norm. This

result was most strongly affected by the survey item, “I am

satisfied with the communication I receive throughout the

year from my supervisor about my performance (i.e., before

my performance evaluation.)” Breakers team members scored

an astounding 40% more favorably in 2005. The Breakers

successfully shifted opinion by implementing the following

action steps:

• Supervisors provided feedback three times per year to

each team member.

• More effective use of supervisory staff as a

communication vehicle within the organization.

• Increased usage of e-mails and number of

meetings scheduled.

• Supervisors encouraged cross-training programs

and transfers.

Denise Bober, Director of Human Relations for The Breakers,

attributes this marked improvement to a new performance

management system, created as a result of previous survey

feedback. According to Bober, the resulting system is interactive

and goal-oriented, a big change from the highly administrative,

traditional arrangement of years past. “What you don’t ever

want to do is create a bureaucratic system,” she said. “Having a

two-way system that heavily involves the employee in the input

and outcome does make an impact.” Truly, employee

engagement among team members at The Breakers was

positively affected by this new communication system.

The Breakers Pay Satisfaction dimension was also

extraordinarily important. Action plans, including increased

wage research surveys, were created at the departmental level

and communicated regularly with employees to maximize

satisfaction in this area. Bober said that keeping pay scales

competitive is crucial to the success of the organization. The

results of two particular survey items contributed to more

favorable employee opinions:

• “I am satisfied that my pay reflects the effort that I put

into doing my work.” (31% more favorably)

• “I am satisfied with the difference in pay between new

and experienced employees doing the same job.”

(26% more favorably)

With regards to Supervisory Consideration, The Breakers

achieved a score of 74% favorable — eight percentage points

above the hospitality norm and 23% higher than in 2004.

During the feedback sessions conducted by HR Solutions, the

team members outlined the actions supervisors had taken:

• Demonstrated greater fairness and consideration in

scheduling and performance evaluation processes.

• Spent more time with their team members.

• Increased the recognition of team member efforts.

The Productivity/Efficiency dimension was also an

opportunity for improvement that became a highlight of the

survey. Indeed, the score improved by 21% and was 11

percentage points above the norm. Team members explained

that the organization had taken great strides since 2004 to

provide its various departments with the necessary supplies

and equipment. The three survey items that improved most

dramatically to influence the score in this area were:

• Availability of equipment: +47%

• Maintenance of equipment: +33%

• Availability of supplies: +30%

“We just didn’t accept that,” Bober said of team members who

lacked the supplies and equipment to properly do their jobs.

The Breakers empowered mid-level management to purchase

supplies that were necessary, and a ‘Quick Win’ resulted for

the organization.

Ultimately, Turning Data Into ActionTM has produced

impressive results for The Breakers. Bober reports an

outstanding 11% increase in employee retention between

2004 and 2005, in part due to the positive changes

implemented. The resort guests are pleased as well. The

Breakers has seen a noticable increase in positive guest service

comments, which are published daily on an internal system to

be read by employees.

HR Solutions commends The Breakers on achieving these

exceptional outcomes. This organization has set an example

on how to use survey results most effectively, and how to

engage team members in the action planning process. Clearly,

a legendary resort looks ahead to an exciting future.


Arecent analysis of data by HR Solutions, Inc.

found that employees responded an astonishing

50% favorably when asked the following

question: “I thought of resigning in the last six months.” The

following reasons were cited by employees for this trend:

Employee turnover costs the US economy $5 t r i l l ion per year. 1

W h a t i s i t c o s t i n g y o u r o r g a n i z a t i o n ?

Increasing numbers of organizations are trusting HR

Solutions to conduct Exit Assessments with its

voluntarily departing employees. Contact us at 312-

236-7170 or [email protected] to learn more.


HR SOLUTIONS’ EXIT ASSESSMENT SURVEY

Reasons For Voluntary Termination

What is causing employees to leave your organization? What

reasons are included in the ‘Other’ category? Do you know

what your ‘Other’ is? Exit assessments by HR Solutions are an

effective and useful means of gathering this information.

HR Solutions’ Exit Interview Assessment process offers the

following fundamental advantages:

• Improved employee retention and reduced turnover. In

fact, most of our clients have reported that our survey data

assisted them in decreasing their turnover by 50% within

18 months, essentially saving them millions of dollars in

recruiting and training costs.

• Increased objectivity, as the exit interviews are conducted

by a fair and non-partisan third party.

• Compare exiting employees’ responses to overall Employee

Satisfaction Survey results to determine which dimensions

of employee satisfaction impact turnover.

• Ability to benchmark against industry norms, which HR

Solutions maintains for the majority of the Exit

Assessment process.

• Ongoing feedback, allowing organizations to determine

and quantify where improvements have had a positive

impact and identify areas still requiring improvement.

• A savings of time for HR departments.

1. Frank, F.D., Finnegan, R.P., & Taylor, C.R. (2004) The Race For Talent: Retaining and engaging workers in the 21st century.


The Tools of Employee Engagement WorkshopImprove your organization by learning how to best measure, obtain andsustain employee engagement.

HR Solutions will be hosting “The Tools of Employee Engagement”workshops in different cities across the U.S. this fall. Through the knowledgeof the featured speakers and interactive breakout sessions, attendees will:

• Explore the different measurements available of employee engagement• Learn prove Best Practices on building a culture of true engagement in

an organization• Learn the linkage between employee engagement and strategic

organizational goals.

Featured Speakers Include:Kevin Sheridan — CEO, HR SolutionsChris Dustin — Executive VP, Sales & Consulting, HR SolutionsJennifer Rand — Principal Consultant, HR SolutionsMurat Philippe — Principal Consultant, HR Solutions

ScheduleSept. 25 San Diego, CA

Sept. 26 San Francisco, CA

Oct. 2 Voorhees, NJ

Oct. 3 Boston, MA

Oct. 19 St. Louis, MO

Oct. 24 Dallas, TX

Oct. 25 Houston, TX

Nov. 7 Atlanta, GA

Nov. 8 Tampa, FL

Reg is t ra t ion : 8 :30 am | Workshop : 9 :00 am - 3 : 30pm | Lunch wi l l be prov ided .

$ 2 2 5 p e r p e r s o n f o r r e g i s t r a t i o n 1 5 d a y s p r i o r t o w o r k s h o p d a t e , $ 2 9 5 a f t e r.

For more information, please visit www.hrsolutionsinc.com/tools.htm or call 312.863.6137.

Bring a colleague and receive a $25 Borders Gift Card!**When registering colleague must name the original registrant as the referral

HRSolutions International, Inc.25 East Washington StreetSuite 600Chicago, IL 60602312.236.7170www.hrsolutionsinc.com

in this issue - prwebww1.prweb.com/prfiles/2006/09/20/0000440503/newsolutions...2006/09/20 · oct....

Documents