workplace matters magazine nov-dec 2014

Are Your Employees Satisfied?

Leading from the Inside Out or the Outside In?

Workplace Mental Illness

NOVEMBER-DECEMBER 2014

NOVEMBER-DECEMBER 2014 | MSEC.ORG

ContentsNovember/December 2014

1 A Note From the Editor HR Professional Staffing Services

2 Then & Now: The Future of HR

4 Are Your Employees Satisfied? Custom Opinion Surveys

5 Employment Law Posters Service

6 How to Plan a Stress- Free Holiday Office Party Member Referral Program

7 Leading from the Outside In or from the Inside Out?

8 Photos form the MSEC 75th Anniversary Luncheon

10 Inaugural Nonprofit Leadership Institute Graduation

11 Workplace Mental Wellness

12 Federal Contractors: Your New Burdens

13 Worksite Enforcement Hitting Big Employers 14 Staff Spotlight: Jennifer Kush Member Profile: CSU Global

15 Voluntary Benefits: Why Offer Them?

16 Job Trends Testing and Assessment Services

17 Organizational Development 101: A Primer on OD

MSEC is celebrating its 75th anniversary this year!

We opened our doors in 1939 with 100 member companies.

Today we have over 3,000 members, in 77 industries, representing

nearly a million employees. We appreciate your support and look

forward to serving you for another 75 years.

NOVEMBER-DECEMBER 2014 | MSEC.ORG 1

A Note From the Editor

Lorrie RayMembership Development

2014 has been a fun year for us. Because it is our 75th anniversary, we have looked back to see how much things have changed for employers since 1939. Now, as we bring the year to a close, we look at the future of HR on page two. While you may not be at our 150th anniversary in 2089, we do look forward to continuing to serve your needs. If you were not able to attend our 75th anniversary luncheon, please take a look at the centerfold on page eight for highlights from our 75th anniversary.

MSEC continues to grow and evolve as the world becomes more interesting and complicated for employers. A program we began offering this year was our Nonprofit Leadership Institute. This program helps nonprofit charitable organizations increase their capacity as many of their leaders reach retirement age and begin to exit. Learn more about this program on page 10. Other leadership topics can be found on pages seven and 16.

We are also seeing changes in job trends (page 16), voluntary benefits (page 15), and mental fitness in the workplace (page 11). And regulations continue unabated. If you are a federal contractor, you will want to look carefully at the article on page 12, which talks about how much your world has changed in just one year.

As we move to 2015, we hope you continue to enjoy this publication and that it serves your needs. As always, suggestions are welcome!

Put our 75 Years of EXPERIENCE

to Work for YouMSEC’s HR Professional Staffing ensures you’ll get exactly the help you need to get the job done. Our seasoned professionals specialize in all human resource matters

and are equipped to handle multiple HR responsibilities.

THERE IS NO CONTRACT OR MINIMUM NUMBER OF HOURS.

WE WILL WORK ONSITE, OFFSITE, OR A COMBINATION OF BOTH.

For more information on how we can help, call 800.884.1328 or email [email protected].

NOVEMBER-DECEMBER 2014 | MSEC.ORG2

Then & NowThe Future of HRJames McDonough, HR Research Consultant

To celebrate MSEC’s 75th Anniversary, this “Then and Now” series has explored the evolution of employment law and the HR disciplines since 1939. Perhaps back then, looking into the future, the enormous changes to come in the American workplace would have been inconceivable! Today, looking forward 75 years into the future, changes will continue and undoubtedly take unforeseen directions. Using current trends, informa-tion, and a healthy dose of imagination, let’s gaze into our crystal ball and sketch the future workplace that employers and HR may need to manage . . .

Web Technology: Intuitive, predictive, and highly interactive services have completely changed consumer interface with service providers. Passive services quietly and automatically handle mundane duties; when an appliance needs maintenance or routine repairs, it happens without the owner ever knowing. New business models completely replaced old models such as fast food restaurants completely staffed by robots and drones. 3-D printing is used to create customized necessities from food to clothing to homes. Self-driving vehicles are the only legal form of motorized transport as traffic deaths plummet to near zero. Most urban dwellers use free public transit networks of mini-cars, trolleys, bikes, and drone copters.

Robots: Advances in artificial intelligence and robotics enable machines to replace human labor in blue-collar jobs. Multi-national corporations, governments, and other large employers embrace them. Drones now deliver packages, take out Chinese food, provide security surveillance, and take pet dogs out for walks. “Nanny Bots” quietly hover and monitor behavior at public venues to prevent problems such as overconsumption of alcohol. Many skilled and under-skilled workers alike struggle to find work; social security programs are no longer paid by a greatly diminished payroll tax base.

Big Data: Predictions, based on statistical databases, are routinely used for hiring, promotions, succession planning, etc. Massive worldwide databases rank candidates and match them to various employers (i.e., a global matchmaking service). The “gut feeling” from life experience is tempered by algorithms and statistical models.


Wearable Technology and Surgically Inserted Devices: Employers implement such devices and use them to collect data for employee monitoring and measurement. Body-sensoring technology alerts employers to their employees’ emotional state and offers alternative methods to proceed based on statistical analysis. Employ-ees are subject to continuous, 360 feedback, and measurement in real time. Such methods are considered fairer than other methods lacking such data.

Work Anywhere, Anytime, with Anyone: A nomadic global workforce seamlessly crosses national bound-aries, comfortable with multi-cultural work teams. Virtual reality headsets/booths enable teams to work together in ways that make 2014 video-conferencing seem like hieroglyphs!

Cultural Attitudes: Most Americans demand government intervention in the economy, and live and work in diverse multi-generation communities. A multi-lingual/cultural workplace is “the norm” thanks to translation software and other devices that facilitate communication.

Corporate Culture and Organizational Design: Empowerment and flattening is a reality as most companies are now “crowd sourced;” temporary assemblages of “Indies” (i.e., independent contractors in 2014) freely engage and disengage as projects or personal preferences necessitate. Compensation is based on communal ownership and outcomes, not set wage scales.

Community-Based Economic Localism: In response to mega-corporations’ adoption of high technology and robots, many return to the land, are self-employed as “high touch” entrepreneurs, and in artisanal jobs.

Health Care: Declared a basic human right, access is expanded to truly universal coverage. More data pro-vides predictive capabilities that gain legal stature. Self-serve kiosks provide on-demand care and dispense a wide array of medications. Genetic engineering, bionic devices, and pharmaceuticals have created a vast array of life-enhancing and extending options; retirement becomes a thing of the past as newborn life expectancy exceeds 200 years. Lifelong learning and employment now defines “life/work balance.” Marijuana has long been legal and accepted as a valid drug. Wellness in all forms (physical, emotional, spiritual, financial, etc.) is a basic human right, requiring employers to accommodate and actively support the entire spectrum of human needs.

Environment: Climate changes, recycling, and energy efficiency drive continued changes in business operations. Distance and “virtual” work has reduced facilities and transportation costs; HR professionals now manage and service most employees from a distance. Environmental rights granted to both humans and non-humans (i.e., plants, animals) severely limit development, pollution, and use of all natural resources.

Employment Law: As in 2014, the law reacts and responds to changes. Under pressure from technology, basic human rights expanded to include the right to work. Paradoxically, robots and corporations also enjoy new rights. Big data used by employers is a legitimate tool to predict and justify various employment decisions. Employee privacy rights from enhanced employer monitoring of work and personal activities is controversial and continually debated.

Thanks for joining this imaginary trip to the future! Rest assured that whatever the future brings, you can count on MSEC to continue serving members with top-notch guidance. We look forward to serving you for another 75 years. See you at our 150th anniversary celebration in 2089!


Are Your Employees Satisfied?Brittany Johnson, Custom Opinion Survey Specialist

It is an important question to ask because if your employees are satisfied then they are more likely to:

• Recommend the company to others

• Promote the company where appropriate

• Engage in organizational citizenship behaviors (helping co-workers meet deadlines, etc.)

• Reduce counterproductive work behaviors (absenteeism, etc.)

It is also important to consider that there are certain aspects within the company that the employees can be satisfied with and others that do not please them as much. One of the most effective and direct ways to find this out is to survey them about different aspects within the workplace. An employee survey gives the orga-nization the opportunity to see how employees really feel about important topics such as leadership, satisfac-tion, work/life balance, etc. A survey gives employees a chance to express their opinions on important issues and give the organization an insight to how they are truly feeling about certain aspects within the workplace. This can give the employees a sense of control over potential changes within the organization (if they are linked back to the survey when implemented), which also promotes job satisfaction.

Using an employee survey is an effective method of finding this information out because water-cooler talk and rumors are not always reliable information. By surveying all employees, you can get a good idea of how the majority of them feel about important aspects within the company. This will allow for a clear direction of future improvements as well as empowering the employees to feel that their organization listened to their opinions and considered them. It is also advantageous to hire a third party to conduct your employee survey because it is confidential and anonymous. That way, employees will feel more comfortable answering the survey because the information reported to the organization will not contain who participated in the survey and/or their specific answers.

Overall, organizations can obtain valuable information by using employee opinion surveys and MSEC can help. Not sure how to start with an employee opinion survey? Contact [email protected] to discuss what you would like to include in your survey and review out extensive question library to customize a survey that will meet your needs.

MSEC has been conducting opinion surveys for more than 25 years. Our state-of-the-art software creates surveys that work for your

organization. We can help gather the information, provide a comprehensive report and, data interpretation. For more information call 800.884.1328.


Offers reduced poster prices for federal AND state all-in one posters

MSEC:

Ensures that posters meet compliance requirements

Delivers electronic posters (E-Posters) with an electronic update service

Offers members a low cost update service for federal and state posters

Provides posters for each of the 50 states plus the District of Columbia, Canada, and Puerto Rico

Please visit our Poster page at MSEC.org for more information or email [email protected].

In Spanish too!

NEED YOUR 2015 EMPLOYMENT LAW POSTERS?

Let Us Help!

NOVEMBER-DECEMBER 2014 | MSEC.ORG

How to Plan a Stress-Free Holiday Office PartyTina Harkness, Esq., SPHR, Information Resource Manager

Pre-planning is the key to successful holiday party-ing. Follow these steps and your biggest worry at your holiday party will be whether to chill the wine or just to chill.

Step 1: Manage the MoodMost importantly, take steps to ensure that your event is inclusive and welcoming of all employees, regardless of differences in religion or ethnic back-ground. Then, decide on your guest list. Will your party be a family affair with employees’ significant others and children? Will you invite customers and clients? Be aware that choices like inviting custom-ers and clients, holding your event during work hours, and requiring employee attendance may transform your otherwise voluntary social opportu-nity into work time. Notify employees beforehand that you are looking forward to a great event and that irresponsible behavior or excessive drinking will not be tolerated.

Step 2: Step Away from the Cocktail ShakerHold an alcohol-free event. If you serve alcohol, hold your event at an off-site location with a liquor license or hire professional bartenders. Licensed pro-fessionals will check IDs before serving guests and cut inebriated drinkers off if need be. Limit alcohol consumption and serve plenty of food and nonalco-holic beverages. Avoid self-service alcohol situations. Under no circumstances should alcohol be served to minors or obviously intoxicated employees or guests. Provide alternative transportation home for anyone who has had too much to drink.

Step 3: Take Down the MistletoeAvoid creating a risqué or sexually suggestive party atmosphere. Take down the mistletoe, avoid sexually explicit music or entertainment, and leave any inappropriate gifts at home. While you are at it, turn the lights up to illuminate dark corners and hire coat check people for the coatroom.

Step 4: Work Some Behind-The-Scenes MagicChose a few unlucky attendees to work the party. Instruct them to keep their eyes peeled for the first sign of trouble. Empower them to act quickly to address problem situations like obviously intoxi-cated guests or inappropriate behavior, if they occur.

Step 5: Wind It DownEnd the party early. Close the bar before the end of the party, but keep the food and the dancing going for a bit longer.

Access our FYI Workers’ Compensation: Managing Liability for Recreational, Athletic, and Social Activi-ties at MSEC.org for more information.

6

Share the benefits and value

of your MSEC membership with

colleagues, business partners,

and friends. If your referral joins

us as a member, we’ll treat you to

a $100 gift card. Call 800.884.1328


Leading from the Outside In or from the Inside Out?Krista Rahe, Organizational Development and Learning Consultant

MSEC’s Executive Leadership Program has helped over 100 leaders develop their leadership skills and abilities since 2004. However, the program may include things that many wouldn’t expect from a leadership development program. The program is built on a three-pronged approach, simply put, the “I-WE-IT Model.” The program recognizes that leaders must act as long-term stewards of the organiza-tion’s (IT) best interest, and that leaders are only as suc-cessful as the people they are motivating and developing to achieve results (WE).

What makes the Executive Leadership Program unique in the world of leadership development is perhaps its personal mastery component (I) where participants take an in-depth look at themselves to gain awareness of what drives their leadership. Kevin Cashman in Leadership from the Inside Out describes the best leaders as being driven from the “inside out rather than from the outside in.” This means that they are operating from a place of character, strongly held values, courage, and purpose rather than from approval, image, fear, and force.

Program participants explore when and how they lead from the “inside out” which is essentially leading from authentic self. Although leaders will always have some concern for “persona” (i.e., image and approval), the goal is to increase the amount of time that the authentic self is driving the ship.

Bill George, author of True North and Authentic Leadership weighs in on the subject by recapping that hun-dreds of leadership studies have not unearthed the “perfect leader” profile. However, the results have shown that what great leaders have in common is clarity about who they are and what life experiences have shaped them into the leaders they are now. Program participants also engage in some archeology of their own to find the source of their leading. Bill George says that people want to know who they are following so leaders need to share what who they truly are, what experiences have shaped their leading, and what values they hold as non-negotiable.

A third exploration for participants in personal mastery is an in-depth look at their own values, and if and how those values are alive in their leading. They are then asked to share some of their discoveries with those they lead. Participants often say that personal mastery is the part of the program that is newest to them and most impactful.

Our learning throughout the program is supported by a blended approach of one-on-one coaching, and a yearlong workplace project where participants can apply their new learning. If you are interested, please contact us at 800.884.1328 or email [email protected].


Past and current MSEC presidents: Kerm Darkey, Mike Severns, and Jack Barker.

Hall of Fame Speaker, Steve Gilliland presented the keynote address:

Purpose, Passion and Pride.

MSEC’s held its 75th Anniversary luncheon

last month at the Seawell Ball Room in Denver.

Nearly 400 current members, staff, and past

employees joined us!

MSEC Members Sheila Bugdanowitz, Rose Community Foundation and

Linda Childears, Daniels Fund.


Representatives of long-time members: Brent Broekemeier and Dawn Telesco, Rio Grande Co., Vinnie Johnson Poudre Valley REA, Christi King, Veritiv, Helga Mahaffey Xpedx, Scott Yates Denver

Lumber Co., Richard Hayward Threewit Cooper Cement Co. (Rio Grande, Denver Lumber, Threewit Cooper, and Xpedx

have been members all 75 years.)

MSEC’s leadership team Julie McLaughlin, Kim Koy, Chetter Latcham, Board Chair,

Mike Severns, and Deb Brackney

Mayor Michael Hancock proclaimed September 25,

2014 as MSEC Day. Mike Severns accepts the

proclamation from Chetter Latcham

MSEC members, David Eves, Xcel Energy, Jack TerHar, Sill-Terhar Motors, and Ronald Montoya, Innov8 Solutions


October 15, 2014, was a special day for us at MSEC. The inaugural year of our Nonprofit Leadership Program celebrated with the graduation of our first class. We had 14 participants from 12 organizations who benefitted from funding provided by Rose Community Foundation and Daniels Fund. It is with deep appreciation that we not only thank these two generous foundations, but also thank all of the participants and instructors for their incredible and meaningful work.

After hearing a need to prepare new leaders in the nonprofit community, where a significant number of executive directors are planning to retire over the next few years, we developed this program as a spin-off of our Executive Leadership program and Leadership Academies. It includes training classes, executive coach-ing, and problem-solving sessions, in addition to nonprofit business acumen sessions on subjects including board governance and fund raising. Each participant also undertook a yearlong business project and I was so impressed at the projects they chose. These included developing social media strategy for major international cycling event, campaign planning and analysis report for fundraising events, and changing the mission of an organization to keep it relevant for service users, to name a few.

Participants have expressed much appreciation. One participant said the program “has given me knowledge and tools that help with decision making related to all aspects of non-profit leadership and I am now very confident in my technical understanding of my role as an ED. I bring a new level of expertise to my organiza-tion in the context of financial planning, strategic thinking, leading and developing my staff, leading change, and day to day decision making.”

We are gratified to hear the difference this program is making in the lives of nonprofits and the communi-ties they serve. We are also excited about the 2014-2015 cohort which began on October 28, 2014. We are pleased to announce that in addition to Rose Community Foundation and Daniels Fund, we have three new foundations supporting this program: Boettcher Foundation, The Colorado Health Foundation, and The Denver Foundation. We want to thank them for their support as we begin our second year.

Inaugural Nonprofit Leadership Institute GraduationEvan Abbott, M.A., SPHR, Director of Organizational Development and Learning


Workplace Mental WellnessJames McDonough, HR Research Consultant

Quick, name the number one health care issue that costs U.S. employers about $100 BILLION in lost productivity each year. Heart disease? Cancer? Nope. Mental illness is the leading cause of employee absenteeism, and yet it is often considered a taboo subject. Mental wellbeing impacts pro-ductivity, engagement, and health care costs. The Americans with Disabilities Act (ADA) is also an issue of concern for employers with 15 or more employees.

Many MSEC member calls involve the emotional wellbeing of their employees and uncertainty as to how to handle such situations. Without formal training, there are legal and ethical limits to how an employer may respond. When I researched this topic, I found that there is a large gap in the U.S. response to this challenge. Canada has a national initiative to address workplace mental health. It offers workshops, training, and many free resources on the web. Queens University in Ontario has developed a certificate program to train work-place managers on effective means to manage this issue in their workplaces.

There is no such initiative in the United States, so how do US employers address this issue? Here’s a snapshot of effective first steps gleaned from my review of workplace mental health resources:

Workplace Culture and Leadership: it must be an organizational priority for employees to safely seek and receive help. Leadership is needed to remove any barriers from employees seeking resources.

Empathetic Coaching Skills: Managers need to be trained to effective communicate and coach. This includes recognizing common signs of emotional distress and appropriate responses. Training can prove beneficial to manage performance issues that may result from mental illness.

Employee Assistance Programs (EAPs): If your organization offers an EAP, make it a priority for all manag-ers to know how it works. Encourage and train staff on how to access it; don’t take it for granted that they “can figure it out” for themselves!

Community Resources: If your organization does not offer an EAP, identify community resources that provide low-cost counseling and similar services for employees. distribute a list of such resources for employees to contact on their own.

Major stumbling blocks to avoid include:

Ignoring Problems: This sends the wrong message and is disruptive to your work environment.

Attempting to Diagnose Employees: An employer’s focus must be on work-related behaviors and actions.

Acting as Therapist to Employees Who Ask for Help: Identify boundaries and stick to them consistently.

Discussing Specific Employee Ailments: As with all medical concerns, discussions must remain with those who “need to know.”

Not Listening: Listen carefully to what employees say and ask appropriate follow-up questions if neces-sary to identify opportunities to assist.

For MSEC Library and online resources that may prove useful for your organization, contact me at [email protected] or 800.884.1328.


Federal Contractors: Your New BurdensMelinda Sanders, Affirmative Action Planning Services Managing Attorney

Two-thousand fourteen has seen multiple new federal contractor requirements issued by the White House.

Minimum Wage Increase to $10.10 On February 12, 2014, President Obama signed Executive Order 13658 increasing to $10.10 the minimum wage for certain federal contractors. The order applies to procurement contracts for services or construction; contracts covered by the Service Contract Act; concessions contracts; and contracts in connection with federal property or lands. Going forward, the minimum wage will be revised annu-ally to match Consumer Price Index changes. Any revised wage must be announced at least 90 days before the increase.

Lesbian, Gay, Bi-sexual, and Transgen-der ProtectionsOn July 21, 2014, President Obama signed Executive Order 13672 prohibiting federal contractors from discrimination based on sex, sexual orientation, or gender identity. Proposed rules are expected in the late fall or early winter 2014. Contractors should begin assessing what documents will need updating to include these new classes. Website notices, employment applications, job postings, and employee handbooks are just some of the items that will require updating.

Non-Retaliation for Disclosure of Compensation InformationOn April 8, 2014, President Obama signed Executive Order 13665, which prohibits employers from taking any adverse employment action against employees or applicants because they have inquired about, discussed, or disclosed compensation information.

The order is intended to address the “persistent pay gap” between men and women. Proposed regula-tions are expected in late fall 2014. The National Labor Relations Act already forbids employers from disciplining employees for discussing compensation.

Equal Pay ReportFederal contractors and subcontractors meeting certain thresholds will be required to annually file with the Office of Federal Contract Compliance Programs (OFCCP) an “Equal Pay Report.” The report will require submission of summary compensation data, including data by sex and race.

The rule as proposed applies to prime contractors and first-tier subcontractors who are required to file EEO-1 Report(s), have more than 100 employ-ees, and have a federal contract, subcontract, or purchase order amounting to $50,000 or more that covers a period of at least 30 days (including modifications). Construction contractors, including construction subcontractors of any tier, are subject to the proposed rule, if they meet the requirements described above.A final rule has not been issued by the DOL.

Fair Pay and Safe WorkplacesOn July 31, 2014, President Obama signed Executive Order 13673, which will generally apply to federal contractors with contracts valued at $500,000 or more. Before further federal contractors are awarded, bidders are required to indicate whether there have been any administrative decisions, arbitration awards, or civil judgments against the contractor for violations of 15 specified labor laws. Contractors must update this information every six months. For contracts in excess of $1 million, arbi-tration for claims under Title VII or related to sexual assault or harassment can only be done upon the voluntary consent of the employee or independent contractor.

Navigating these new requirements is difficult. MSEC is here to assist you. Please contact Melinda Sanders at 800.884.1328 or [email protected] with questions.


Worksite Enforcement Hitting Big EmployersChristina Bauer, Immigration Services Attorney

Federal regulatory agencies have been hitting big employers this fall in work-site compliance cases. The actions remind all employers that compliance with the I-9 requirements, including proper use of E-Verify, is an important com-ponent of a well-operated business. This goal needs to be established at the C-Suite level and for all employees responsible for I-9 and E-Verify programs. Organizations need to be alert to the possibility that individuals may engage in private actions that implicate the company.

U.S. Immigration and Customs Enforcement (ICE) announced on September 23, 2014, the largest criminal immigration forfeiture action in its history, estimat-

ing $30,000,000. The target? Five 7-Eleven franchisees and operators in New York and Virginia hired more than 50 undocumented immigrants, gave them stolen identities, and forced them to accept hours and wages which were egregiously below federal standards. These individuals gave false information to the payroll service, and then to the IRS. The owners forfeited franchise rights to fourteen 7-Eleven stores, as well as five houses where the workers lived. They agreed to pay about $2.6 million in restitution for back wages.

In a second case, the U.S. Attorney’s Office in Utah and ICE announced in August 2014 that Grand America Hotels and Resorts entered into an agreement forfeiting $1.95 million and agreeing to institute a compliance plan, at a cost of approximately $500,000.

ICE had previously audited Grand America’s I-9 Forms in 2010. ICE found over 100 who were not authorized to work. ICE agreed to issue a warning notice, and the company agreed to terminate the employees. Shortly thereafter, lower-level employees and managers rehired many of the terminated employees under new false documents and identities. ICE discovered the scheme. Prompt and forceful internal investigation by the company and cooperation with ICE limited the damages. Top executives were not held criminally or person-ally liable. Responsible individuals were fired, and may face criminal and civil prosecution.

Lessons learned:

• I-9 compliance must be reviewed by leadership.

• Leadership must mandate a culture of compliance, including training and strong systems for compliance.

• Company I-9 compliance, including E-Verify and I-9 documentation, must be audited and reviewed by counsel knowledgeable in immigration compliance.

• Policies must demand zero tolerance for actions that violate federal compliance laws while at the same time avoiding employment-related discrimination in individual adverse employment actions on work authorization issues.

• Electronic systems need to be thoroughly evaluated for compliance with U.S. Department of Homeland Security regulations and used intelligently.

When in doubt, contact MSEC immigration attorneys for consultation and guidance.


Jennifer Kush joined MSEC in August 2014 as the Membership Development Executive in the Arizona regional office (ARO). Her sales background focuses on strong customer service

skills and relationship building. She is excited to put her skills and experience to work contributing to the growth of the ARO.

Jennifer has over seven years of sales experience in the technology sector working for what was ADC Telecommunications in Minneapolis, Minnesota. She moved to Arizona in 2002 in search of a better lifestyle that did not include winter. After working in the recruiting and technology sectors, she joined the Phoenix Business Journal’s sales team in charge of growing their advertising sales. In 2013, she was the top sales professional across American City Business Journal’s 40 properties nationwide.

Jennifer enjoys working at MSEC because it pro-vides her the interaction she desires in developing relationships with her clients and team members, and servicing them to the best of her professional abilities. During the week, you will find Jennifer attending many professional organization func-tions developing new membership leads and busi-ness connections. Another advantage for Jennifer is the professional/personal work life balance that MSEC provides to its employees.

Outside of work, Jennifer enjoys ‘quiet’ time at home with her husband and their three daugh-ters (ages 5, 3 and 1.5). When the kids are not a priority, she enjoys a few minutes on patio with her Kindle or on a walk around her Cave Creek neighborhood. A self-proclaimed “amateur Foodie” she is drawn to the experience of dining at Kai at the Sheraton Wild Horse Pass, Elote in Sedona, or The Second Story Liquor Bar in Scottsdale.

Staff Spotlight Jennifer Kush As the first independently

accredited, 100-percent online state university, Colorado State University-Global Campus is

uniquely positioned to help working adults achieve their career

goals. For students looking for a change of career, advancement in their current fields, or simply achieve their goal of completing their college degree, CSU-Global provides a quality educational option with the flexibility that works with today’s busy schedules. Coursework can be completed on weekends, at night, or even on lunch breaks, from anywhere that has an internet connection.

As part of the renowned Colorado State University System, CSU-Global is dedicated to academic excel-lence and encouraging student success in a global society through its flexible, affordable, and innova-tive academic offerings. Its student population has grown to over 12,000 since its first classes in fall of 2008, with students in all 50 states and in 40 countries around the world. It now offers 15 online bachelor’s degree programs, 12 online master’s degree programs, and a number of other programs designed for workplace and personal success.

CSU-Global also offers a tuition guarantee, locking in their already low tuition rates when a student enrolls, ensuring that the cost of tuition will never increase as long as the student remains in good academic standing.

Classes start every month, which allows students to begin working toward their degree as soon as they are ready to do so. Alternative credit options are available to students who can demonstrate subject mastery through exams or portfolio projects, help-ing them to make even faster academic progress.

Located in Greenwood Village, Colorado, CSU-Global employs over 500 staff and adjunct faculty members who are committed to providing the highest level of student support and service. Learn more about CSU-Global and its academic offerings by visiting CSUGlobal.edu or by calling 800.462.7845.

Thank you CSU-Global for being a member since 2010!

Member Profile


Voluntary Benefits: Why Offer Them?Sue Wolf, Surveys

As employers continue to evaluate their benefits package in response to the Patient Protection and Affordable Care Act (PPACA), voluntary (traditional and non-traditional) benefits may play a bigger role in benefit plan designs in the coming years.

The trend toward more focus on voluntary benefits is a result of high-deductible health plans, which shifts higher health costs to the employee. Employ-ers are implementing new voluntary benefits into their benefit offerings such as supplemental medical insurance to assist employees in covering the higher health costs. In addition, employers are expanding the assortment of voluntary benefits offered to allow employees to choose benefits that fit their lifestyle.

A well-designed benefits package can assist com-panies in their ability to attract and retain work-ers. According to an Employee Benefit Research Institute’s 2013 Health and Voluntary Workplace Benefits Survey, more than 75% of respondents indicated the benefits package an employer offers is extremely or very important in their decision to take a job. In another study by TNS Omnibus, 86% of employees indicated it is important to be able to customize their benefits to fit their individual needs.

Traditional Voluntary Benefits: Many employers already offer traditional voluntary benefits such as short-term disability, life insurance, and vision

insurance. In the future, more employers will also begin to offer gap/medical supplement, cancer and critical illness, and hospital supplemental policies to enhance the employee benefits package and reduce potential health care costs the employee may be responsible for without such policies.

Non-traditional Voluntary Benefits: Most of the non-traditional benefits provide employees with benefits they can use year-round to obtain some-thing they need rather than many core benefits that employees only appreciate when they are sick or injured. Some examples of non-traditional voluntary benefits are pet insurance, identity theft insurance, membership discount programs, auto or home insurance, legal services, financial planning, etc.

According to MSEC’s 2014 Health and Welfare Plans Survey, employers are offering the following types of voluntary (traditional/non-traditional) benefits in Arizona, Colorado, and Wyoming.

Organizations should consider designing benefit packages that include core and voluntary benefits to fit the needs of their employee demographics as well as how the benefits fits within the organiza-tion’s overall total rewards program. MSEC will continue to survey the above benefits in our annual Health and Welfare Plans Survey to see if they become more prevalent in the coming years.

Benefits Offered: Arizona(47 orgns.)

Colorado(445 orgns.)

Wyoming(28 orgns.)

Group auto insurance 13% 8% 7%

Group home insurance 9% 6% 4%

Pet insurance 28% 6% 0%

Vision insurance separate from group health insurance 81% 70% 68%

“Gap” supplemental medical insurance 4% 9% 4%

Section 529 education savings plan 11% 12% 11%

Long term care for employee 26% 14% 21%

Long term care for aging parents, spouse, or other relative 9% 5% 11%

Voluntary AD&D 64% 58% 82%

Voluntary Term Life insurance 77% 76% 86%


There is great news in the job market. In a recent address, President Obama announced, “Our busi-nesses have now added nearly ten million jobs over the past 52 months. The unemployment rate is at its lowest point since 2008 – the fastest one-year drop in nearly 30 years.” Also, in the July 2014 Employment Statistics Survey Summary, the U.S. Bureau of Labor Statistics reports, “Over the past three months, employment has increased by an average of 245, 000 jobs per month.”

Research Professor Lee McPheters of the W.P. Carey School of Business analyzed figures from the U.S. Bureau of Labor Statistics to compile this list of the top 10 states for non-agricultural job growth:

North Dakota – up 3.6%

Utah – up 3.2%

California – up 3%

Colorado – up 2.9%

Texas – up 2.9%

Nevada – up 2.7%

Idaho – up 2.6%

Florida – up 2.5%

Washington – up 2.2%

Arizona – up 2.1%

So, in a job market that is quickly ramping up, how do employers find new employees with the skills they need? The success of your organization is based on effective hiring practices that find the right people for the right job. Here are just a few tips:

• Create a website that markets your organiza-tion to applicants who would fit your needs.

• Recruit online in places that talented employ-ees you need are likely to be looking.

• Use behavior-based job interviewing in which candidates describe examples of their skills.

• Conduct appropriate pre-employment screen-ing and testing to ensure you hire and retain applicants with the proper skills, knowledge, and abilities to perform the job.

These are all areas where MSEC can help. Whether it’s a call to discuss HR branding and recruiting online, attending our classes on interviewing, or using our pre-employment screening service, we can help you get what you need. If I can be of any help, just email me at [email protected].

Job TrendsLinda Kinter, Pre-Employment Screening Manager

Hire The Best Testing is the most accurate and

effective method of measuring for ultimate success.

Contact MSEC Testing and Assessment Services and let us help.

Call 800.884.1328.


Organizational Development 101: A Primer on ODEvan Abbott, M.A., SPHR, Director of Organizational Development and Learning

Today’s organizations face many challenges as we all adapt to the changing demands of the workplace. Whether those changes are new technologies, new recruits, new strategic directives, or new workplace environments, each can provide its own set of unique challenges. Employers with a strong competency in Organizational Development are best posi-tioned to survive and thrive as these changes occur.

So what is Organizational Development? Organizational Development (OD) is a field of research, theory, and practice dedicated to expanding the impact of people to accomplish more successful organizational change and performance. Its goal is to transfer knowledge and skills in order to improve an organization’s capacity for solving problems and manag-

ing future change. A developing field since the 1930s, todays OD focuses on aligning organizations with their rapidly changing and complex environments through organizational learning, knowledge management, and transformation of organizational culture, norms and values.

There are a few key concepts to understand when assessing your organization’s competencies in OD.

1. How well do you know your organization’s climate? Organizational Climate is defined as the “person-ality” of an organization. This includes attitudes and beliefs about organizational practices which influ-ence members’ collective behavior. This includes leadership, openness of communication, participative management, role clarity, and conflict resolution.

2. What is the culture of your organization? Culture is a set of deeply seated norms, values, and behav-iors that members of a collective environment share. The five basic elements of culture in organizations include: Assumptions, Values, Behavioral Norms, Behavioral Patterns, and Organizational Artifacts.

3. What organizational strategies do you employ? A common OD approach used to help organizations negotiate change consists of four steps: Diagnosis, Action Planning, Intervention, and Evaluation. Each of these steps supports an organization as it attempts to move through and adapt to change in an inten-tional manner.

Your organization’s ability to effectively maneuver through change can be directly impacted by growing the Organizational Competency within your organization. Contact MSEC to learn more about how we can support these change efforts as well as learning about our 2015 Organizational Development Practitioner Certificate Program.

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workplace matters magazine nov-dec 2014

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