March 2008 by MEAinfo

Employer Insights March/April 2008

President’s Message

We’ve Moved

Adding up MEA’s Added-Value to our Members in 2007

To The Atrium 234 Mall Blvd., Ste. 200 King of Prussia, PA 19406 800-662-6238

Upcoming Events New Public Seminars HR “BOOT CAMP” – Basic Training – KoP 3/5 Conﬂict Management – KoP 3/5 MS Office 2007 – Tips & Tricks – KoP 3/6 How to Lead Effective Meetings – KoP 3/7 Access 2007: New Features - KoP 3/13 Excel 2007: New Features – KoP 3/13 Business Writing: 3/20 Special Focus on Emails - NJ Paid Time Off Plans - NJ 3/25 MS Office 2003 – Tips & Tricks – KoP 3/27 Visio 2003 Professional – Level 1 – KoP 4/3 Successful Business Writing: 4/8 & 4/15 An ESL Workshop (Two days) – KoP PowerPoint 2007: New Features - NJ 4/15 Word 2007: New Features – NJ 4/15 Business Writing: 4/16 Special Focus on Emails - KoP Adobe Dreamweaver CS3 – Level 1 - KoP 4/18 HR “BOOT CAMP” – Basic Training – NJ 4/22 Conﬂict Management – KoP 4/29 Access 2007: New Features – NJ 4/29 Excel 2007: New Features – NJ 4/29

Briefings PA Wage and Hour – KoP Unemployment Compensation - KoP Section 125/Cafeteria Plans – KoP Internet Litigation – KoP Paid Time Off – NJ 401 (k) Plan – KoP Social Security – KoP

3/4 3/6 3/13 3/27 4/10 4/17 4/23

As has been our forte for many, many years, in 2007 we continued to provide a variety of workplace support solutions to our members. In my January 2007 article summarizing our services for 2006 I asked you how you would answer if you were asked what MEA is, or what we do. Given the myriad ways we serve you, it has been our experience that different members know us for different services, and consequently our brand has become synonymous with a multitude of workplace-related support solutions. In 2007 the themes of workplace expertise and workforce excellence continued to surface as the most accurate way to characterize how we serve you.

Jim Devine, President & CEO jdevine@MEAinfo.org

resource services, pre-employment screening and wage and salary survey reports. MEA again helped to develop your workforce with our public seminars, customized training programs, briefings and professional roundtables. We’ve also strengthened our core team to ensure your workplace is supported by adding a full-time recruiter, an in-house compensation consultant and a full-time staff employment attorney in 2007.

In 2008 we will support your workplace with new services. Our surveys will be going through exciting changes as we partner with Your workplace has become so central Mountain States Employers’ Council, the largest of our sister employer to the core of our brand based on how you have asked MEA to support associations. These changes include providing our members with a you, that we have begun to formally streamlined questionnaire and a connect MEA with this concept. simplified data input process. As a We want our members, and our prospective members, to associate our result of this partnership members can expect to find new jobs covered name with your workplace and have by our surveys and improved now coined the phrase “We’re survey reports. all about your workplace” as our new tagline. Our hope is that by providing you with the information that follows, MEA continues to be an extension it will build your awareness of the of your workplace, providing HR and organizational development support breadth and scope of our services, that you rely upon us to provide more and the many ways in which you depend on us to support, and be cost-effectively than you are able an extension of, your workplace. to provide internally. We supported On behalf of our employees, board your workplace with services like members, and business partners, I our employers’ hotline, still perhaps extend our sincerest thanks to you our most widely utilized and wellfor a successful 2007. We appreciate known service, temporary human

please turn to page 2

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We’re all about your workplace!

President’s Message Adding up MEA’s Added-Value

close to 100 various issues in 2007. Call volume increased, however calls came continued from page 1 from approximately the same number of members with about the same your business and your continued variety of issues as in 2006. As you may support of our association and look be aware from interacting with our forward to being “all about” your hotline professionals, MEA is staffed workplace again in 2008. We think with experienced human resources of you, our members, everyday and practitioners with years of workplace look for better ways to support your knowledge to help you resolve workplace needs. So think of us, issues accurately and quickly. Your MEA, as your first go-to resource for feedback last year in our hotline survey workplace support in 2008 and call confirmed the quality of our people. on us often to make your workplace better, more compliant and … we’ll be Approximately 90 percent of members there to answer the call whenever you we surveyed rated the accuracy and thoroughness of information need us. delivered a 4 or 5 out of 5. Over 93 Sincerely, percent of calls to the members we Jim Devine surveyed were returned the same day. In our 2007 Member Opinion Survey, Hotline was rated as the one of the Human Resources top reasons that organizations join Professional Services MEA, and why members renew their Hotline. MEA received over 1500 calls memberships from over 350 member companies on in MEA.

Hotline’s Top Issues: FMLA 154 calls from 84 member companies Termination 96 calls from 61 member companies FLSA 92 calls from 64 member companies Policies 84 calls from 65 member companies Surveys 49 calls from 38 member companies Call topics ranked similarly in 2007 versus 2006, with FMLA the clear winner as the most prevalent issue, up from 125 calls in 2006, and FLSA slipping to number three on the list, down from second place in 2006. Termination-related calls moved up in ranking to second place, however calls on this topic were slightly less prevalent in 2007 versus 2006. continued on next page

We’ve Moved!

Effective Janu ary 28, 2008 to : The Atrium 234 Mall Blvd., um Suite 200 King of of Pr Prus ussi sia, a, PA 19406 800-662-6238

After 40 years on Trooper Road, MEA’s headquarters and training center has relocated to the Atrium building. MEA occupies a 7,000 square foot customized space on the third level of the Atrium building on Mall Boulevard. Across from the King of Prussia Mall. The Atrium, 234 Mall Boulevard, Suite 200, King of Prussia, PA 19406

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Our phone/fax numbers have stayed the same: 800-662-6238 • 610-666-7330 610-666-7866 fax

800.662.6238

President’s Message As you may be aware, during 2007 on Tuesdays and Fridays, MEA was supported by our sister association MRA in Milwaukee, that fielded approximately 225 calls throughout the year. Call patterns and topics generally followed the same level of prevalence of issues as our calls to Valley Forge the remainder of the week. The support from MRA was invaluable and much appreciated by MEA and our members, however with our stronger internal core team of HR consultants we are well-positioned to support our members’ hotline needs independently and have discontinued MRA’s regular coverage schedule. Temporary HR support. MEA’s ﬂexible staffing model enables us to provide seasoned HR professionals to our members for onsite support on a temporary basis. In 2006 MEA deployed temporary HR staff to 3 different member companies encompassing over 1300 hours of temporary HR support. Assignments ranged from interim leave-related backfill support to specific recruiting assignments to ongoing senior generalist support of key management staff. Pre-employment screening. MEA provides pre-employment screening services to our members, including state and federal criminal background checks, reference checking and prior employment verification. In total, approximately 1,700 screens were performed for 62 member companies in 2007, both categories up more than marginally, versus 2006. Our business partner, Kroll, introduced to our members in 2006, continued to provide an efficient, easy-to-use webbased interface to which our members have responded very positively. Briefings/Hot Topics. MEA again conducted 25 briefings in 2007 as we did in 2006, with a broad range of topics from PA Wage Administration to Handling Pandemic Virus Issues.

Approximately 252 members participated in our briefings in 2007. Training & Organizational Development Solutions Public Training . In 2007 you called on MEA to develop your employees in greater numbers than in 2006. MEA conducted more than 150 public seminars in 2007 for over 1600 attendees, up 11% and 23% respectively. Over 350 of our members sent their employees to MEA’s training programs in Valley Forge, PA and Mt. Laurel, NJ, a 16% increase over 2006. We offered certificate programs in the areas of Supervisory Skills, Customer Service, Administrative Assistant, Human Resources, Health and Safety and Sales and Sales Management, and issued 30 certificates to our members’ employees. MEA again offered registration through our website www.meainfo.org , and through our 800 number (800-662-6238). In 2007 approximately 75% percent of our participants registered via our website and 25% percent registered by phone, email or fax, about the same level of volume respectively as in 2006.

member companies as groups in 2007 and now service group policies covering over 773 employees within our membership. Groups covered include a full range of employers such as small medical practices up to larger employers with over 100 employees. In 2007 MEA introduced our exciting new 401(k) offering. We partnered with The Standard to create this unique plan for our valued members to address two frequent issues – employees not saving enough and employees not investing correctly. The Standard is an A+ rated company with over 15 billion dollars in assets. MEA’s “Mainspring” 401(k) is a Multiple Employer Plan that features: low administrative and investment costs, no broker or agent commission, award-winning record keeping services, unparalleled advice alternatives (independent, guided or managed) and leading edge internet technology for both participants and plan sponsors.

Wage Surveys As is our customary practice, we produced 15 standard surveys for Customized Training . We expanded our members in 2007, up from 14 in our depth and scope of customized 2006. Over 275 member companies programs over the past year, responded to one or more surveys delivering 15 different topics to over this past year, providing MEA with 60 member companies in 2007, valuable updates on wages for the about a 10% increase over 2006. positions covered by our surveys. On Among the many programs average, members responded to 4 completed were: Supervisory Skills, survey data requests, meaning that Critical Conversations, Six Sigma, we provided about 1,100 surveys to Gap Analysis, Performance Appraisal, participating member companies Computer Skills, Managing Change, this past year. We make our surveys Understanding Your Impact as a Leader, available to non-participating Avoiding Harassment, Interviewing Skills, members as well as non-member and Leadership Development. companies, and in 2007 fulfilled 94 total survey orders to non-members. Employee Beneﬁts Services MEA is appointed as a broker for the major insurance carriers in our region. In 2007 we provided plan design, enrollment and claims support for health, life, disability and other insurance services to 50 of our member companies. We added 6 new www.MEAinfo.org

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Membership

Welcome New MEA Members! The Training Resource Group – Philadelphia, PA – Sales training provider First Montgomery Group – Marlton, NJ – Property management Delaware Hospice – Wilmington, DE – Home health care services Associated Specialty Contracting – Aston, PA – Specialty contracting Avid Radio Pharmaceutical Inc. – Philadelphia, PA – Molecular Imaging company Synergis Technologies Inc. – Quakertown, PA - Software development, sales & value- added services ISA Consulting - Blue Bell, PA - Computer consulting services Fairmount Automation, Inc. - Newtown Square, PA - Manufacture & design electronic controls.

MEA Works to Improve Our Salary Survey Process and Product MEA is excited to announce that our survey process is being modified to improve the efficiency and ease of data entry. Our goal is to make the data collection process as convenient as possible for our members. In addition, the look of the survey will change. We will be adding more useful information such as bonus and total compensation data to a greater variety of positions. While we will be keeping all of our job codes the same, we will be adding some new jobs, a request of our members.

We encourage all members to participate in the surveys – the more data we collect, the greater the validity of the data and the more money you save (the participant fee of $50 is significantly lower than the cost to purchase the surveys as a non-participant). Please look for emails and other communications from our survey team, and call us if you need assistance during the process.

Surveys, Surveys, Surveys!

MEA On The Move Jim Devine, President & CEO, presented Effective Public Speaking to 20 attorneys of the Montgomery County Bar Association in Norristown, PA, on December 18, 2007. The seminar featured examples of great public speaking via audio and video clips and discussion was conducted on preparing and delivering effective presentations. Jim also attended the Main Line Chamber of Commerce Economic Forecast Breakfast on January 8, 2008 as a guest of Kevin Nicholson of Walsh Nicholson Financial Group in Wayne, PA. The event was held at the Philadelphia Country Club in Gladwyne, PA and the keynote speaker was Charles I. Plosser, President & CEO of the Federal Reserve Bank of Philadelphia.

Beth Ann Mazza, Membership Ambassador, attended the 2008 Economic Outlook Breakfast co-sponsored by the Greater Philadelphia Chamber of Commerce and Sovereign Bank on January 9, 2008 at the Park Hyatt Philadelphia at the Bellevue. The keynote speaker was Mark Zandi, Ph.D., Chief Economist & Co-Founder, Moody’s Economy. com, Inc. followed by a panel discussion. Clara Console, Director of Membership, Organizational Solutions and Marketing and Beth Ann Mazza attended the BioScience Partnership Quarterly Meeting on January 16, 2008 at the Pennsylvania Technology Center in Doylestown, PA.

The National Sales Compensation and Practices Survey and the National Wage and Salary Survey are available for purchase. Go to the MEA website at www.meainfo.org under Employer’s Surveys, or contact research@meainfo.org for more information.

Nancy DuBoise, Employment Attorney, presented What Every Supervisor Needs to Know About Employment Law at the TriCounty Chamber of Commerce in Pottstown, PA on January 17. Beth Ann Mazza also attended to give the attendees a brief overview on the benefits of MEA membership.

Membership Facts & Figures MEA’s 2007 Wage & Salary Survey Report published this past summer indicated that among Managers and Supervisors pay for 2007 rose 2.6 percent, less than the 4.3 percent raises managers and supervisors brought home in 2006. Frontline plant supervisors took the biggest hit, a drop of 7.2 percent in pay. Regulatory-affairs managers were among the gainers, adding 18 percent to earn $75,731 per year. 4

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Membership

Seated Left to Right at the signing of the Employee Stock Ownership Plan are NewAge Industries’ Board Members John Gallagher, Ken Baker, CEO and Ray Baker, Founder.

Member Case Study

New Age Industries by Beth Ann Mazza, MEA Membership Ambassador New Age Industries, a multi-million dollar manufacturer of plastic and rubber tubing and hose, as well as a master distributor of fittings, clamps and accessories, became Employee Owned in January of 2006. Called an ESOP (Employee Stock Ownership Plan), the program involves the selling of 30% of the company through shares of stocks to its employees as part of their retirement benefits. “This has been a goal for a number of years,” says CEO and majority shareholder Ken Baker.” “I’ve been seriously thinking about the concept of work and what makes a happy worker.” Baker said, “I wanted to find a way that work wouldn’t be a burden.” That’s when Baker decided that one of the best ways would be to reward the employees on the profits of the company. New Age Industries first implemented Gain Sharing, a program that shares the profits with its employees over a certain point. “It gave employees a piece of the action,” Baker said, “and control of their own income.” There were good years and bad years according to Baker, but he found that it created a positive working environment and it naturally fostered accountability. So, in 2006 when NewAge Industries was “back on the growth path”, Baker thought that this would be an opportune time to try ESOP. “If you have ownership, you care for things differently and tend to be more passionate.” “The ESOP has created a new sense of pride and increased morale,” Baker states. “It’s a win-win situation!” According to Baker, in the Ownership Society, it has been proven that ESOPs out-perform other forms of ownership by 8 to 10%. Baker, who watched his father Raymond Baker, past CEO, build the company, states that one of his proudest moments in the history of New Age Industries was just this past year when he got the opportunity to report the results of the ESOP for the first year. The company held a dinner for the employees and their spouses. Baker stated, “It gave us another opportunity to communicate what an ESOP is and how we could make it grow and the impact that it could have on their future.” According to Baker, New Age Industries experienced 58% growth in one year! “One of the warehouse guys came up and gave me a big hug!” Baker said. “It was a simple moment.” Celebrating 50 years of service, NewAge Industries was started back in 1954 by Raymond Baker, a Singer Sewing Machine salesman, who had an idea and a dream. Through years of hard work, entrepreneurial spirit and determination, Raymond Baker built NewAge Industries. Today, with its corporate and state-of-theart manufacturing headquarters in Southampton, PA, New Age Industries continues to bring excellence in service and high quality in products to its customers across the globe. In just one year, New Age Industries will manufacture enough tubing to go halfway around the world! www.MEAinfo.org

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Employee Benefits

Automatic Enrollment for 401(k) Plans By Janie Oehlert, MEA Manager of Employee Benefits

As more and more studies show that employees are not saving enough for retirement, many employers are considering automatic enrollment into their 401(k) plans. The Pension Protection Act of 2006 (PPA) enhanced an employer’s ability to institute automatic enrollment. • ERISA was amended to “preempt” state laws that restrict a plan’s ability to use automatic enrollment. • The Internal Revenue Code was amended to add a design-based safe harbor for automatically enrolled plans for plan years beginning after December 31, 2007. • For eligible automatic-enrollment plans, “erroneous automatic contributions” can be returned to participants within certain guidelines (listed below). Automatic enrollment can be implemented for safe harbor as well as for non-safe harbor plans. The table below outlines the differences between the two. Non Safe-Harbor Auto Enroll

Safe-Harbor Auto Enroll (plan begins after 12/31/07)

Deemed Deferral Election

Yes, applies unless participant opts out or selects a different %

Does this deemed election have to be a certain % of pay?

Yes, must be between 3% and 10% of pay

Is there a grace period?

Yes. Allows for withdrawals requested within 90 days of first deemed deferral

Yes. Safe Harbor allows for withdrawals requested within 90 days of first deemed deferral No. The deemed election must apply to new hires AND other employees who were previously eligible but failed to make an affirmative election to defer or opt out

Can this deemed election only be applied prospectively to newly eligible entrants?

Yes

Are there automatic deferral rate increases?

Yes, must increase by 1% per year at least 6% of pay

Is there any required employer contribution?

Yes, a match of 100% of 1st 1% deferred and 50% of next 5% deferred OR a profit sharing contribution of at least 3% of pay

Are there any vesting requirements?

Yes, employer contributions must be vested after 2 years of service

Does ADP/ACP testing apply?

Yes

No. ADP, ACP and top heavy testing not required

Is there any annual notice requirement?

Reasonable time (30 days) prior to beginning of plan year

No. ADP, ACP and top heavy testing not required

How are these contributions invested?

Designation default fund. Employee may make a subsequent election to transfer out of this fund.

Designated Qualified Default Investment Alternative. Use of the QDIA extends 404(c) fiduciary protection if certain notice requirements are met. Employee may make a subsequent election to transfer out of this fund.

If you would like more information on automatic enrollment and whether it is right for your company, please contact MEA’s Employee Benefits Services Department at 800-662-6238 or benefits@meainfo.org. 6

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Employee Benefits Paying too much for your current 401(k) plan? MEA is excited to partner with The Standard to offer the MEA “Mainspring” 401(k) Plan to our members. Whether you already have a 401(k) Plan in place or thought you couldn’t afford to offer one, MEA’s plan could be a perfect fit for your company. The MEA “Mainspring” 401(k) Plan offers: • low administrative and investment costs, • no broker or agent commissions, • award-winning recordkeeping services, • unparalleled advice alternatives, and • leading edge internet technology for both participants and plan sponsors. Give the MEA Employee Benefits Department a call today for more information. As an MEA Member, you can receive a free evaluation of your current plan expenses to see how they compare to the MEA “Mainspring” 401k Plan.

Basics of Employee Benefits Tuesday, March 25, 2008 • 9am-1pm MEA’s NEW King of Prussia Training Center

234 Mall Boulevard, Suite 200, King of Prussia, PA 19406

What recent attendees have said about this class: “I do benefits orientations for new hires, so I was able to glean lots of new info to share.” “Knowledgeable presenter, well organized.” “Way knowledgeable.” “This is one of the best seminars I attended at MEA.” “The vast knowledge presented on the topic will be beneficial for my future.” Other Upcoming Employee Benefits Events: 3/13/08 – 9:00-10:30 a.m. NEW! Top 10 Compliance Pitfalls of Section 125/Cafeteria Plans 4/17/08 – 9:00-11:00 a.m. Evaluating the Effectiveness of Your 401(k) Plan – Being Offered at No Charge to MEA Members All three events are approved for HRCI credits. Contact MEA’s Employee Benefits Services Department for more information. Register on-line at www.meainfo.org or at registration@meainfo.org.

EAP Corner I think supervisors are sometimes too worried about getting involved with the personal problems of employees. As a result, they appear impersonal and employees recognize it. This compounds problems because employees think the supervisor does not care about them. Am I right? There is a difference between getting involved in an employee’s personal problems and being supportive. A supervisor does not have to behave in a detached and aloof manner to keep from getting involved with the employee’s issues. The challenge comes when a personal problem appears simple or understandable to the supervisors. It is then tempting to offer advice, despite unknown dimensions to the problem that might exist. The other part of this challenge comes from employees who want the supervisor involved in their problems. These employees desire a different type of relationship with their supervisors – ones that meet their personal needs. Supervisors should resist, as it is important for them to understand that meeting personal needs and going beyond their normal role will almost always interferes with managing productivity later. To learn more about implementing an EAP at your company, please contact the MEA Benefits Department at 800-662-6238 or send an email to benefits@meainfo.org.

For Your Benefit: If you have a simple Premium Only Plan (POP Plan) or a Flexible Spending Account (FSA) that has been in place for a few years, you may want to consider securing an updated Plan Document and Summary Plan Description. Companies managing these services on their own also need to be aware that IRS regulations require discrimination testing on the plan be completed each year. If you have any questions or need assistance with plan documents, please contact MEA’s Employee Benefits Services Dept. at 800-662-6238. www.MEAinfo.org

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Human Resources

Finding the Right Employee

By Kathy Muscarella, MEA Senior HR Consultant • One of your employees just resigned – now what? • Your department is so “jammed up,” you can’t see the forest through the trees. • Your department has been limping along, waiting for one of your employees to return from leave, and you just learned he/she won’t be returning. If any of these situations strike fear, you are not alone. Even the most seasoned managers dread the thought of finding a new employee, and everything the recruiting process entails. Luckily, with a little planning, it doesn’t have to be so painful. Where To Start Begin by asking yourself a few questions: • Do we really need this employee, or can we look at alternatives? • How do I find the right candidate? • How will I know if he or she will be a “good fit”? • How can I be sure that he or she will stay? Once you decide that a new hire is your best option, map out a strategy to help guide your efforts. Just as you wouldn’t launch a new product without a marketing plan, you shouldn’t begin your recruiting efforts without a game plan. Needs Assessment As the hiring manager, it’s important that you determine the core competencies and skills required for the position. While the job description lists the requirements of the position, don’t forget those “soft” skills that may not fall within the job description. Do you need a self-starter or someone to take directions? Should the candidate enjoy completing repetitive tasks or diverse duties? Should the candidate have a creative side or follow an established procedure? Sourcing Next, determine the best places to find qualified applicants. You may be able to post the opening internally, use your existing employees for referrals, or do some of your own networking. Externally, you can 8

contact professional associations, and/ or post the position with state services, on an Internet job board, or in print advertisement. Resume Screening Know what to look for in the applicant’s documents. Is the application/resume complete and accurate? Are there “gaps” in employment? Are the applicant’s education and salary requirements in line with your position? Does the applicant’s experience match the needs of the position?

candidate, and your own personal preferences. If working in a team is important in the position, a group interview allows a team to determine if the candidate would be a good “fit”. Behavioral interviewing asserts that the most accurate predictor of future performance is past performance in a similar situation. Skills-based interviews, such as auditions, take the candidate through a simulation or brief exercise and allow you to assess the candidate “in action”.

After the Interview Once you’ve completed the Telephone Pre-Screening interviews, how do you decide Develop a Telephone Screening who is the best candidate to fill the Summary to ensure that the applicant position? If you’ve conducted group understands the position for which interviews, collaborate with the other he has applied. Review the days and interviewers to get their opinions. If hours required, the location, and the you’re still undecided, you may want applicant’s salary requirements. While to conduct follow-up interviews speaking with the applicant, assess his with the top candidates to confirm or her verbal communication skills. your initial impressions. Be sure to complete reference checks, and Interview Preparation consider whether a background check Prepare an agenda for the interview, is appropriate. Work with your Human utilizing the job description to help Resources Department to develop you develop questions. Use opena job offer that is competitive and ended questions to allow you to consistent with your organization’s determine a candidate’s suitability compensation strategy. for the position. Be sure to keep your questions focused on the How to Retain Employees requirements of the job, and steer Research shows that one of the clear of any topics that are not related key reasons employees leave their to the qualifications of the position. positions is due to the performance Keep in mind the corporate culture of their managers. Managers play and your department’s “personality” a critical role in setting the tone for when conducting interviews. the work environment, as well as Remember, the interview begins the promoting satisfaction among their moment the applicant enters your employees. As a manager, you building, so non-verbal cues (body should remain pro-active, making language) and casual conversation are yourself available to your employees. all part of the interview process. Be an effective communicator and positive role model. Recognize Style of Interview The style of interview you use depends employees for jobs well-done and bring fun into the workplace! on what position you’re trying to fill, what skills you’re looking for in a

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Human Resources

MEA’s Recruitment Desk If you are like many MEA members, you prefer to outsource the early stages of the employment process. You know how time-consuming the process is and how it can easily become sidetracked by other organizational priorities. You may prefer to leave recruitment to the experts and focus your time and effort on the final decision process. Rely on MEA for support in all aspects of the employment process, including: • Sourcing • Background & Reference Checking • Interviewing • Placement • Pre-Employment Testing and Assessments For more information regarding MEA’s Recruitment • Drug Screening Desk, please call MEA HR Services at 800-662-6238 • Skill Testing and ask for Kathy Muscarella. • Personality Assessments MEA’s Recruitment Desk offers services that cover all types of exempt and non-exempt positions, including executive and HR recruitment. Our professionals can tailor a plan to suit your needs and preferences. We are cost effective - billing for actual project time and costs rather than by percentage of salary. • Our members are highly satisfied with our service. • They benefit from our knowledge of multiple recruitment sources that produce quality applicants. • They know that MEA’s knowledge of regional compensation data helps them negotiate competitive hiring packages with applicants. • They appreciate MEA’s consistent communication and coaching during the recruiting process.

Hotline Q & A Q

I have an hourly non-exempt employee who will be required to travel overnight over the weekend to visit a client site. She has already worked 40 hours in this workweek. Am I required to pay for her travel time and pay her overtime for the time she works, or can I give her extra comp time off the following week?

There are two issues here: (1) when overtime should be paid, and (2) when travel time counts as “hours worked.” First, you are required to pay for an employee’s travel time when it cuts into an employee’s workday since the employee is substituting travel for other duties. Further, such time is considered “hours worked” not only on regular working days during normal working time, but also during the corresponding hours of non-working days. However, time spent in travel away from home outside of regular working hours as a passenger on an airplane, train, boat, bus, or automobile is not considered time worked. For example, if an employee regularly works from 9:00 AM to 5:00 PM from Monday through Friday, any time she spends traveling during those hours on Saturday and Sunday, as well as on weekdays, is work time. Time spent traveling as a passenger on an airplane from 6:00 AM to 8:00 AM either on Monday or over the weekend however, is not work time. Once the employee reaches the hotel, her time is no longer counted as work time. Her hours begin again the next day once she reaches the client work site. As far as overtime is concerned, you must pay overtime for all hours worked in excess of 40 in a workweek. The Fair Labor Standards Act does not permit comp time for non-exempt employees. When calculating the start of overtime, it is important to take note of your workweek. The workweek must be defined as a regular seven-day period (e.g. from 12:01 AM Sunday through midnight the following Saturday). Using a Sunday to Saturday example, if your hourly employee is traveling over the weekend, all hours through Saturday would be counted on the first workweek and time and a half overtime would be paid after 40 hours. The hours on Sunday would not be paid at the overtime rate because they would be hours worked at the beginning of the subsequent pay period in which the employee has not yet worked in excess of 40 hours. MEA Hotline: (800) 662-6238 www.MEAinfo.org

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Human Resources HR Policy Pointer:

Did you know that you are not permitted to keep all employee data in one central file, but that you must create separate files for medical, benefits, and other sensitive information? Following is a list of the type of data you should keep in each file: Personnel File: • Application (signed by the employee) • Résumé • Records of reference checks • Records of Criminal Background Checks • New hire paperwork • Direct deposit • Authorization for a deduction or withholding of pay • Emergency contact information • Offer letter or employment contract • Employee handbook signed acknowledgement • Harassment policy acknowledgement

• Signed confidentiality policy • Performance evaluations • Training records • Disciplinary documentation (including, but not limited to, documentation of verbal warnings, copies of written warnings, and termination records) • Attendance records • Documentation regarding dates and reasons for leaves of absence • Vacation/paid time off, other personal time off, sick leave and leave under the Family and Medical Leave Act (FMLA)

Medical/Beneﬁts File: • Insurance (e.g., health, dental, life, disability) and benefit (e.g., 401(k) Plan, pension, profit sharing) enrollment forms and claims information • Any medical exam information for new hires and/or current employees • Drug and/or alcohol testing-related documents • Worker’s compensation records • Medical documentation for FMLA leave and other types of leave related to an employee’s medical condition. Actual dates of the leave (attendance records) should also be kept in the Personnel File • Records relating to return to work medical evaluations, medical work restrictions, and reasonable accommodation Payroll File: • Paperwork related to garnishments, loans or advances from the company • Employee time cards/sheets • Records that include name, address, date of birth, job title, and pay rate and the dates of applicable pay changes • Work schedules • Documentation identifying race, ethnicity, or veteran’s status that the employer must maintain for purposes of completion of the annual EEO-1 form (for all employers with 100 or more employees and all federal affirmative action employers), Vets 100 form (for employers with a federal contract), or federal or state affirmative action programs I-9 Forms File: • I-9 forms for all employees should be maintained in separate file for all current employees, alphabetically (not required, but recommended) • Previous employees’ I-9 forms should be retained in a separate file for a minimum of three years following their termination Other Separate Files: • Union documentation: Dues check-off information, membership cards, grievance information, any collective bargaining agreements, and other union-related documentation • Information regarding workplace accidents and injuries: OSHA logs and forms, annual summaries, and all First Report of Injury forms

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Training & Development Human Resources

Reading and Writing Skills: Deficiencies in the Workplace

By Clara Console, MEA Director of Membership, Training and Marketing Part of my job at MEA is to keep our members informed of training trends and issues affecting employers. A recent report published in November 2007 by the National Endowment for the Arts concludes that employers ranked reading and writing as the top deficiency in new hires. The study, “To Read or Not to Read,” was based on a variety of data sources including a 2006 report by the Conference Board titled “Are They Really Ready for Work?” which concluded that today’s American workforce is “woefully illprepared for the demands of the workplace.”

implications. Workers who lack these skills earn less and have higher unemployment rates. Productivity in the workplace is thus affected. With the number of Baby Boomers retiring and employers needing to fill those spots, finding new hires with good communication skills is a daunting task. It is important for employers to look at their workplace needs from both strategic and tactical perspectives. Investing in the training of your workforce for the long-term is just as critical as investing in the day-to-day skills needs of employees. When you are looking to prioritize your training dollars and connect them to your strategic plans, consider investing in the reading and writing skills of your workforce. This training can support both strategic and tactical goals, and the investment will not only help your employees produce and communicate better in the short-term, but the longterm affect will be priceless. Any future training will take better hold and productivity will increase, thus giving you the return on investment you should be experiencing.

From the time my family and I immigrated to the United States in 1970, from Lima Peru, I was taught that in order to succeed in this wonderful country, I would need to speak, write and communicate well in English. Having been involved with several programs throughout my career that involved advising business people and parents about the needs of the workforce, this issue is near and dear to my heart. It disheartens me to know that employers are having to invest even more training dollars to compensate for what the American school system is not providing: a pipeline of basic skills educated graduates ready to face the challenges of the workplace. In many cases, employers are faced to seek employees offshore. Although there are numerous federal and

state-supported programs dealing with the workplace skills crisis, the problem of finding employees with good basic skills in growing. The decline in Americans’ basic reading and writing skills has demonstrable social, economic, cultural, and civic

Peer Group Roundtables Human Resources (NJ) Health & Safety

3/13 4/8

Tips of the Trade: Create a Carrot Culture! If you don’t know how, read the book, The Carrot Principle, by Adrian Gostick and Chester Elton. Gostick and Elton based their ideas on the results of one of the most extensive management studies ever undertaken covering 200,000 people. This book offers guidance as to how to use rewards and recognition to maximize human potential. According to the study, managers need to have the “Basic Four” managerial and leadership skills, but adding recognition to the mix will be the accelerator that motivates employees to become more loyal and productive, thus adding to your bottom line! www.MEAinfo.org

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Leader to Leader

Driving Our Mission Forward: MEA Welcomes New Board Members

We continue to build on our principles of sound governance and strategic oversight By Jim Devine, MEA President & CEO According to the Nonprofit Governance Index 2007 published by BoardSource, a leading resource for CEOs and non-profits based in Washington, DC, when selecting board members CEOs listed commitment to mission most frequently (61% of the time) when identifying their top three criteria for ideal board candidates. That was followed by ability to network (40%), professional skills (37%) and willingness to serve (32%). Interestingly when board members were polled as to their top considerations in deciding to join a board, they listed “fit of the organization’s mission with personal interests/beliefs” 80% of the time as their top pick. Mission, then, is the key priority at least as far as the priorities of the over 1,100 CEOs and 1,000-plus board members who participated in BoardSource’s survey are concerned. MEA’s board approved the nomination of four new board members in December, 2007. A brief description of their background information follows. We are excited about their collective experience and presence in the community, and the strengths and qualities identified as top priorities in BoardSource’s survey they each possess. Most importantly is how deeply I know they are committed to MEA’s mission*. Please join us in welcoming them to MEA. For a complete list of the MEA Board Members, please see page 19.

Jeffrey P. McFadden CCM General Manager & COO Union League of Philadelphia Since his arrival in 1998 to the Union League, Jeff has grown top-line revenues from $7.5 million to over $25 million dollars. He is currently overseeing a $55 million dollar capital investment Master Plan in anticipation of the club’s 150th Anniversary in 2012. In 2006 the League was honored as a top ten Platinum Club of America“. Mr. McFadden graduated with honors from Cornell University’s School of Hotel Management and currently serves as a Board member of the following organizations: Avenue of the Arts, Inc. Club Managers’ Association of America Cradle of Liberty Council – Boy Scouts of America Philadelphia Club Foundation Roman Catholic High School Widener University School of Hospitality

Nissen Isakov Founder & President LCR Electronics, Inc. Norristown, PA Nissen Isakov is the founder and President of LCR Electronics, Inc, an –Jim Devine international company specializing in EMI (Electro Magnetic Interference) Filters, Electronic Controls, Backplanes and Military Subsystems servicing both the Commercial and Military *MEA’s mission is to provide professional, market sectors. cost-effective human capital workplace He established LCR Electronics, Inc. solutions that enable our members to in December 1985 after closing focus on their core competencies and his business in South Africa and achieve their business goals immigrating to the United States. To 12

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support his commercial customers with operations in Asia, LCR established a Wholly Owned facility (LCR Electronics (Kunshan) Co., Ltd.) in China in 2003, which services both the export and domestic Chinese commercial markets. Mr. Isakov is a graduate of the University of Pretoria, South Africa in Electrical Engineering and is a long standing member of the IEEE, The World Trade Center of Greater Philadelphia (WTCGP), The Alternate Board (TAB), Golden Slipper, various CEO round tables and peer groups. He is a founding member of the CEO China Club and sits on the advisory council of the WTCGP. Rick Silliman President Penn Chesapeake Advisors, Inc. Wayne, PA Rick Silliman has worked as a full time 401(k) advisor since July of 1984. Penn Chesapeake Advisors, Inc. is a registered investment advisory firm, registered to conduct business in the states of Pennsylvania, New Jersey, Delaware, and Maryland. The company’s mission is to provide independent and unbiased advice to plan sponsors and plan participants. The goal is to advise plan sponsors on the practical utilization of technology and administrative structures to insure efficient and cost effective plan operations. A graduate of Washington College, Mr. Silliman has spoken frequently on many aspects of 401(k) plans. He has also been accredited to provide continuing education for accountants through the PICPA. please turn to page 19

From Beyond the Region

What Makes You Unique?

by Lynne Goede, Manager of Member Development, The Employers’ Association, Grand Rapids, MI If you were to ask your key customers why they continue to do business with you, what would they say? Would they talk about the product that is superior, the delivery speed and accuracy, the price you charge, the convenience of placing an order, or the customer service they receive? Companies are finding what differentiated them in the past no longer applies. Factors such as price, features, and buying convenience have become commoditized. In the book, Building Great Customer Experiences, it cites a study in which 95% of senior executives say that the customer experience is the next competitive battleground.

What is a customer experience? If you start at the very beginning of what a customer sees, hears, feels when he begins doing business with you, you will identify those key “moments” in which you have an opportunity to create a “wow” experience. When a customer goes to your website for the first time, how quickly can she find what she’s looking for? When they call your company, how are they greeted, how many times are they transferred, how long are they on hold? When they drive into your parking area, is it easy to find the visitor entrance, is it a long walk, how are they greeted when they enter (or are they greeted?), are the sidewalks safe (free from ice, snow)?

A customer experience is composed of both physical and emotional attributes. Almost 70% of customers surveyed said their emotions accounted for over half of their customer experience. Unfortunately, 44% of these customers said the majority of their experiences were bland and uneventful. Companies today would do well to examine the experience their customers are having and do what they can to create an experience that, far from bland and uneventful, is exciting and memorable.

Grand Rapids, MI

MEA is part of the Employer Association Group (EAG), which consists of 66 employer associations across the country. If your company has an oﬃce in another region and you’d like more information about this network, please contact Joanne Powell at jpowell@meainfo.org. www.MEAinfo.org

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Legal Brief Checking Up on Your Prospective Employees: An Employer’s Guide to Conducting Background Checks By Nancy DuBoise, MEA Employment Attorney In 1979, Marilee Jones applied for an entry-level job in the Admissions oﬃce at the Massachusetts Institute of Technology (MIT). Ms. Jones rose through the ranks at MIT and eventually became its Dean of Admissions. She published a book entitled “Less Stress, More Success: A New Approach to Guiding Your Teen Through College Admissions and Beyond”, and traveled the country promoting the book and the subject. She was highly respected on the MIT campus, and received the MIT Excellence Award for Leading Change. Over the years, Ms. Jones had \represented that she had earned degrees from three different institutions in upstate New York: Albany Medical College, Union College, and Rensselaer Polytechnic Institute. In early 2007, it came to light that Ms. Jones had lied about her educational attainments, and in fact had not earned a degree at any of the schools she claimed to have attended. In fact, she had not obtained a degree from any institution at all. Shortly after these facts were exposed, Ms. Jones resigned her position at MIT, after almost three decades of employment there. Are you conducting background checks on your prospective employees? Do you take steps to verify the accuracy of the education and work experience described on their employment application? Do you check to see whether they have a criminal record? If your answer is “yes” to any, or all, of these questions, you are part of a large (and growing) segment of employers who use background checks during the hiring process. According to a 2007 survey, 79% of employers use background checks during their hiring process, and 51% have increased their use 14

of background checks over the last five years. Both federal and Pennsylvania law apply in the context of background checks. The federal law (Fair Credit Reporting Act, “FCRA”) permits an employer to conduct a general background check into an applicant’s credit history, general reputation, and mode of living when it is done for employment purposes. The background check is only permitted, however, if there has first been: • Written disclosure by the employer (or the agency conducting the check for the employer) that a background check will be conducted, and • Written authorization by the applicant giving permission to conduct the check. If the employer ultimately decides not to hire the applicant based, at least in part, on the background report, the employer must provide the applicant a copy of his/her consumer report as well as a written summary of his/her rights under FCRA. These documents must be provided to the applicant prior to the employer taking adverse action (i.e. rejecting the applicant), so that the applicant would have time to challenge or correct any aspect of the report he/she believes is mistaken before losing an employment opportunity. The Pennsylvania law contains certain limitations on an employer’s use of criminal histories. In Pennsylvania, the employer may not consider arrest records at all. Felony and misdemeanor convictions may be www.MEAinfo.org

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considered, but only to the extent they relate to the applicant’s suitability for the position for which he/she has applied. I always advise employers to conduct pre-employment background checks on all applicants. MEA offers members the opportunity to engage Kroll Background America, which can efficiently and economically perform the background checks for you, as well as carry out FCRA’s notice and disclosure requirements. Last December, MEA offered a briefing on the topic of background checks, which was very well-attended and well-received. In light of the enthusiastic response to the December briefing, we plan to offer a 2-hour briefing on this subject on a quarterly basis in 2008.

Industry Focus: Eye on Manufacturing EPA’s Proposed Ozone Rule: Disputed Science, Devastating Results The EPA announced plans this summer that may lead to a stricter ozone standard in 2008 that will have a devastating impact of more than $100 billion on America’s industrial economy. The new plan could replace the current national ambient air quality standard (NAAQS) for ground-level ozone (smog) – which has yet to be fully implemented – with a much more stringent and costly standard. If a stricter ozone standard takes effect in March 2008, as scheduled, manufacturers located in “non-attainment” areas can expect significantly more draconian controls imposed by local, state and federal regulators. The EPA shows that, under the current standard, 442 counties are in “non-attainment.” That number could jump to 1243 counties should the EPA’s most stringent option take effect. In a scenario only possible in Washington, the EPA is forbidden from considering a regulation’s economic impact when setting or revising NAAQS standards. Fortunately, the arguments against new standards are scientific as well as economic. The simple fact is that the current standard is working. Between 1980 and 2006, the national average for ozone levels decreased by 21 percent. Under the current rules, emissions from power plants will be cut in half by 2015; emissions from cars and trucks will be reduced by more than 70 percent by 2030. The current standard continues to protect human health. The EPA should focus on helping communities meet the current standard before imposing new, untested standard. The NAM is leading the charge to convince the EPA and the Bush Administration to leave the existing standard – which science shows is working – in place rather than risk crippling the economy on an untested new standard. The EPA was expected to announce its initial intentions before the end of 2007. 14

In a scenario only possible in Washington, EPA is forbidden from considering a regulation’s economic (cost) impact when setting or revising NAAQS standards. Fortunately, the arguments against new standards are scientific as well as economic. The current standard is working. Between 1980 and 2006, the national average for ozone levels decreased by 21 percent. Under the current rules, emissions from power plants will be cut in half by 2015; emissions from cars and trucks will be reduced by more than 70 percent by 2030. The current standard continues to protect human health. EPA should focus on helping communities meet the current standard before imposing new standards.

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For more information please contact the NAM’s Bryan Brendle, bbrendle@nam.org, (202) 637-3176.

The National Association of Manufacturers is the nation’s largest industrial trade association, representing small and large manufacturers in every industrial sector and in all 50 states. Headquartered in Washington, D.C., the NAM has 11 additional offices across the country. Visit the NAM’s award-winning web site at www.nam.org for more information about manufacturing and the economy. 15

Getting to Know the Staff at MEA

Wendy Custer, Accounting Administrator, joined MEA in 2001. Her responsibilities include Billing, Accounts Receivable, and Accounts Payable functions. Wendy is happy to have the opportunity to speak with MEA members and is always available to discuss any billing or account concerns. “I enjoy learning about our members and their companies,” she said. A lifelong resident of East Norriton Township, Wendy is married and has two children.

Shawn McGuire, MEA’s Manager of Finance and Administration, has been with MEA for over three years. Shawn manages the accounting process and financial practices, as well as the overall financial administration of the Association. Shawn graduated from Millersville University with a Bachelor of Science Degree in Business Administration and is currently working towards an MBA in Finance from La Salle University. Shawn lives in Pottstown with his wife, Marie and 10-month-old daughter, Kaitlyn.

Environmental and Safety Compliance Deadlines

March - April 2008 March 1, 2008 – Each hazardous waste generator must submit a biennial report (EPA Form 8700-13B) for each even numbered year, detailing generator activities during the previous calendar year and covering waste that has been treated, stored or disposed of during the previous calendar year in accordance with the provisions of 40 CFR 264, 265, 266 and 270. 40 (CFR) 262.41(a) and (b). MEA partners with Compliance Management International to provide cost-effective and efficient means for managing environmental, health and safety issues. 16

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Workplace Whiteboard 4.5

Average Expected Increases by Size of Company

Percent

4 3.5 3 2.5

1-100

All Companies 2004

101-500 2005

2006

501-1000

more than 1,000

2007

2008

Based on data reported by MEA members for 2007 - 2008, the average expected increase is slightly higher than the previous year.

Special Event - Members Only

Showcasing MEA’s New King of Prussia Office and Training Center

Internationally Recognized Speaker and New York Times Best Selling Author

Chester Elton Presents

Lim Seatiitned g

“Creating a Carrot Culture” Hear how creating a Carrot Culture workplace can result in: - committed employees - high profitability and - increased retention April 11, 2008 • Keynote at 2 PM Cocktail Reception from 3:30 – 5:00 PM The Atrium 234 Mall Boulevard, Suite 200 King of Prussia, PA 19406 Register early for this free special event via our website at www.meainfo.org or call Beth Ann Mazza, Membership Ambassador at 800-662-6238. www.MEAinfo.org

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Surveys & Publications GUIDES

SURVEY REPORTS Regional

ADA Guide Members: $30.00; Non-Members: $40.00; S/H: $10.00

Administrative and Oﬃce Support

Aﬃrmative Action Plan Guide

Members: $295.00; Non-Members: $585.00; S/H: $10.00

Members: $85.00; Non-Members: $105.00; S/H: $10.00

2008 Employers’ Guide to Employee Relations Laws and Regulations Three states (PA, NJ & DE) plus federal laws and regulations in one guide.

NE FORMW AT!

Information Services

Members: $295.00; Non-Members: $585.00; S/H: $10.00

Engineering, Scientific and Technical

Members: $295.00; Non-Members: $585.00; S/H: $10.00

Supervisory and Management

Members: $100.00; Non-Members: $135.00; S/H: $10.00 Purchase of three or more guides: Members: $80.00 each; Non-Members: $100.00 each; S/H: $10.00

Members: $295.00; Non-Members: $585.00; S/H: $10.00

Pay Structures

Members: $170.00; Non-Members: $275.00; S/H: $10.00

Family & Medical Leave Act (FMLA) Handbook & Pads

Health Benefits

Members: $210.00; Non-Members: $310.00; S/H: $10.00

• Sample policies: expanded definitions; • FMLA interactions with WC and ADA (includes three sets of pads)

Salary Planning Guide

Members: $70.00; Non-Members: $135.00; S/H: $10.00

Members: $70.00; Non-Members: $110.00; S/H: $10.00

HR Policies, Practices and Benefits

FMLA Pads Only (Set of Three)

Members: $360.00; Non-Members: $660.00; S/H: $10.00

1) Leave Request; 2) Physician’s Certification; and 3) Employer’s Response to Requested Leave

Production, Maintenance & Service

Members: $295.00; Non-Members: $585.00; S/H: $10.00

Members: $40.00; Non-Members: $55.00; S/H: $10.00

National

Violence Goes to the Workplace: An Employer’s Guide

National Executive Compensation

Members: $45.00; Non-Members: $60.00; S/H: $10.00

Members: $295.00; Non-Members: $460.00; S/H: $10.00

HIPAA Guide

National Wage and Salary

Members: $130.00; Non-Members: $180.00; S/H: $10.00

Members: $160.00; Non-Members: $285.00; S/H: $10.00

National Pay Trends

Members: $70.00; Non-Members: $135.00; S/H: $10.00

POSTERS Newly Updated Federal 7-in-1; Pennsylvania 7-in-1 Meets minimum posting requirements. Avoids cluttered bulletin boards. • 1-10 - Federal-PA Members: $12.00 ea.; Non-Members: $17.00 ea.; S/H: $10 • 11-24 - Federal-PA Members: $10.00 ea.; Non-Members: $14.00 ea.; S/H: $10 • 25-50 - Federal-PA Members: $9.00 ea.; Non-Members: $12.00 ea.; S/H: $10 • 50+ - Federal-PA Members: $8.00 ea.; Non-Members: $10.00 ea.; S/H: $10

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National Policies & Benefits

Members: $360.00; Non-Members: $660.00; S/H: $10.00

National Sales Compensation and Practices Members: $235.00; Non-Members: $445.00; S/H:$10.00

National IT and Engineering

Members: $325.00; Non-Members: $640.00; S/H:$10.00 Survey prices quoted are for pdf format. For a printed copy, there is an additional charge. For additional information, please contact Kay Dutton, Research & Publications Department, at (800) 662-6238 x115 or email research@MEAinfo.org.

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Leader to Leader Driving Our Mission Forward continued from page 12

Mr. Silliman serves on the following Boards: Saunders House (Chairman) Main Line Chamber of Commerce

Mr. Polin is a certified Sandler Sales Trainer and has been CMSI certified (ISO-9000 sales and marketing). He teaches professionals a system of sales that includes modules on selling on “pain,” generating more referrals, targeting accounts, differentiating your company from the competition, getting to know your customers, and a process of qualifying and disqualifying prospects.

The Union League Business Network Board LaSalle University Non-Profit Institute Advisor MidAtlantic Fashion Exhibitors

Chuck Polin Mr. Polin has served on the President following Boards: Training Resource Group Philadelphia, PA Juvenile Diabetes The American Heart Association Chuck Polin, President, The Training Resource Group, has over 25 years The Cherry Hill Chamber of customer service, sales, sales of Commerce management and corporate executive The Burlington County Chamber experience. He has managed sales of Commerce forces, directed marketing campaigns, LISI Website Development Firm and was President of a Fortune 500 The Union League Membership company division. Enhancement Board

Board Members & MEA Staff MEA BOARD OF DIRECTORS - 2008 Ronald G. Allen, Chairman & CEO American Foodservice Joseph Gallagher, President Gallagher Fluid Seals, Inc. Susan Keipper Meell, CEO MMS Education David Bailey, CFO Speakman Company Wilbert Abele, President Henry Troemner, LLC Nissen Isakov, Owner LCR Electronics Ronald Lafferty, President Pennsylvania Machine Works

MEA STAFF DIRECTORY Baehrle, Judy

Senior HR Consultant

610-666-7330

Baker, Julie

Benefits Administrator

610-994-7623

Console, Clara

Director, Membership, Organizational Solutions & Marketing 610-994-7624

Custer, Wendy

Accounting Administrator

610-994-7625

Devine, Jim

President & CEO

610-666-7330

DuBoise, Nancy

Employment Attorney

610-666-7330

Dutton, Kay

Research Specialist

610-994-7627

Henderson, Kelly Training Administrator

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Terry D’Alessandro, Exec VP, Market CEO, Sovereign Bank Henry Justi, Chairman/CEO Justi Group, Inc. Jeffrey McFadden, GM & COO The Union League of Philadelphia G.A. Taylor Fernley, CEO/President Fernley & Fernley

Kelly, Carol

Receptionist

610-666-7330

Maurer, Melissa

Account Executive, Employee Benefist Services

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Richard M. Keator, Consultant Direct Group Chuck Polin, President Training Resource Group Lewis W. Hull, Chairman Hull VacPump Corporation Edward J. Kelleher, President Kelleher Associates, Inc. Walter Reimann, President The Fredericks Company Richard Silliman, President Penn Chesapeake Advisors, Inc.

Mazza, Beth Ann Membership Ambassador

610-994-7631

McGuire, Shawn

Manager, Finance & Administration

610-994-7632

Minski, Carol-Anne Manager of Organizational Solutions

610-994-7633

Muscarella, Kathy Senior HR Consultant

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Oehlert, Janie

Manager, Employee Benefits Services

610-994-7635

Powell, Joanne

Manager, Membership & Marketing Administration

610-994-7636

Roddy, Lydia

HR Operations Specialist

610-994-7637

Theisen, Carrie

Senior HR Consultant

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Zoll, Susan

Manager, Training Operations & Marketing

610-994-7639

HOTLINE

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NONPROFIT ORG U.S. Postage

MEA Management Development Institute

PAID Royersford, PA Permit No. 570

The Atrium 234 Mall Blvd., Ste. 200 King of Prussia, PA 19406

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Highlights of 2007 • HRAnswersNOW – Providing MEA members with expert guidance that’s easy to use, from Commerce Clearing House (see page 7) • Cafeteria Plan Administration Services • COBRA Administration Services • Sales and Sales Management Certificate Programs • Workplace Advisor – a monthly electronic HR compliance update • Strategic Level HRCI recertification courses • MEA Employment Attorney on Staff – Nancy DuBoise • MEA HR Recruiting Specialist on Staff – Kathy Muscarella • MEA Compensation and Benefits Specialist on Staff - Carrie Theisen

New for 2008 • All in One 2008 Employers’ Guide – PA, NJ and DE • Members Only Online Courses and Lending Library • MEA “Mainspring” 401k Plan • Supervisory Certificate Program – Level 2 • Courses for Multinational Professionals • Continuing Professional Education (CPE) Credits for Accountants • MEA Membership Ambassador on Staff – Beth Ann Mazza