September 2007 by MEAinfo

Employer Insights September/October 2007

Highlights of this issue Member Case Study, 3 EAP Corner, 5 Hotline Q & A, 7 Leader to Leader, 11 From Beyond the Region, 12 Legal Brief, 13 Industry Focus, 14

Upcoming Events Peer Group Roundtables Senior Human Resources 9/20 – Southern NJ Training & Development 9/21 Employee Benefits 10/18 Health & Safety 10/23 Chief Executive Officer 10/24 New Public Seminars New! Crystal Reports 9/11 & 9/18 XI Level 1 (2 days) New! Crystal Reports 9/25 & 10/2 XI Level 2 (2 days) 9/27 New! Business Writing: Special Focus on Emails New! Systematic Selling 10/5

President’s Message

Effective Compensation Practices

Well-crafted guidelines begin with your organization’s philosophy There’s a great show on the Discovery Channel that I enjoy watching called “Dirty Jobs” hosted by Mike Rowe. Host Mike subjects himself to absolutely awful working conditions to demonstrate to the viewing audience how bad some jobs are, and essentially what some people are willing to do to earn a paycheck. Job titles range from Sewer Inspector to Sludge Cleaner to Pigeon Poo Cleaner, and worse! One company, Vexcon, specializes in insect and pest control, on often a grander scale than just laying mousetraps in a basement; removing bats from a ballpark, for example. For the people in these jobs, who in some cases have significant credentials or experience (for example, the lead technician for Vexcon is a degreed entomologist), things like work environment and opportunities for advancement are not likely to be

Briefings Identity Theft and your Business: What you Need to Know to Protect your Company from Liability - 9/13 PA Wage & Hour Law - 9/25 Immigration: Struggles that Employers face in today’s changing world... - 10/25

Jim Devine, President & CEO jdevine@MEAinfo.org

primary motivators. I’m probably not alone among viewers in wondering what they have to pay employees to do some of these jobs. Aside from the priorities of only the most passionate pursuers of odd jobs, pay is likely to be at the top (and perhaps middle and bottom) of the list of job-related priorities for most of the employees whose ‘dirty jobs’ are featured on the show. While not all of these jobs carry a premium market position with respect to pay, one has to assume that asking someone to subject themselves to hordes of rats and cockroaches in a sewer system for example, without assurances of steady pay and clear guidelines around their employer’s pay system, might be a stretch. Contrast this with employees’ expectations in even the most pristine of environments and you will likely still find that while other factors for some employees, such as work environment, opportunities for advancement and professional enrichment are equally or more important than pay, for many employees, pay is without question a top-level priority. One may conclude therefore that an important attribute of an effective pay system is its ability to tap into the demographics and culture of the workforce and to competitively and cost-effectively address a fair cross-section of their most common needs. As for pay-related policies avoidance of arbitrary or special rules is a please turn to page 6

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Membership

MEA On The Move Clara Console, Director of Membership, Training, and Marketing attended the 23rd Annual Pennsylvania Partners’ Employment, Training & Education Conference in May 2007 in Hershey, PA. This conference represents a partnership of local, state and federal workforce agencies that come together to learn more about policies and programs, what’s happening in other areas and across the nation, and to share successful practices. The conference drew more than 1400 workforce development professionals from Pennsylvania and the region. Chris Whaumbush, Manager, Membership Development and Joanne Powell, Manager, Member Services exhibited at the Tri-State HR Management Association’s 21st annual conference held at the Enterprise Center at Burlington Community College on May 3, 2007. They also exhibited at the Delaware Employer’s Conference held at the Chase Center at the Riverfront on May 16, 2007 as well as the Chester County HR Association’s Vendor Showcase held at the Brandywine YMCA on June 8, 2007. On June 5, 2007 Chris Whaumbush, Manager of Membership Development attended the 2007 American Industrial Hygiene Conference and Expo, (AIHCE), held at the Pennsylvania Convention Center. Over 7000 participants attended to see exhibits from more than 300 companies from as far away as Japan. The conference focused on new products and services for occupational and environmental health and safety professionals. Chris visited with several local and national vendors to learn about their products.

Surveys, Surveys, Surveys! The 2008 Holiday Survey will be conducted in October. You can participate via our website beginning October 1. Go to the Members Only section of the website and click on Surveys.

Welcome New MEA Members! Bestweld Inc. - Pottstown, PA Manufacture pipefittings PDK Design & Grinding Co., Inc. Warminster, PA - Manufacture carbide wear parts Silva Printing - Limerick, PA - Printing broker Prestwick House Inc. - Smyrna, DE Educational publishing Neuber Environmental Services Inc. Phoenixville, PA - Demolition & environmental services Cetra Inc. - Elkins Park, PA Translation and international services Valley Forge Press Inc. - Norristown, PA Publisher & publisher representatives

Membership Facts & Figures - September/October 2007 Our association partners with RecruitMilitary.com to help our members find and hire outstanding employees while demonstrating their support for our nation’s military veterans. Since 1998, RecruitMilitary, LLC has helped veterans find civilian jobs throughout Corporate America. MEA members who use RecruitMilitary’s online hiring products will receive “front-of-the-line” support from the RecruitMilitary staff and will be entitled to display a special graphic identifying themselves as “MEA Veteran-Friendly Employers.” For more information, contact MEA’s Human Resources department at (800) 662-6238 or visit www.recruitmilitary.com. 2

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Membership

“Team Gallagher” after the treasure hunt at the Morris Arboretum. In the back row from left to right: Bill Reagan, Craig Beil, Joe Gallagher, Frank Viall and John Kates. The ladies in the front row from left to right are Margie Todd and Valerie Gormish.

Member Case Study

Gallagher Fluid Seals Inc. Gallagher Fluid Seals Inc. is a family owned company established by Walter B. Gallagher, Sr. in 1956. The company, located in King of Prussia, distributes fluid sealing products (such as ORings, Teflon® seals, Hydraulic & Pneumatic packings, gaskets, compression packings & plastic products). Currently headed by Joseph Gallagher, MEA Board member, the company prides itself on its extensive service as the “Seal Specialists.” This June, Joe Gallagher partnered with MEA and Team Builders Plus for an action packed day at Morris Arboretum. The team embarked upon a Treasure Hunt featuring GPS devices that identified areas of interest at the Arboretum. The activity was designed to pose challenges for the teams to resolve as they worked their way through the course. Filled with fun competitive drive, both teams immediately took off with their GPS devices leading the way. By spending a few minutes figuring out the GPS devices, or drawing their own map, they identified the closest way-points and re-mapped the course, saving a lot of time (and walking!). How often do we charge ahead at work with distractions at every turn, without taking the time at the outset to strategically plan our best course of action? At the end of the activity both teams “trusted” the other to tally up their scores accurately, and a winner was declared. A good time, and good exercise, was had by all. “I feel that we have a strong management team at Gallagher. This activity helped to make us stronger.”---Joe Gallagher

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Employee Benefits

Workplace Wellness Programs: Are they worth the investment? - By Melissa Maurer, MEA Account Executive

According to the Center for Disease Control (CDC), the United States faces a health epidemic of unparalleled proportion as increasingly poor health and chronic illness is causing steady and substantial increases in health care costs. In 1980, the nation’s health care costs totaled $250 billion, an average of $1,066 for each American. By 2004, health care costs increased over 8X to almost $2 trillion, an average of $6,280 for each American. Current national health care costs are well in excess of $2 trillion and over $7,500 per capita. Health insurance expenses, which are usually partially or fully assumed by the employer are now the fastest growing business cost component (Source: CDC) “Unless something changes dramatically, [and nothing is], health insurance costs will [continue to grow rapidly and] overtake profits by 2008.” (Source: McKinsey and Company) A preliminary Hewitt Associates renewal analysis has proposed that 2008 will bring an approximate average increase of 14.1% in HMO Plans. This looks to be the highest increase in 4 years. PPO Plan increases are expected to be less, but still at a double digit increase. Varied solutions have been implemented through the years, including new plan types, managed care for both medical and prescription expenses, cost shifting (increased copays and deductibles), increased employee contributions, Preferred Network Providers, and so on. Results have been mixed however, some programs have favorably impacted renewals by generating rate savings and/or slowing increases. One area appears to be returning as a practical solution – with a twist. Prevention of avoidable health conditions, which has been included in solutions previously offered to improve health plan renewals, is making a strong showing in many company plans. ”Chronic disease accounts for 4

over 75% of health care costs each year” (Source: CDC), and though the most common and costly of all health problems, “chronic conditions are also the most preventable”. Chronic conditions are typically caused by undesirable lifestyle behaviors, such as poor nutrition and eating habits, lack of exercise, smoking, stress and substance abuse. Because the resulting conditions are preventable, it offers untapped cost saving opportunities to the savvy employer.

40 hours per week), with each of them providing an average of 40+ employee interactions per day during rotating rounds throughout all work areas, departments, and locations. Behavior related issues and the chronic conditions and diseases they cause, including nutrition, weight loss, exercise, stress, diabetes, heart disease, smoking, and injury prevention are addressed, according to each individual employee’s needs. Customized and flexible programs are designed to meet the needs and logistical constraints of each group whether local or national. Additionally, any existing health and wellness-related resource, activity, program, or initiative can be integrated into the program. Under The Wellness Coaches approach technology driven methodology Research demonstrates that 30% (telephonic, internet and other to 60% of health plan costs could electronic platforms) is replaced with potentially be modified or avoided direct, personal, one-on-one, and altogether (Source: Wellness Councils face-to-face human interaction. Rather of America) if employers would commit than making resources available to modest resources to the implementation employees through remote, indirect, of workplace wellness initiatives to or passive technologies, Wellness manage employee health risks. Coaches utilize personal coaching One locally based alternative program methodology to provide employees with a comprehensive range of that focuses on improving employee educational, motivational, testing and health through workplace wellness support resources. initiatives is Wellness Coaches USA. Its goal is to integrate live, faceSavings results vary depending on to-face wellness coaching with a the industry and programs chosen. comprehensive, systematic workplace- A few examples of actual participant based wellness process. Results have outcomes are: included exceptionally high levels of • A Pennsylvania trucking company saw employee participation and sustained a 50% reduction in recordable injuries. engagement in wellness along with improvement in overall employee • Employees at a large Nevada population health risks. municipality lost nearly 3,000 pounds in less than a year, averaging 11 pounds Wellness Coaches are placed directly lost per employee. onsite and work among employees to engage them, closely and personally, • A California based transportation in a continuous flow of personal company saw an 80% reduction in coaching interactions designed to Workers’ Comp Costs and Lost Work Days. improve their health behaviors, health • A Maryland bottling company saw its risks, and health status. Wellness number of current tobacco users Coaches are assigned to customers on decline by 17%. a regularly scheduled basis (from 4 to please turn to page 5

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Employee Benefits Workplace Wellness Programs continued from page 4

Generally, workplace wellness programs stimulate less than 30% participation, with the most successful (although using substantial financial incentives) reaching 60%. Employee participation in Wellness Coaches programs consistently achieves 90%, without financial incentives. In addition to seeing substantial reductions in overall employee population health risks for the high number of employees participating in

NEW!

the wellness process, everyone can be included, regardless of their physical condition, each according to their personal needs. The personal human approach to wellness also appears to resonate in employees’ lives, building morale and enhancing employers’ reputations as employers who care. Register for our upcoming Employer Wellness Programs Lunch -n-Learn presented by The Wellness Coaches USA on September 24, 12:00-1:30pm this fall.

New 401k Oﬀering from MEA’s Employee Beneﬁts Services

MEA is excited to announce that we have partnered with The Standard to offer the MEA “Mainspring” 401k Plan to our members. Whether you already have a 401k 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” 401k Plan is a Multiple Employer Trust that 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 to ﬁnd out more at (610) 666-7330.

EAP Corner I have an excellent relationship with each of my employees. Despite this, our workplace environment is characterized by backbiting, gossiping, cliques, and worker conflicts. We almost never meet as a group because I work better one-on-one with employees. Am I missing something? Employees benefit from regular opportunities to process stress, manage communication, and identify group problems and solutions. Staff meetings are, therefore, important for maintaining good morale. Your one-onone style is safe and effective for managing individual relationships, but not for managing groups. If employees don’t have regular opportunities to sit across from one another and process stress in an organized manner, you will see interpersonal conflict emerge. The more stressful and demanding the work environment, the more likely there will be conflict. (Be cautious about identifying one member of the group as the one who “creates all the problems.” This is a common occurrence among supervisors in your situation. Frequently, one strong personality simply gets noticed more often within a group of coworkers in conflict.) You must be willing to face your employees as a group as well as individually. Group meetings may be a bit frightening and may make you feel vulnerable, but there is no substitute for them. Seek input from the EAP on how to overcome your hesitation to use this approach. Situations like this one can wreak havoc on productivity and morale; MEA’s EAP, through Care Plus Solutions, can help. 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: A recent study by the Integrated Benefits Institute (IBI) found that pharmaceutical cost shifting to employees leads to increased disability and lost productivity. Higher out-of-pocket expenses reduce medication adherence, which is associated with higher short-term disability incidence and longer duration. Higher short-term disability and longer duration results in greater costs and lower productivity. More information on IBI’s study can be found at www.ibiweb.org/publications/download/637. www.MEAinfo.org

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President’s Message Effective Compensation Practices continued from page 1

must. While a “because I said so” approach may work with toddlers, good managers know that it is not an effective approach in establishing policies and practices with employees. One of the quickest ways to create controversy in a work environment is to establish an arbitrary rule or process that lacks an apparent rationale or formulaic derivation. And one of the most sensitive and sacred areas within any workplace is the paycheck. Combine these two concepts into essentially a compensation practice based on arbitrary rules and processes and, well, you get what you get. That is, you will likely have difficulty: • Attracting top talent due to lack of a clear message around pay, • Retaining your best employees without systematic processes in place for rewarding them for achieving desired performance levels, and • Motivating your workforce due to a lack of consistency in applying policy and the missing clarity of communication that generally accompanies such an environment. Consequently, the most important elements of any effective pay system are perhaps that it is rooted in the employer’s philosophy and is grounded in consistently-applied policy guidelines. All employees may not agree with every line-item of your policies however a consistent approach may quiet even the most vocal of critics. So where should you start in evaluating your pay system? Your starting point will largely depend upon how far you have progressed along the best-practice continuum, and frankly how feasible you feel progress may be based on your size and infrastructure challenges. Assessing to what degree compensation policies and procedures have been developed based on the core principles and/or 6

philosophy of your organization is a strategic starting point to consider first. Taking stock of your formalized policies and guidelines in concert with this assessment is a sound practice to consider as a starting point for the more tactical process of auditing your pay system. Comparing your documented procedures with actual practices in place and how these practices relate to your philosophy of compensating your employees is ultimately how you will determine the scope of any effort you may engage in to develop or re-develop your pay system. When MEA is asked to provide guidance on auditing and developing pay systems with our members we use a checklist approach to benchmark the extent to which relevant compensation best practices are in place. The major themes within this checklist include: • Compensation policies and procedures • Salary structures • Job descriptions • Job evaluation programs • Performance appraisals • Incentive programs • FLSA compliance Most of the decisions related to the above checklist items are rooted in the pay philosophy of an organization. For example one of our checklist items asks: “Does the organization periodically review salaries to ensure they are adequate and reasonable?” Answering this question requires the employer to assess its philosophy relative to pay equity and to examine how often a benchmarking process is or will be conducted to ensure that pay equity is maintained. Some employers may choose to evaluate both internal and external benchmarks as part of this process. However, here again, this is a matter of philosophy. Another question in the checklist asks: “Does the organization have a stated position relative to www.MEAinfo.org

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market benchmarks?” This question requires the employer to assess its philosophy relative to whether external market benchmarks are relevant data points and if so, where vs. market benchmarks does the employer desire to set their “fully competent” or market pay levels. These are generally expressed in percentiles (e.g., 25th, 50th, 75th percentiles). An employer who has the philosophy, for example of hiring and retaining only the “best and brightest” employees may choose to pay a premium for the right talent and therefore may establish the 75th percentile as their market benchmark. Other organizations such as non-profits may consciously pay below market due to budget constraints, perhaps between the 25th and 50th percentiles, to attract and retain employees based on priorities centered more around lifestyle and work/life balance vs. pay. There are many other decisions we as employers must frequently consider relative to pay and yet we may not realize we are effectively expressing our philosophy when we do so. Promotion increases, merit increases, incentive pay and performance-based pay decisions are for example all based on philosophy considerations. Keep this in mind as you assess your current pay system and take a hard look at the practices you have developed or allowed to flourish in your work environment, whether desirable or not. If inconsistency is a consistent theme you may need to re-assess your pay strategy and the philosophy you embrace relative to how you pay your workforce. — Jim Devine To obtain a copy of our compensation audit checklist please contact the MEA Hotline at 800-662-6238 or via email at hrservices@meainfo.org

Human Resources

Hotline Q&A

Meet Maureen H. Gutkowski, SPHR, MEA Sr. HR Consultant Maureen Gutkowski brings over 20 years of HR experience to MEA and has been a full-time employee of the Association since May 7, 2007. Maureen is currently heading up MEA’s Recruiting Desk, the perfect vehicle for showcasing her phone screening talent. She also staffs the MEA Hotline, conducts Harassment Avoidance training, oversees and is a trainer for the PHR/SPHR Study Group. She also conducts Briefings on HR topics. Maureen is known for going the extra mile - something she has done throughout her career. Maureen is a true HR Generalist with a history of creating the HR function in start-up and established companies, as well as heading up the HR Department for small and large companies. Before joining MEA, Maureen was Director of Human Resources for a consulting company specializing in insulating small and mid-sized companies from Title VII discrimination complaints, specifically sexual harassment. Her background includes managing a staffing

company as well as managing the HR Departments for an assessment company and a biomedical manufacturer. Maureen holds a B.S. degree in Business Administration from Villanova University and an M.B.A. degree from St. Joseph’s University. She is certified as a Senior Professional in Human Resources (SPHR) by the Human Resources Certification Institute (HRCI), is an active member of local HR organizations, and is a member of the Board of the Greater Valley Forge Human Resource Association. She is also a Carew Internationalcertified trainer.

We have 2 employees that were living together. A has requested a restraining order be placed against B. Is the employer financially liable to pay B’s salary for adhering to the court order for the 3 days until the final issue has been awarded?

No, this is a personal matter and is no different than if something happened (like the hot water heater blew up) and the employee could not go to work. An employee can take vacation, PTO or whatever time is available to him/her or the employee can request unpaid leave.

MEA Hotline: (800) 662-6238

HR Policy Pointer: Did you know that if you make copies of acceptable Form I-9 eligibility and identity documents for one employee, you must make copies for all employees? The law does not require employers to make copies of acceptable eligibility and identity documents, but if you do . . . The law does say that all U.S. employers are responsible for completion and retention of Form I-9 for each individual they hire for employment in the United States. This includes citizens and non-citizens. On the form, the employer must verify the employment eligibility and identity documents presented by the employee and record the document information on the Form I-9. Acceptable documents are listed on the back of the form. However, some changes to acceptable documents have been made. Please note the following changes to the Form I-9 process: • Form I-766 (Employment Authorization Document), although not listed on the 5/31/05 version of the Form I-9, is an acceptable List A document #10. • Form I-151 is no longer an acceptable List A document #5. However, Form I-551 remains an acceptable List A document #5. • The following documents have been removed from the list of acceptable identity and work authorization documents: Certificate of U.S. Citizenship (List A #2), Certificate of Naturalization (List A #3), Unexpired Reentry Permit (List A #8) and Unexpired Refugee Travel Document (List A #9). Refer to this Web site for more information: http://www.uscis.gov/i-9 To download the latest Form I-9: http://www.uscis.gov/files/form/i-9.pdf www.MEAinfo.org

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Human Resources

Interim HR- Is it Right for your Organization? By: Judy Baehrle - MEA Senior HR Consultant

Have you ever been met with the dilemma of what to do when your HR Director requests a leave of absence or worse yet, resigns? How about facing stressful situations in which downsizing or upsizing occurs within your organization and you need extra staff to help you accomplish your goal? What are your options? Utilizing Interim Human Resources staffing services may be the answer and can often prove to be a “win-win” solution for both the employer and the Interim HR consultant.

to them. They are hands-on and implementation-orientated. Interim HR consultants tend to bring a lot of experience to the table. In most instances they have made conscious career choices to work in the interim environment and they possess the energy and ability to work in various situations. They are very adaptable and quick learners, and are able to assess situations quickly in order to make the right decisions to structure an approach accordingly.

Interim HR consultants come with levels of expertise…from Interim Interim Human Resources consultants all HR Directors to Interim HR Assistants. have been used to provide the ideal Whatever skill set is required to flexible solution. They can be used perform the duties needed, make both strategically and tactically to sure that you answer the following manage major projects of all kinds. questions listed below when Interim consultants are very successful preparing to contract for this service: at project management, identifying strategic needs for an organization as • What is it that I am trying well as possessing the expertise and to accomplish? ability to implement change in an organization. They are “fresh faces” • What is the role of who can bring new perspectives this consultant? and can often expedite solutions to • What time frame is necessary many situations. to complete the assignment? In considering using Interim Human Resources staffing services as a • Who is performing the work resource for your organization, now, and is it cost effective to the realize that often times, it may organization to supplement with prove to be the most cost effective an outsourced professional? solution. Compared to hiring a full • Will an outsourced professional time employee, there are no hidden be able to focus on a project that costs associated with an Interim HR otherwise may be delayed? consultant. Depending on the needs of the organization, they will work • Could I use this opportunity as little or as many hours that are to “try out” someone in the necessary to get the job done and position first before making a they are only compensated for actual hiring decision? time worked.

MEA Interim HR Staffing Services is an innovative solution to a potentially stressful situation. MEA will provide you with a full or part-time HR expert with indepth HR expertise on a flexible, project basis, or on a consistent schedule. This service is helpful to small, medium or large companies. We are available to coach someone new to the HR function, ease your HR burden during peak periods or special projects, and/or act as your HR manager in the permanent or temporary absence of your HR employee. MEA Interim consultants are available at any time, ready to “hit the ground” running, to assist you in your HR needs. They possess a wide range of HR and business-sector experience and have the full support of the MEA team to back them up and support them. You benefit from their flexibility in scheduling. This service is billed by the hour, and therefore does not affect your payroll. For more information regarding MEA Interim HR Staffing Services, please call MEA’s HR Services at 610-666-7330.

Interim HR consultants are accustomed to working in very turbulent and often disorganized environments, so coming into a problem situation or crisis is something that is not unusual 8

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Training & Development

What Do Employees Expect from their Leaders? By Laura Richardson, MEA’s Manager of Training Projects

Much has been written, and many have been trained, about what leaders expect from their employees. But not much emphasis has been placed on what employees seek from their leaders. When considering what motivates employees to become more productive, involved, and have more buy-in within their organizations, we should not overlook that in many cases, they are not getting what they need from their managers and leaders. Employees are expected to be energized, effective, motivated and enthusiastic about their jobs and their organizations. Leaders expect them to deliver exceptional results, to set examples, and to follow leaders’ directions. And when the employees don’t live up to these expectations, how often is the leader held to account? Research shows that employees don’t necessarily leave jobs for more pay, or for better jobs. The results show that employees leave often because management hasn’t met their needs.

According to David Cottrell, in his Listen Up Leader handbook, employees want many things from their leaders including: 1. when things change, help motivate employees away from complacency and keep them from getting comfortable with the way things were 2. stay positive (employees follow leaders’ attitudes) 3. stay focused on results 4. have clarity in the vision and in directions they give 5. involve employees and share the facts 6. address internal conflicts as soon as they happen 7. have the courage to accept responsibility, to seek the truth, and to take risks 8. grow and achieve to be the very best – so that they can have the same opportunity 9. create an environment for learning – it helps employees develop and become more skillful 10. enjoy the jobs they have and have balance in their lives – in turn, the leader should expect the same from the employees In other research related to why employees stay at their jobs, above money, interesting work and promotions, employees want to be appreciated by their leaders. They want to be involved in the planning stages of things. They want to work for someone who is empathetic. The paycheck is an important ingredient, but overall, they want to be cared for, paid attention to, and have trust in their leaders.

to, each party has expectations of each other. Employees want their leaders to be the best they can be. In turn, employees will be motivated to become the same.

Next time you have an opportunity to question an employee’s motivation, think about how your involvement, or lack of, has aided, or hampered, the employee’s effectiveness. Ultimately, employees want to work for winners! Regardless of how employees end up with the leaders they get assigned www.MEAinfo.org

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Training & Development

Rimtec has Done it Again!

Business Writing: Special Focus on Emails

Atsuo Shinoda, President/COO of Rimtec Corporation since 2000 decided that leadership in the PVC compound industry was essential to the success of the organization. To maintain its quality and productivity, meet customer demands and meet the competition head-on, Mr. Shinoda decided a long time ago that training his workforce was the place to begin. Throughout his tenure at Rimtec, he has supported and encouraged Rimtec’s employees to participate in Rimtec’s training plan each year. Training plays an integral part in the company to enhance and develop competencies at every level in the organization. MEA has been providing much of this training to Rimtec employees since 2000. Under the leadership and guidance of Atsuo Shinoda, Rimtec continues to achieve productivity goals and quality improvements. As Jack Welch (Former CEO of General Electric) says, “Growing productivity must be the foundation of everything we do”, and the results are reflected in every aspect of Rimtec’s environment, starting with the implementation of its Lean methodology. Rimtec received a customized training grant in 2005 from the New Jersey Department of Labor and Workforce Development (LWD) for $14,300 to offer educational programs that provided high quality training to employees that enhanced skills and knowledge to improve performance. Customized training grants are competitively awarded to New Jersey businesses to improve their worker’s production capabilities

Participants will use exercises, discussions and group activities to accomplish the following:

and their bottom line. To continue to build on the foundation that had been established, Rimtec applied for an additional grant in 2007 and was awarded $72,785 to continue to develop its personnel for the long term, and for creating and expanding its industry in the state of New Jersey. Karen Kuder, Human Resources Administrator worked with Carmen Rolóand, LWD’s Office of Customized Training and Laura Richardson, MEA’s Manager of Training Projects, in the grant application process. Atsuo Shinoda is a true visionary in understanding that in this global economy, the difference in skills and knowledge can mean the difference between success and incredible success. The New Jersey Department of Labor and Workforce Development will be rolling out new Notices of Grant Opportunities during the new Fiscal Year. For more information please visit their website: www.nj.gov/labor or call the Office of Customized Training: (609) 984-9414. Hats off to Rimtec and MEA for another job well done!

• Review basic grammar • Identify the different goals for writing and the formats for each • Practice writing and editing memos, short reports, and other business forms • Practice writing emails that get attention and results • Review rules for email etiquette • Edit their own writing samples • Develop personal plans of action for continued improvement

Added to o ur F Curriculum all !

Dates: Thursday, Sept. 27 – VF Thursday, Nov. 8 – VF Time: 9am to 4pm Fee: Members - $185 Non-members - $265

Tips of the Trade: How to Get Your Message Across More Effectively To increase your chances of getting your point across, focus more on the receiver than on the sender. Tailor your message to your audience members to improve their comprehension. Don’t worry so much about what you want to say as about what you want them to hear and understand. The better you know your audience, the easier it is for you to tailor your message to them. The more your message is tailored to your audience, the more likely it is that you will get your point across 10

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Leader to Leader

So what is Emotional Intelligence? In October 1995 Nancy Gibbs’ Time magazine article on Emotional Intelligence began a wave of industry and media interest in the concept. Although some believe the concept of Emotional Intelligence originated in the 1800s with Darwin’s theory of social intelligence used in environmental adaptation and survival, it is still a relatively new field of study. Emotional Intelligence describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one’s self, of others, and of groups. Emotional Intelligence is a social skill that includes getting along well with other people, managing emotions in relationships, being able to persuade or lead others. There are five components of Emotional Intelligence: • A well-honed timing for emotional expression and emotional control • Empathy for others • Social expertise that allows us to develop strong working relationships • Personal influence that helps us advance our purpose with others • Integrity that aligns us with our life’s purpose Emotional Intelligence includes knowing what your feelings are and using your feelings to make good decisions in life. It is being able to manage distressing moods well and control impulses. It is being motivated and remaining hopeful and optimistic when you have setbacks. “The primary derailer of top executives is lack of impulse control.” Daniel Goleman, Working with Emotional Intelligence. Why does emotional intelligence matter? One’s ability to deal with everyday job stresses, shifting priorities, demanding customers, and difficult employees is largely attributable to one’s level of

emotional intelligence. In studies of 500 organizations worldwide highly emotionally intelligent leaders outperformed targets by 15-20% and represented the top 3rd for salary bonuses based on business results. Goleman, et al. (2002) present data that a leader’s ability to resonate emotionally with others is a better predictor of effective executive leadership than is general intelligence. IQ accounts for only 4% to 25% of variation in performance. For top leadership positions, emotional intelligence competencies are more than 85% of what sets star performers apart from the average. The effective utilization of emotional intelligence allows leaders to maintain the balance between self awareness, self management, and social skills. Leadership Tips Being aware of your impact on others as a leader is perhaps the single most significant insight you can have about yourself in developing emotional intelligence. Following are several concepts that may be helpful to keep in mind in gauging your own emotional intelligence: • Tune into your thoughts. Highly emotionally intelligent leaders are better thought/impulse managers • Pay attention to your reactive patterns and the timing and amplitude of your reactions vs. corresponding triggering events • Be aware of any reluctance or hesitation you may have in dealing with conflict • Employees rate caring bosses as more important than money or fringe benefits, so take time to remember: • Emotion is present in the workplace. Everyday. Everywhere. People join companies, and typically leave managers.

Understanding Your Impact as a Leader Using DISC Theory* Topics: • Reality vs. Perception – How are you perceived? • Understanding your staff’s frame of reference – Where are they coming from? • Introduction to DISC Theory – Dominance, Influence, Steadiness, and Compliance • Identifying Your Behavioral Style • How to Adapt your Style to your Staff’s Different Styles to Maximize Results in the Workplace Date: Wednesday, December 12 Time: 9am to 12pm Fee: Members - $155 Non-Members - $225 Where: MEA Valley Forge Training Center** 3 Strategic Level HRCI credits *This program has been approved for 3 strategic level recertification credit hours toward PHR and SPHR recertification through the Human Resource Certification Institute (HRCI). For more information about certification or recertification, please visit the HRCI homepage at www.hrci.org. **MEA Valley Forge Training Center is located at 945 S. Trooper Road, Norristown, PA 19403

– Carol Minski and Jim Devine www.MEAinfo.org

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From Beyond the Region

The Supervisor’s Role in Training

[ May 21, 2007 ] by Candace Fisher, SPHR, Manager, Education, The Management Association of Illinois In order for your organization to get the most return from your training dollars, what the employee learns in the classroom or online should transfer to the workplace. Sure, when the training participants walked out of the session, they thought it was interesting, the trainer was good and the doughnuts were fresh. But are they able to apply what they’ve learned to their jobs? Are they more efficient, productive or effective? The responsibility does not lie solely with the trainer — or the trainee — to ensure that the session has the desired effect. The employee’s supervisor is instrumental in ensuring that the transfer of learning takes place. The supervisor has responsibilities before, during and after the session. These include: • Coach employees in advance Talk about what to expect from the training,what should be taken away from the session and how it applies to their jobs.

• Help provide a positive training experience. Prevent interruptions while employees attend the session and help delegate work (or help with the responsibilities yourself ) so they have time to attend the training. This may include some creative scheduling if employees have to attend the training outside of their normal shift hours so they don’t come to the training tired from work, or vice-versa. • Meet with employees after the session to discuss it. Provide opportunities for them to practice their new skills. • Hold participants accountable for applying the information to their jobs. Use positive reinforcement to encourage growth and skill application. • Acknowledge the employees’ participation in the training. You can do this via their performance

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appraisals and/or more publicly via the organization’s newsletters or email announcements. • Be a role model and apply the skills from the training yourself. Training can be a true opportunity for employees to grow, but the supervisor plays a significant role in determining if the training will actually be applied on the job. Are your supervisors helping to ensure a meaningful training experience?

1400 Opus Place, Suite 500 Downers Grove, Illinois 60515 800-448-4584 www.hrsource.org

Legal Brief Understanding the FMLA in the Context of Work-related Injuries By: John A. Gallagher, Esq. – The Law Offices of John A. Gallagher, P.C., Plymouth Meeting and Paoli, PA. We all know that under the Family and Medical Leave Act (“FMLA”), an employer with more than 50 employees is required to give up to 12 weeks of unpaid leave to eligible employees with a serious health condition. Sometimes, though, things get a little tricky when the employee’s serious health condition results from a work-related mishap. A question I am often asked is: “May we require an employee who is out on workers’ compensation leave to use up his/her FMLA leave?” Answer: Yes. Moreover, if you do not place such an employee on FMLA leave, the company may lose its right to terminate the employee if he/she is unable to return within a reasonable time frame. An employer is permitted to require

that the employee’s time off from work due to the work related injury be deemed FMLA leave. 29 CFR §825.207. However, employees who suffer sudden job-related injuries seldom ask for FMLA leave – they mistakenly believe that being out of work on workers’ compensation guarantees them job security.

3) that the employee’s job will not be held open beyond that date. More formal notice is available from the Department of Labor’s Website (www. dol.gov, look for Form WH-381), or from your attorney.

Notably, a number of courts have held that an employee who is not provided suitable written notice of FMLA leave In order to have the leave qualify as may not be terminated until the FMLA leave, the employer must put employee is given such notice and the employee on written notice of his/ thereafter fails to return to work within her rights under FMLA. 12 weeks. That means that you are at At a minimum, the written notice risk if you move to terminate an FMLA must specify: eligible employee who has been out workers’ compensation leave for 1) the start and end dates of the FMLA on 6 months unless you provided that leave and, employee with notice of his/her 2) that the employee will be reinstated rights under FMLA at least 12 weeks to the same or equivalent position if prior thereto. he/she returns within 12 weeks and, Having put the employee on notice of his/her rights under FMLA, it is clear that, absent a company policy to the contrary, the employee may be terminated if he/she is not able to return to full duty within 12 weeks– workers compensation statutes do not provide any job reinstatement rights. Thus, putting an employee out with a work-related injury on FMLA leave serves three important purposes: 1) it is good labor relations because it gives the employee job security while at the same time providing an incentive to return to work within a reasonable time-frame; 2) if you do unwittingly fail to give an FMLA eligible employee with a work-related injury, FMLA leave and terminate the employee while he/she is still out of work, you may be buying a lawsuit; and, 3) the 12-week mark provides a clear benchmark for you and the employee, so that an employee who is unable to resume his/her job at that time will have little chance of filing a successful claim if his/her employment is terminated. www.MEAinfo.org

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Industry Focus: Eye on Manufacturing NAM and Skills USA Announce Alliance To Prepare More Students for Manufacturing Career Leadership WASHINGTON, DC, June 29, 2007 – A new national partnership to prepare more students for career leadership in advanced manufacturing and help meet the industry’s growing need for highlyskilled employees was announced today by the National Association of Manufacturers (NAM), its Manufacturing Institute and SkillsUSA at the SkillsUSA Awards Ceremony in Kansas City, MO, before an audience of 14,000 students, parents, teachers, school administrators, government officials, business and labor officials. “America can’t compete without skilled workers,” said John Engler, President and CEO of the NAM. “Our Dream It. Do It. manufacturing careers and economic development campaign is creating strong regional alliances to raise awareness among young people about manufacturing’s high-paying and rewarding careers. The SkillsUSA network will enable us to reach more students directly in their schools with fun, hands-on programs that teach teamwork and other important workplace skills. Skills USA is a proven leader in teaching employability and leadership skills to students and a natural partner for our Dream It. Do It. campaign.” “This alliance is a clear sign that the NAM values career and technical education and its critical role in the country’s economic success,” said Tim Lawrence, Executive Director, SkillsUSA, at today’s announcement ceremony. “The SkillsUSA association serves over 130 occupational areas, many of them in manufacturing. We have over 41 years of experience helping students learn employability skills. We look forward to working more closely with the manufacturing community to create mentoring programs and teach students across the country about career and personal success.” Nationally, the skilled worker shortage is reflected in the 2005 Skills Gap Report commissioned by the NAM and its Manufacturing Institute. The gap will increase with the retirement of the Baby Boom generation and rapidly advancing workplace technology. Among the findings of the 2005 Skills Gap Survey of manufacturers nationwide: • Skills shortages are having a widespread impact on manufacturers’ abilities to achieve

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production levels, increase productivity, and meet customer demands. • More than 80 percent of respondents indicated that they are experiencing a shortage of qualified workers overall. • Nearly half of all respondents indicated their current employees have inadequate basic employability skills such as attendance and work ethic. SkillsUSA works with more than 285,000 students and teachers in over 5,000 affiliated schools and colleges, including nearly all career and technical centers nationwide. “Only a handful of organizations are positioned to positively affect America’s future skilled workforce. SkillsUSA is one of them. We are proud to partner with SkillsUSA to prepare the next generation of manufacturing entrepreneurs and leaders,” said Phyllis Eisen, Senior Vice President, The Manufacturing Institute, at the announcement ceremony today. The Manufacturing Institute is the research, education and workforce arm of the NAM, the nation’s largest industrial trade association. The Institute’s mission is to strengthen the manufacturing economy by increasing understanding and respect for U.S. manufacturing and creating and implementing human capital strategies. Visit www.dreamitdoit.com and www.nam.org/institute for more information. SkillsUSA is a national nonproﬁt organization of students, teachers and industry, working together to ensure America has a skilled work force. SkillsUSA helps high school and college students enrolled in career and technical education programs to excel by teaching employability skills such as communication, problem solving and leadership in conjunction with their trade, technical and service occupations skills. It serves over 285,000 students and instructors annually in training programs in technical, skilled, and service occupations, including health occupations. Visit www.skillsusa.org for more information. For more information on the NAM and this issue, please go to: www.nam.org. NAM contact: Bob Shepler at (202) 637-3071 or bshepler@nam.org

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Environmental and Safety Compliance Deadlines

September - October 2007 September 1, 2007 – Title V Emission Fees due for facilities in Pennsylvania with a Title V Operating Permit or a pending Title V Permit Application. 25 PA Code 127.705. *September 13, 2007 – NESHAP Compliance Date for 40 CFR 63, Subpart DDDDD Industrial, Commercial, & Institutional Boilers & Process Heaters: For an affected source, you must comply with the requirements of 40 CFR 63, Subpart DDDDD no later than September 13, 2007. 40 CFR 63.7495.

source, at least 180 days after the compliance date, but no later than October 19, 2007, you must conduct a performance test. 40 CFR 63.7730. October 25, 2007 – Quarterly Discharge Monitoring Reports are required for facilities in New Jersey with an NPDES permit. 40 CFR 122.41(l)(4)(i). Quarterly is the typical reporting timeframe. See permit for site specific reporting requirements.

*October 11, 2007 – Existing above ground storage tanks located in PA must have secondary containment in place.

October 28, 2007 – Quarterly Discharge Monitoring Reports are required for facilities in Pennsylvania with an NPDES permit. 40 CFR 122.41(l)(4)(i). Quarterly is the typical reporting timeframe. See permit for site specific reporting requirements.

*October 19, 2007 – NESHAP 40 CFR 63, Subpart EEEEE – Iron & Steel Foundries: For an existing affected

October 30, 2007 – Excess Emission Reports due for many facilities in New Jersey with Continuous Emission

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Monitors. Most permits require quarterly submission of Excess Emission Reports. 40 CFR 60.7(c); N.J.A.C. 7:27-8:15;NJDEP Technical Manual 1005, July, 2001. October 30, 2007 – As specified in the facility’s air permit, many Title V facilities and synthetic minor facilities are required to submit quarterly Operating or VOC Tracking reports. *Indicates item is new for 2007 MEA partners with Compliance Management International to provide cost-effective and efficient means for managing environmental, health and safety issues.

MEA Workplace Whiteboard What MEA member companies are doing to reduce health insurance costs Partial Self-Insuring of Copays Raised Deductible, Coinsurance, and/or Copays Reduced/Eliminated Benefit Provisions Increased Employee Contribution for Single Coverage Increased Employee Contribution for Family Coverage Converted to Self-Funding Increased Eligibility Period Changed Insurance Carrier

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Getting to Know the Staff at MEA

Susan Zoll, MEA’s Manager of Training Operations and Marketing has been at MEA for almost seven years. In her role as

Manager of Training Operations, she manages the overall function of scheduling, planning, and coordinating the Public Seminars offered at the Association, as well as overall Operations of the department. The additional role of Manager of Marketing, recently added to Susan’s plate, was a natural fit for her, as she has a keen sense of the impact of effective marketing. Those members that have been fortunate to have had a chance to work with Susan know that she is dedicated to exceeding members’ expectations. She consistently delivers quality service to members, as well as to internal staff, and accomplishes this with laughter and joy. www.MEAinfo.org

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Susan graduated from West Chester University with a Bachelor of Science Degree in Geology. Susan became involved in Pennsylvania’s Workforce Development initiatives, which led her to focus on providing services to the workforce. This is where Susan realized her passion for the training field. Coming to MEA was the right move. Currently, she is taking courses towards her MBA at Penn State Great Valley in order to further her knowledge of how organizations manage their corresponding workplaces. In Susan’s words, “I believe in the mission of MEA – in helping employers succeed and I know that what I do on a day-to-day basis impacts the quality of the service we provide to our members.”

Announcing MEA’s Newest CEO Roundtable in Center City! Where CEOs go to get Answers to their Questions By Sally Solis-Cohen, Regional Marketing Director, Vistage International

Most employees look to their leaders for answers. Yet, when CEOs have questions, where can they go? Sometimes they seek advice from a best-selling business book, or from a trade association, other times it’s paid trusted advisors who provide input. Now MEA-member CEOs have an alternative. Beginning September 25, MEA is launching a new CEO Roundtable at the Union League in Philadelphia in a joint partnership with Vistage International, the world’s largest CEO membership organization.

23, and November 27, 2007. The September and November meetings will run from 8 a.m. to 1 p.m. while the October meeting will be a full day and include a half-day expert speaker workshop. Members will participate in Vistage’s unique peer group problem-solving process, receive one-to-one coaching, hear from a sought-after Vistage speaker and have the opportunity to share the Vistage View ™ best-practice library with their staff during the three month session. Cost for the three-part series, which is available only to MEA members, is $1,000. At the conclusion of the program, members will be offered the opportunity to continue in a roundtable either with MEA or with Vistage.

“Our members have been asking us to provide an alternative location to our Valley Forge CEO Roundtable: in Center City Philadelphia,” says MEA President & CEO, Jim Devine. “I’m thrilled that we can provide this robust program with such a renowned “Every CEO needs independent business partner as Vistage in response people around them who will to our members’ requests.” challenge their basic assumptions,” says Vistage and MEA member Meetings of the new CEO Roundtable David Carlin, CEO of M & Q Plastics will be held, September 25, October in North Wales. “I push to maintain

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our uniqueness in the market and have learned that the envelope of what you are capable of doing is continually large. My Vistage Group shows me that no matter how much improvement you make, you can still go further,” he added. Registration for the MEA-Vistage CEO Roundtable is limited to 20. Please contact MEA to register and for more information at 800-662-6238, email registration@meainfo.org, or visit our website www.meainfo.org.

Announcing MEA’s City Series

2-hour Workshops at the Union League in Philadelphia, PA Designed for Managers and Supervisors Holding Your Employees Accountable

Awareness of Employer Liability for Supervisors and Managers

Creating an Environment that Motivates

September 18, 2007 - 8:30am -10:30am Farragut Room at the Union League Fees: MEA Members $95 per person Non-members $130 per person Description: How do you get employees to do what they are supposed to do and hold them accountable? Managers and supervisors will learn how to set clear expectations to begin the cycle of accountability. Participants will also learn how to empower employees to remain on track and to hold themselves accountable for results.

October 16, 2007 - 8:30am-10:30 am Farragut Room at the Union League Fees: MEA Members $95 per person Non-members $130 per person Description: The legal environment for employers is complex. The scope and breadth of protecting employees and ensuring a fair and equitable work environment, free from harassing and discriminatory practices are imposing, to say the least. When it comes to your relationships with your subordinates, are you an asset or a liability to your employer? Attend this enlightening workshop and find out where you stand and what you need to know to protect your employer, and yourself.

November 20, 2007 - 8:30am-10:30 am Farragut Room at the Union League Fees: MEA Members $95 per person Non-members $130 per person Description: Managers have a critical responsibility to creating an environment that is energizing and motivating to employees. This workshop will provide the steps to create the environment necessary to change employees’ behavior from mediocre to exceptional. Participants will gain knowledge and skills to inﬂuence the behavior of others, with the result of improved productivity.

To register call 800.662.6238 or email register@MEAinfo.org

2008 MEA Salary Planning Guide Available in September 2007! Need help with your budgeting? The 2008 Regional Wage & Salary Adjustment Data will assist you by providing: • Summary of wage increases awarded in 2007 and expected in 2008 • Consumer Price Index • Employment Cost Index • Data from manufacturing and service firms in Southeastern Pennsylvania, New Jersey and Delaware 2007-2008 Wage & Salary Adjustment Survey participants will receive the results of the survey free of charge as part of the Salary Planning Guide. Member: $60 each/Non-Member*: $125 each + Shipping & Handling: $10 + Sales Tax: (PA & NJ) *All non-member orders must be accompanied by payment: include credit card information or check

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Surveys & Publications GUIDES

SURVEY REPORTS Regional

ADA Guide Members: $25.00; Non-Members: $35.00; S/H: $10.00

Affirmative Action Plan Guide Members: $80.00; Non-Members: $100.00; S/H: $10.00

Administrative and Office Support

Employer’s Guide to Employee Relations Laws and Regulations

Members: $285.00; Non-Members: $575.00; S/H: $10.00

Information Services

Members: $285.00; Non-Members: $575.00; S/H: $10.00

Engineering, Scientific and Technical

Members: $285.00; Non-Members: $575.00; S/H: $10.00

New format! Three states (PA, NJ & DE) plus federal laws and regulations in one guide.

Supervisory and Management

Members: $95.00; Non-Members: $130.00; S/H: $10.00 Purchase of three or more guides: Members: $75.00 each; Non-Members: $95.00 each; S/H: $10.00

Members: $285.00; Non-Members: $575.00; S/H: $10.00

Pay Structures

Members: $160.00; Non-Members: $265.00; S/H: $10.00

Family & Medical Leave Act (FMLA) Handbook & Pads

Health Benefits

Members: $200.00; Non-Members: $300.00; S/H: $10.00

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

Salary Planning Guide

Members: $60.00; Non-Members: $125.00; S/H: $10.00

Members: $65.00; Non-Members: $105.00; S/H: $10.00

Personnel Policies, Practices and Benefits

FMLA Pads Only (Set of Three)

Members: $350.00; Non-Members: $650.00; S/H: $10.00

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

National

Members: $35.00; Non-Members: $50.00; S/H: $10.00

National Executive Compensation

Violence Goes to the Workplace: An Employer’s Guide

Members: $285.00; Non-Members: $450.00; S/H: $10.00

National Wage and Salary

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

Members: $150.00; Non-Members: $275.00; S/H: $10.00

HIPAA Guide

National Pay Trends

Members: $125.00; Non-Members: $175.00; S/H: $10.00

Members: $60.00; Non-Members: $125.00; S/H: $10.00

National Policies & Benefits

Members: $350.00; Non-Members: $650.00; 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 Sales Compensations and Practices Members: $225.00; Non-Members: $435.00; S/H:$10.00

National IT and Engineering

Members: $315.00; Non-Members: $630.00; 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, Surveys & Publications Department, at (800) 662-6238 x115 or email research@MEAinfo.org.

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NONPROFIT ORG U.S. Postage

MEA Management Development Institute

PAID Royersford, PA Permit No. 570

945 South Trooper Road P.O. Box 770 Valley Forge, PA 19482-0770

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FAX 610-666-7866

New from MEA in 2007 • MEA Employment Attorney on Staff • HRAnswersNOW - Providing MEA members with expert guidance that’s easy to use, from Commerce Clearing House • 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 • All in One 2008 Employer’s Guide - PA, NJ and DE • Members only online courses and lending library