Employer Insights September/October 2008
President’s Message
Highlights of this Issue
The Results-Only Work Environment
Member Case Study, 4 Implementing an HSA Plan, 5 Harassment in the Workplace, 7 Why Spend Money on Training, 9 New Requirements for Government Contractors, 13 Compliance Deadlines, 17
A New book offers a fresh, albeit radical, concept for maximizing productivity
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Henry Ford was once quoted as saying, “You can’t build a reputation on what you are going to do.” In other words, more than anything else, it’s the actual achievement of results that builds an organization’s reputation, and all the planning and strategizing in the world won’t matter without results. In the last issue of Employer Insights, I wrote to our members about the importance of measuring results in business and the concept of “what gets measured, gets done.” Well, best-selling authors and founders of workplace consulting firm CultureRx, Cali Ressler and Jody Thompson, have taken this concept to the next level. In their book (pardon the title) Why Work Sucks and How to Fix It, Ressler and Thompson introduce readers to the concept of “ROWE,” the Results-Only Work Environment. What is ROWE? ROWE is not just a methodology. It’s a philosophy about how a workplace needs to operate to maximize results. The book makes it clear that it is not a policy, nor is it the equivalent of flex-time, although some of the work-life benefits of ROWE are similar. In a workplace that adopts a ROWE philosophy, management doesn’t judge employees on how they spend their time or how many hours are worked by employees in a given day or week. To understand the essence of ROWE, imagine the traditional concept of the hourly worker punching a timeclock and then imagine throwing the time-clock away. Ultimately, ROWE
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environments have no need for schedules, nor are employees held accountable for how they get their work accomplished. Presuming, of course, that ethical and moral boundaries are respected in the process, a ROWE culture lives by one single motto: No results, no job! According to research and examples cited in Ressler’s and Thompson’s book and website (www.culturerx. com), under a ROWE culture the authors claim that teamwork, morale and engagement soar. Employees are given clear direction on what is expected of them and are provided with the freedom to choose how and, yes, even when they do their work. One study referred to in the book, completed by the University of Minnesota and sponsored by the National Institute of Health (www. flexiblework.umn.edu),investigated the effect of ROWE on employee health and well-being. Among the results cited by the study are that employees report higher job satisfaction, have greater organizational commitment, report gains in energy, and sleep longer at night. ROWE employees manage their own schedules In a ROWE workplace, arriving at work at 2:00 pm, for example, would not be considered coming in late and leaving the workplace at 2:00 pm would not be considered leaving please turn to page 2
We’re all about your workplace!
President’s Message The Results Only Work Environment continued from page 1
early. Under a ROWE philosophy, and contrary to flex-time policies, permission to arrive or leave at a nontraditional time is not required. As the book explains, it’s OK to grocery shop on a Wednesday morning, catch a movie on a Tuesday afternoon or take a nap on a Thursday afternoon. As long as results are achieved, each employee is responsible for managing his or her own schedule, and any grumbling by one employee about another’s schedule is simply not tolerated by management or among peers. The authors call this kind of gossip “Sludge,” which is defined as the “negative commentary that occurs naturally in a workplace” and is based on outdated beliefs about time and work. In a ROWE workplace, “Sludging” someone is passing judgment on them based on some act or behavior that’s different than status quo, typically related to how they are perceived to be spending their time. A comment like “boy, I wish I smoked so I could get as many breaks as he does” would be a typical “Sludging” of a co-worker. The point they emphasize throughout the book is that time is the misguided measure of productivity. Employees are often measured by and praised for the number of hours spent in the office when in reality, their productivity may be disproportionately low and their performance may be lacking in quantifiable results. Bottom-lining ROWE – Is it right for your workplace? ROWE in its purest form is a very progressive way of approaching the way we work, and there are elements of it that I would think are very attractive to an employer. Certainly, as the book points out, morale and employee well-being are elevated. There are numerous examples and employee testimonials about how transformational ROWE has been for them in achieving results in their jobs and enjoying the process. In addition, 2
and not surprisingly, voluntary turnover rates and associated turnover costs have trended down in the examples cited by the book. As with any radical approach, there’s no doubt that ROWE offers potential upside benefits to both employers and employees. It is, however, in its early stages, and as far as I can tell from the book, Best Buy is the only example of widespread adoption of ROWE. While the book points out improved working conditions for employees, it identifies very little on the results and productivity side of the equation as having been realized by employers in implementing ROWE. Additionally, as any experienced HR professional may point out, there are potential workplace compliance hurdles that would need to be addressed in implementing ROWE; for example FLSA and FMLA immediately come to mind as posing potentially messy scenarios. It may very well bear out that, say twenty years from now, the traditional notions of how work gets done will have become passé and that ROWEbased philosophy is widespread. A Results-Only Work Environment is a bold, cultural transformation that must be implemented companywide to be effective. Critical to the core success of any results-based work environment is measurement, which presumes the tools and the systems are in place to measure results, and more importantly, is capable of attributing specific results to specific employees. If you are able to measure results accurately, clearly communicate expectations regarding results to your employees, and you trust that your managers will hold employees accountable for achieving those results, then perhaps your environment will work better, or even thrive, under a ROWE-based philosophy, or a variation thereof. * * * Adopting policies geared towards flexible work arrangements and paid www.MEAinfo.org
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time off, which emphasize trust and accountability in the workplace, may be a more viable starting point for our members vs. the wholesale cultural change embraced by the book. Contact Carrie Theisen, MEA Director of HR Services for more information. ctheisen@meainfo.org, 610-994-7638.
Surveys, Surveys, Surveys! 2009 MEA Salary Planning Guide Available in September The MEA Salary planning guide is an invaluable tool to use when determining your 2009 salary budget. The guide presents actual wage and structure increases for 2008 and projected wage and structure increases for 2009. In addition, the survey report includes information about promotional increases, variable pay and the type of pay programs employed by our respondents. Member price: $70 Nonmember price: $135 To order, contact research@ meainfo.org. or call Kay Dutton, MEA Research Specialist, at (610) 994-7627
Membership
Welcome to the MEA Family! Stedfast USA, Protective Material Mfg. Inc. – Ivyland, PA - Manufacturer of textile laminates Houghton International Inc. – Valley Forge, PA - Manufacturer & sales of specialty chemicals Graver Technologies LLC – Glasgow, DE - Manufacturer of filtration products National Refrigeration & Air Conditioning Products Inc. – Bensalem, PA -Manufacturer of refrigerator & air conditioning products PrintMail Systems Inc. – Newtown, PA - Leading statement processing company specializing in financial statement processing for financial institutions NAO Inc. – Philadelphia, PA - Manufacturer of pollution control equipment Virrata Games Inc. - Conshohocken, PA - Casual games channel Dentsply Caulk - Milford, DE - Manufacturer of dental products Talley Management Group, Inc. - Mt. Royal, NJ - Association management and event planning
MEA On The Move Nancy DuBoise, MEA’s Employment Attorney, attended Capital Associated Industries’ (CAI), annual Employment and Labor Law Update on May 21 & 22, 2008 at North Carolina State University. CAI is the Employer Association based in Raleigh, NC. The conference included topics on workplace harassment, immigration compliance, wage and hour, EEO, FMLA and employee benefits. The Standard and MEA hosted a cocktail party to introduce the Mainspring 401(k) Plan offered by The Standard through MEA’s Employee Benefits Services at the Philadelphia Marriott West in Conshohocken on May 14, 2008. MEA sponsored “Surviving and Thriving in a Changing Economy” at the Union League in Philadelphia on May 22, 2008. This special presentation was opened by Jim Devine, President and CEO of MEA, and was attended by approximately 200 chief executives and business leaders from the Philadelphia region. Cosponsors were Business Clubs of America (BCA), Vistage, Philadelphia Business Journal and The Training Resource Group. Kathy Muscarella, MEA Senior HR Consultant and Beth Ann Mazza, MEA Membership Ambassador, attended the 25th Anniversary Gala for the Greater Valley Forge Human Resources Association on May 22, 2008 at Normandy Farms in Blue Bell, PA. Over 175 HR professionals were in attendance to celebrate the chapter’s accomplishments.
Beth Ann Mazza, MEA Membership Ambassador, attended the Advanced Manufacturing Summit at the Pine Crest Country Club in Lansdale, PA on June 4, 2008 hosted by the Delaware Valley Industrial Resource Center (DVIRC). Presentations were made by Michael Trebing, Senior Economic Analyst of the Federal Reserve Bank of Philadelphia, Tom Palisin, Manufacturing Ombudsman of the PA Department of Community & Economic Development and Roger Kilmer, Director of the Manufacturing Extension Partnership and the National Institute of Standards and Technology for the U.S. Department of Commerce. On June 6, MEA hosted local business representatives for a day-long training session at MEA’s King of Prussia Training Center to be Company Advisors for the Pennsylvania Free Enterprise Week (PFEW) which is sponsored by the Pennsylvania Foundation for Free Enterprise Education. On June 9, MEA conducted the first Membership Orientation in King of Prussia. The Membership Orientations are designed to educate members on how to get their return on investment in membership. Two more sessions are planned for the fall: September 29 and November 17. Julie Baker, MEA Benefits Administrator and Melissa Maurer, MEA Sr. Account Executive, Employee Benefits Services, attended the 2008 graduation ceremony at the Pathway School. Stephen Sheridan, MEA’s Training Intern, was one of the graduates of the Pathway School and received the Pathway Patriot Award. Stephen will be attending Southeastern University in Florida starting in the fall.
Melissa Maurer, MEA Sr. Account Executive and Carrie Theisen, MEA Director of HR Services, visited MEA member Fiber-Line Inc. in its Hickory, North Carolina facility June 15 through 17th. On June 19, Jim Devine, MEA President & CEO, presented “The Power of Strategic Alliances” to the Philadelphia Business Leaders Association in Bala Cynwyd. The presentation highlighted how you can incorporate the power of strategic alliances to build new business opportunities and create greater value for your clients. Jim Devine also attended “Creating a Culture of Innovation” Executive Briefing sponsored by MEA Member, Fernley & Fernley at the Union League in Philadelphia on June 23. The event featured Keith Ayers, author of Engagement is Not Enough, and highlighted the secret to growing business in an economic downturn. Carrie Theisen and Beth Ann Mazza attended the 2008 EAG Professional Conference, July 2123 in Anaheim, CA. Carrie attended sessions that focused on consulting services and research, and Beth Ann attended sessions on marketing and membership. Susan Zoll, MEA Manager of Training Operations and Marketing, was a Company Advisor for the Pennsylvania Free Enterprise Week (PFEW), August 2 - 9, at Lycoming College in Williamsport, PA As a Company Advisor, Susan spent the week with a “student company,” a group of 18 students, advising them on the operations of their own businesses.
Membership Facts & Figures Did you know that as part of your MEA membership, we provide you with an online resource, HRAnswersNow, that focuses on HR issues including Employee Information and Records; Staffing; Compensation and Benefits; Employee Development and Relations; Discrimination: Workplace Safety and many other important topics? HRAnswersNow gives you 24/7 access to everyday HR Issues including state employment laws and job descriptions. HRAnswersNow is the perfect companion to the MEA Hotline. Look for HRAnswersNow on the homepage of our website at www.meainfo.org. www.MEAinfo.org
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Member Case Study
Byers’ Choice Ltd. by Beth Ann Mazza, MEA Membership Ambassador Celebrating 30 years of success, Robert and Joyce Byers hired their first employee in 1978, turned their garage into a workshop, and began a journey into the manufacturing industry that has far exceeded their greatest hopes. Byers’ Choice Ltd., a manufacturer of handcrafted Carolers® and Kindles®, located in Chalfont, PA, now employs over 120 artisans. “It took off much quicker than my parents ever thought it would,” stated Robert Byers, Jr., President of Byers’ Choice. “We joke all the time…It’s my mom’s hobby that got out of control.” Late in the 1960’s, Joyce Byers, a wife, mother of two boys and amateur artist with a degree in fashion design, decided that she wanted something different to decorate her home for Christmas. So Joyce created dolls that looked like they were singing and dressed them in clothes that represented the season. “That Christmas when all of our family and friends came by for the holiday, they raved about my mother’s dolls,” said Bob, Jr. “Mom knew exactly what to give to everyone for Christmas the following year.” According to Bob, Jr., his brother, Jeff, and he, were two of the earliest artisans. Their mother would recruit them, and sometimes their friends, to bend the coat hangers, which are at the base of the design. Jeff and Bob, Jr., formally joined Byers’ Choice Ltd. after graduating from college in the late 1980’s. Today, Byers’ Choice still puts the same thought and care into its products as it did 30 years ago. They also value their employees, and their contributions to the success of the company. “We care very much about the people that work with us. We want to give them a great place to work where they can grow and feel as if they are a part of our extended family,” stated Robert Byers, Sr. “The spirit of Christmas must be with us 365 days a year.” In fact, the grounds that facilitate their corporate headquarters, manufacturing facility and visitor center were all designed with their employees in mind. Just outside, fabulous gardens with brick walkways are decorated with tiny white lights, gas lanterns and a cascading fountain. There is also an extensive collection of sculptures throughout the grounds by nationally renowned artists. “We wanted our employees to be inspired and really love where they work,” Bob, Jr. said. These beautiful grounds are open to the public 7 days a week, as well as their Christmas Museum and Gift Shoppe which includes a life size London Street, where one can stroll and be transported back in time walking through Christmas-themed villages. The spirit of Christmas theme flows throughout the entire philosophy of the company. Byers’ Choice has donated over 20% of its profits to the community and charity each year since the 1980’s and has formed a foundation, The Byers’ Foundation, which distributes the monies to appropriate charitable causes. “We believe in sharing our blessings,” stated Bob, Jr. “We firmly believe that everything you give to your community comes back to you.” The Byers’ Foundation is directed by Bob, Sr., since retiring from Byers’ Choice in 2000. One of the favorite charitable institutions that the foundation likes to support is the Salvation Army. Each year Byers’ Choice designs a figurine for the Salvation Army and a portion of the sales goes directly to the Salvation Army. To celebrate all of its blessings, Byers’ Choice is having a 30th Birthday Celebration in Chalfont on September 27th and 28th from 9 a.m. to 5 p.m. on both days. Over 4,000 people from about 40 states are anticipated at this birthday celebration. Those attending will have the opportunity to meet and talk with the artisans, as well as get a complete tour of the facility. Giving a oneman performance of “A Christmas Carol” will be Gerald Dickens, the great, great grandson of Charles Dickens. Also, to mark this special occasion, favorite figurines are being brought back from the earlier years and will be available in retail stores with special birthday tags. “We really enjoy what we do” stated Bob, Jr. “It is so nice to make a product that you know brings happiness to your consumer.” Byers’ Choice is located at 4355 County Line Road, Chalfont, PA, 18914. To learn more, or for directions, please visit its website at www.byerschoice.com or call 215-822-6700.
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Employee Benefits
Is 2009 the Year for You to Implement an HSA Plan? By Janie Oehlert, MEA Manager of Employee Benefits
As employers continue to weigh Potential Advantages of an HSA their options in a marketplace where • Depending on demographics, the double-digit health renewals continue company could save on health to be the norm, education becomes a care premiums. critical component in decision-making. Many employers, especially smaller • Depending on the structure of the companies, are struggling to maintain HDHP and the employer competitive benefits packages while contribution to the HSA, minimizing the impact to the bottom employees could potentially have receiving reimbursements from line. A Health Savings Account (HSA) less out-of-pocket costs than the FSA. may be an attractive option due to under their current HMO, POS or its publicized low cost. However, PPO plans. • Once the employer contributes to understanding the dynamics is key in the HSA, the funds belong to the • The HSA provides employees an determining if an HSA option is right employee. Depending on the opportunity to contribute for for your company. employer contribution strategy, it future health care expenses. could pay more than it anticipated While the reviews on their • The plan would provide for an employee who leaves the effectiveness and employee employees with tax deductions company early or in the middle of satisfaction continue to be mixed, and/or income and payroll tax the year. For example, if an there is no doubt that companies in free contributions. employer funds the HSA with a the Delaware Valley continue to add lump sum at the beginning of the • An advantage to employees is that HSA options to their employee benefit year and an employee leaves in they own the HSA; this makes it offerings. Depending on the trend February, the employer cannot portable, therefore, they take of 2009 renewals, and considering recoup that money. those dollars with them when they the current state of the economy, the leave the company. adoption rate for 2009 may be higher • These plans are often viewed as a than it has been in the past. “cost shifting” strategy by the • An employer can contribute to the employee. HSA at any time and at any IRS Guidelines for 2009 for HSA amount up to the statutory limits. Contributions & High Deductible • Employees and/or dependents Health Plans (HDHP) with chronic health conditions • The employee would experience • The maximum HSA contribution may never have a balance in their tax-free distributions for health will be $3,000 for individuals and accounts to carry over and, care expenses. $5,950 for family. depending on plan structure, Disadvantages of an HSA could have substantial out-of• For the HDHP, minimum • They can be complex and difficult pocket costs. deductibles will be $1,150 for for employees to understand. individuals and $2,300 for families. • If an employee has a large expense • If used improperly, it could The maximum out-of-pocket at the beginning of the plan year cause tax consequences to amounts will increase to $5,800 for (i.e. hospitalization, extensive the employee. individuals and $11,600 for families. testing, etc), he may have to finance his healthcare due to lack • Responsibility for administration of Who is eligible for an HSA? of funds in the HSA. the HSA is transferred to the Individuals that: employee; the employee is Questions to Consider • are covered by an HDHP, responsible for reporting all • If your employees enrolled in an • are not covered by other contributions and distributions to HDHP, would they be less able to health insurance, the IRS on Form 1040. pay their medical bills? • are not enrolled in Medicare, and • If a Flexible Spending Account (FSA) is offered in conjunction with • Would they be more likely to • can’t be claimed as dependents on start hearing from collection an HSA, the FSA must be a “limited” someone else’s tax return (children agencies or amortize their FSA for vision and dental expenses. can’t establish their own HSAs; medical obligations? Otherwise, the employee must spouses can, if they are eligible). exhaust the HSA funds prior to please turn to page 6 www.MEAinfo.org
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Employee Benefits
EAP Corner I view myself as a tolerant person, but I admit that I am not comfortable with text messaging as a workplace communication tool. In my view, this is a faddish thing for weekend socializing. Is this my problem, or do I need to “get with the times”? Text messaging is getting more attention in business literature as “Generation Y” workers, who are comfortable with instant message (IM) communication, enter the workplace and find older peers or managers uncomfortable with it. Being open to change is valuable, but not every new convention requires you to adopt it. Although learning to text message may have some useful business applications, it is appropriate to expect employees skilled in the technique to rely upon conventional communication methods, if those work best for your organization. The call to understand, adapt, change, and “get with the times” are big stressors for managers and employees alike, but some things do not change. One of them is the need for effective relationships and good communication that will produce results for the bottom line. This is an argument for everyone, old and young alike, to be effective communicators. The good news is that young people today are upbeat, empowered, ambitious, eager-to-learn and value honesty. So you can anticipate their cooperation.
HSA Plan continued from page 5
• How would your recruiting efforts be affected? Would the competition in your market make it difficult to secure talented staff? • Although HDHPs can reduce premiums and healthcare utilization, they may also discourage necessary medical care. Would employees be less likely to fill prescriptions? Would they skip doctors’ visits or forego medical testing or treatments? • Would the company save enough between the HSA contribution and HDHP plan to warrant a switch? • When considering a carrier change to implement the HSA
plan, is the network accessibility a good match with your employee demographics? • Will you or your broker provide the necessary employee education for the HSA and HDHP, as well as assistance for claims issues? Regardless of how your employee benefits package is currently structured, we suggest all our members become familiar with HSAs and receive quotes for comparison with your current benefits offerings. For more information on HSAs, or for help in determining if an HSA plan is right for you, please call Janie Oehlert, MEA Manager of Employee Benefits Services at 800-662-6238 or email joehlert@meainfo.org.
Put Your MEA Membership to Work for You Save $$ with MEA’s “Mainspring” 401(k) Plan As more members join the plan, the costs continue to decrease for everyone. By now, you may know that MEA has partnered with The Standard to offer the MEA “Mainspring” 401(k) Plan to our members. What you may not know is that when you decide to switch to this plan, you are putting your membership to work for you! The pricing on this plan has been structured based on the strength and group purchasing power of MEA’s membership. 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:
To learn more about implementing an EAP at your company, please contact the MEA Employee Benefits Department at 800-662-6238 or send an email to benefits@meainfo.org.
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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 Janie Oehlert, MEA Manager of Employee Benefits Services, a call today to find out more. 800-662-6238 or email joehlert@meainfo.org.
For Your Benefit: According to a survey by Expedia.com, some employees may need a push from the company to take advantage of earned vacation time. According to respondents, employers could encourage them to take allotted vacation time if: the boss encouraged them, company policy required a minimum number of days be taken, work loads were not so heavy, company culture supported it, they were confident that taking vacation would not be perceived negatively, their boss helped them find resources to cover their job responsibilities, and if upper management took their own vacation days. 6
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Human Resources
Harassment in the Workplace: Your Responsibilities as an Employer Or Yes, You Can be Liable for Harassment by Your Supervisors
By Kathy Muscarella, SPHR, MEA Sr. HR Consultant MEA’s Human Resources Hotline receives numerous calls concerning harassment in the workplace. One of the most fundamental concepts we try to impress upon our members is that harassment can take many forms, and that all of it is illegal. Title VII of the Civil Rights Act of 1964, as amended, prohibits harassment of an employee based on race, color, sex, religion, or national origin. The Age Discrimination in Employment Act (ADEA) of 1967, as amended, prohibits the harassment of employees who are 40 or older based on age, and the Americans with Disabilities Act (ADA) of 1990, as amended, prohibits harassment based on disability. In addition, all of the anti-discrimination statutes prohibit retaliation for complaining of discrimination or participating in complaint proceedings. Harassment violates federal law if it involves discriminatory treatment based on race, color, sex (with or without sexual conduct), religion, national origin, age, disability, or because the employee opposed job discrimination or participated in an investigation or complaint proceeding. However, federal law does not prohibit simple teasing, offhand comments, or isolated incidents that are not extremely serious. The conduct must be sufficiently frequent or severe to create a hostile work environment or result in a “tangible employment action,” such as hiring, firing, promotion, or demotion. The employer is always responsible for harassment by a supervisor that culminated in a tangible employment action. If the harassment did not lead to a tangible employment action, the employer is still liable unless it can
prove an “affirmative defense,” that: 1) the employer exercised reasonable care to prevent and promptly correct any harassment; and 2) the employee unreasonably failed to complain to management or to avoid harm otherwise.
You must correct harassment that is clearly unwelcome regardless of whether a complaint is filed. For example, if there is graffiti in the workplace containing racial or sexual remarks, management should not wait for a complaint before removing it. It is not sufficient simply to have As an employer, it is imperative a written “no tolerance” policy that you establish, distribute to all distributed in your employee employees, and enforce a policy handbook. You must “walk the talk” prohibiting harassment, and spell and have a “no tolerance practice”. All out a procedure for employees to complaints of alleged harassment make a complaint. The policy and must be investigated thoroughly, procedure should be in writing. Your promptly, and impartially. If your anti-harassment policy should make investigation determines that clear that you would not tolerate harassment occurred, you must take harassment based on race, sex, immediate measures to stop the religion, national origin, age, disability, harassment and ensure that it does or harassment based on opposition not recur. to discrimination or participation in complaint proceedings. Your policy MEA is here to help. Our experienced should also state that you would not Legal and HR Professionals are tolerate retaliation against anyone available if you need assistance writing who complains of harassment or an anti-harassment policy, conducting who participates in an investigation. harassment awareness training, or In addition, you should encourage conducting an investigation of alleged employees to report harassment harassment. For more information, to management before it becomes contact us at 800-662-6238. severe or pervasive. Another important component of your anti-harassment policy is that you designate more than one individual to take complaints, and ensure that these individuals are in accessible locations. Supervisors must be trained to report complaints of harassment to appropriate management personnel, even when the complaint comes from an employee who does not report directly to the supervisor. Employees should be assured that you would protect the confidentiality of harassment complaints to the extent possible.
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Human Resources
Kathy Muscarella Earns Senior Professional in Human Resources Certification Kathy Muscarella SPHR, MEA Sr. HR Consultant, recently earned certification as a Senior Professional in Human Resources (SPHR). The certification, awarded by the Human Resource Certification Institute (HRCI), signifies that Muscarella possesses the theoretical knowledge and practical experience in human resource management necessary to pass a rigorous examination demonstrating a mastery of the body of knowledge in the field. “Certification as a human resource professional clearly demonstrates a
commitment to personal excellence and to the human resource profession,” said Susan Meisinger, SPHR, President and CEO of the Society for Human Resource Management (SHRM). HRCI awards two levels of certification: Professional in Human Resources (PHR) and Senior Professional in Human Resources (SPHR). To become certified, an applicant must pass a comprehensive examination and demonstrate a strong background of professional human resource experience. HRCI is the credentialing body for
Human Resources
human resource professionals and is affiliated with the Society for Human Resource Management (SHRM), the world’s largest organization dedicated exclusively to the human resource profession. The Institute’s purpose is to promote the establishment of professional standards and to recognize professionals who meet those standards.
Hotline Q & A Q
Can an employer make a deduction from an exempt employee’s salary for one full day if the employee was absent due to plant/office shutdown, plant/office closure due to inclement weather, or some other reason that is outside the control of the employee?
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The answer is NO. Such a deduction is an impermissible deduction that would jeopardize the exempt status. This is an area of the FLSA regulations that most of us would never have reason to know. It is true that an employer can deduct a day from the exempt employee’s leave bank when s/he is absent due to sickness or personal reasons pursuant to the employer’s bona fide sick/personal leave or PTO policy. And, if the exempt employee is out of leave, then the employer can make a deduction from the person’s pay, provided it is an entire day (not a partial day) that was missed. This is supported by FLSA regulation 29 CFR 541.602(b)(2). However, if the absence was NOT due to personal reasons or sickness of the employee, but instead was due to reasons “occasioned by the employer or by the operating requirements of the business” (such as inclement weather, business slowdown, etc.), then the employer CANNOT make a deduction from the exempt person’s salary. To do so is an impermissible deduction under FLSA regulation 29 CFR 541.602(a). Even more interesting to note is that an employer can require exempt employees to use a PTO day to cover the day that the plant/office is closed. If, however, an exempt employee is out of PTO, the employer CANNOT make a deduction from his/her salary to cover the day that the plant/office was closed. MEA Hotline: (800) 662-6238
HR Policy Pointer: Are you using the latest copy of the I-9 form? On June 16, 2008, the USCIS released a newly dated I-9 form. The new form was issued due to the Paperwork Reduction Act, which requires the US Office of Management and Budget (OMB) to have current expiration dates on all approved forms, including the I-9. It is important to note that the content of the form and related requirements for documentation of work status have not changed from last year’s version. However, the form’s data and the OMB expiration date have been adjusted. While the use of new forms is not required before 30 days after appearing in the Federal Register, and guidance on this requirement has yet to be issued, we want to make sure that MEA members have the most updated form. We recommend that you begin using this new form as soon as possible. You can download the new form from: http://www.uscis.gov/files/form/I-9.pdf For questions on this or other HR issues, please call the MEA Hotline at 800-662-6238.
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Training and Development
Why Spend Money on Training in Tough Times? By Carol-Anne Minski, MEA Manager of Organizational Solutions
According to the 2008 Corporate Learning Factbook, an annual study of corporate training budgets, spending, and trends, published by Bersin & Associates, companies spend an average of $1,202 per employee on training per year and 21% of all training dollars overall are spent on leadership development and management/ supervisory training. E-Learning has grown dramatically. The use of on-line study now accounts for 20% of student hours, up from 15% last year. However, when times are tough, training may be seen as an expense, rather than an investment. Let’s look at training from a bottom line perspective by asking a few questions: • Does your company have any performance gaps? • Are you achieving your business goals? • Where are things now and where do you want things to be? If you need to make changes and you are looking for solutions, now is the time to measure what you want. First of all, do you know you want? If not, gather information through interviews that focus on work processes. Start with the business problems and work backwards. Examine what differences training would make. Measurable changes in business can result from training investments. Obviously, training will not always be the answer. If you uncover specific performance problems, investigate whether or not training or other process improvements are needed to solve existing problems. Some needs for training are obvious: • Your organization is scheduled to implement a new computer system that will affect all departments.
• Your customer service manager indicates that there have been customer complaints and this is a good time to address these complaints by training staff.
looks like. Establish a baseline measure of current performance and clearly indicate how performance problems will be tracked and reported. Gain Other needs may require more investigation into the present situation agreement on the problem and the value of solving it. Examine the problem in your organization. Are there and pinpoint the results that managers situations that might be improved by want. Track current (pre-training) training and development? Develop business unit results. When training a list of problem areas, bottlenecks, has been completed, assess the (postbreakdowns, complaints, low training) results according to the metrics morale, low productivity, turnover or absenteeism. Look for situations where already set up (and agreed upon with change is occurring (transfers, new hires, the manager of the department). new equipment or procedures). Ask When times are tough, the benefits of what training can do to improve these investing in training may far outweigh situations. the expense. The benefit is the way You will need to make a business case the training will ultimately improve the for training. Business cases are generally profitability of the business–be it the designed to answer the question, “What increased revenue due to salespeople are the likely financial consequences of going through sales training, or the taking this action?” Now, look for real reduction in workmen’s compensation measurable results. Determine what due to warehouse workers going major skill gaps and learning might hold through safety training. Now you are people back. Estimate the dollar value ready to present findings as a cost gained by eliminating the deficit and benefit analysis. In developing an make tangible projections from those investment strategy, tell the decision outcomes. makers in your organization that the proposed training program is going to Meanwhile, you are helping managers help the business; because this is what answer questions about why skills it is going to do for the bottom line.” matter and what good performance
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Training and Development • Has your organization received State training grants from the Department of Labor in PA, NJ, MD, or DE? (WEDnet, CJT) • Are you in the midst of planning how you will be using these funds to train your employees? • Did you know that many of MEA’s Public Seminars and On-site training programs are eligible for reimbursement under these grants? Our team is equipped to help you fill out the applications, design the corresponding training plans and provide the eligible training programs. Call our Training and Organizational Development Solutions Department to inquire about our courses and their eligibility. (800) 662-6238 or email us at training@MEAinfo.org
Tip of the Trade: Stop the Job Hopping! Retaining Generation Y Generation Y employees are notorious for moving from one job to the next. With Baby Boomers exiting the workforce in increasing numbers, employers who are winning the war on talent are putting effort into understanding why this youngest generation is always on the move. In an article written by TIME, according to Stan Smith at the consulting firm Deloitte, the high turnover with young professionals was because they felt they had no other choice. “People would rather stay at one company and grow, but they don’t think they can do that. Two-thirds of the people who left Deloitte left to do something they could have done with us, but we made it difficult for them to transition.” The TIP: It’s about good old fashioned career planning for Generation Y! Help the youngest generation see a clear path and then make it easy for them to gain access to it. That’s exactly what Stan Smith did at Deloitte. He created programs to help young people figure out their next steps. 10
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LeaderResources to Leader Human
Leading During Turbulent Times By G. A. Taylor Fernley, President & CEO, Fernley & Fernley and MEA Board of Directors Vice Chairman In one of his last interviews with Forbes, famed business thinker and writer, Peter Drucker said, “Make sure the people with whom you work understand your priorities”. Where organizations fall short is when they have to guess as to those practices… and, then, guess wrong. Right now, business leaders are facing a great challenge: navigating through a down economy while keeping employees at the top of their game. Here’s a plan to keep your business and employees operating at peak performance. Simplify your business plan If you’ve seen a slowdown in sales, an increase in cost or other mounting pressures, then it’s time to refocus your goals and reset your top objectives. 1. First and foremost, have a clear business plan; and, yes, keep it to one page.
2. Ask everyone on your team to identify things they can personally stop doing that will free up valuable resources and handle these initiatives.
that will result from adhering to these six points.
3. Ask everyone on your team what they can start doing to enhance As a leader you must also be willing to performance and profitability. feel an equal amount of pain as your team and demonstrate self-sacrifice so One of the secrets to addressing these that employees understand that “we’re select initiatives is to keep conversation all in this together.” You have to be as open and focused on what has to be committed to them as you want them done to accomplish the organization’s to be committed to the company. top objectives. Oftentimes leaders Always remember to treat employees can spend too much time planning or with dignity and respect. If you’re going spread themselves so thin that they to have to reduce your workforce, do lose sight of the day-to-day priorities. it in the most honest and respectful Challenge yourself to stay focused on a manner possible. Tell your team what few significant things that will ultimately the company is facing, encourage them determine your success. to ask questions, and answer those questions candidly. Lead your employees
True leaders shine when it’s tough sledding. Employees want to work for 2. Create a small set of quantifiable strong leaders who have a plan and objectives with timelines and know where the company is headed. hold people accountable for Here are some things you can do those objectives. immediately to successfully lead your team through rough times: 3. Identify and remove the roadblocks that hinder your 1. Don’t cut back on rewards and team’s performance. recognition during leaner times. Now more than ever, you need Your job as CEO is to be “accountable” your core team to feel to achieve these three objectives. appreciated and important. And, then, communicate with your Management Team and company, at 2. Be honest and tell your team large, frequently about these objectives. what they need to do to win. Communication and transparency is 3. Keep your employees well the glue that holds the organization informed to help mitigate fear. together and helps to reduce fear and uncertainty among employees. 4. Be hard on performance and easy on people. Commit the plan to your employees 5. Reward your people for the One of the key factors in keeping top results they achieve, not for how talent during both lean and good hard they work. times is to be a strong and effective communicator; so, 6. Acknowledge success and 1. Communicate your key initiatives reinforce the positive behavior to employees. www.MEAinfo.org
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People are your most valuable unlisted asset, and to that end, let your employees know that you are committed to their success. That means, be accountable to your team and ensure they are accountable to you. As Drucker noted, the key to leading is to ensure you and your team are on the same page in terms of goals and the actions needed to get them done. REMEMBER: These turbulent times will come and go. By strict adherence to the contents of this article, your company will be better positioned to grow and prosper… both in good times and in bad.
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From Beyond the Region
Foster a Fair Workplace to Increase Employee Loyalty By Wally Smith, Manager Organization Development & Training, The Management Association of Illinois
A RECURRING THEME I hear in my travels is the lack of employee commitment in organizations. Speculation regarding how widespread the lack of commitment is and what the causes might be runs the gamut. A nationwide study, conducted by the Indianapolis-based Walker Information and Hudson Institutes, sheds some light on these issues. The study was conducted in Spring 1999 covering 48 states and 2,300 employees. Employee loyalty is a constantly changing dynamic in the workplace today. More than ever, employers face the challenge of creating and maintaining a workplace that their employees will want to be loyal to. While less than half (42 percent) of the employees believed their organizations deserved loyalty from employees, the data took a more serious turn from there. As the survey looked at employees’ commitment to their organizations, the bad news was compounded. Following are the three most frightening statistics: • Only 24 percent of employees were considered truly loyal or committed to the organization and planned to stay for at least the next two years. • About one-third (33 percent) of employees were considered highrisk or not committed to the organization and did not plan to stay for the next two years. • 39 percent of employees were trapped or were not committed to
the organization, but planned on staying at the organization for the next two years. With statistics this dramatic pointing to a serious gap in employee commitment to their organizations, it is critical that we look at what factors most influence employee commitment. The survey identified six factors that have the greatest influence on employee commitment: 1. Fairness at work, including fair pay 2. Care and concern for employees 3. Satisfaction with day-today activities 4. Trust in employees 5. Reputation of the organization 6. Work and job resources So what can managers and supervisors do to strengthen employee commitment to their organizations? In addition to providing these resources, managers and supervisors need to create an atmosphere of trust and fairness in the workplace. This is most often accomplished by developing their communication skills, with special attention to active listening. Richard Judy of the Hudson Institute comments, “This study clearly points
out that employers need to focus on building relationships with their workers so that these employees truly believe that they are a valued part of the team.” The employees who fall into the trapped category can be even more damaging to an organization than those who choose not to stay. The impact of their lack of commitment can range from substandard or lackluster performance to contributing to the deterioration of some positive elements of the organization’s culture. In other words, while a vacancy could represent a zero, a trapped employee could represent a negative number. Being proactive can help minimize the impact of these trends on your company. There are several strategies to lower the risk of those high-risk folks and improve the outlook of those who feel trapped. Every strategy, however, starts in the same place – with a look at management’s commitment.
1400 Opus Place, Suite 500 Downers Grove, Illinois 60515 800-448-4584 www.hrsource.org
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, Manager of Membership and Marketing Administration at jpowell@meainfo.org. 12
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Legal Brief New Requirements for Government Contractors By Nancy DuBoise, MEA Employment Attorney On June 6, 2008, President Bush signed an Executive Order that requires all federal government contractors to enroll in and use E-Verify to confirm the employment authorization of new hires and persons assigned to perform work on future federal contracts. Just what does this mean for those of you who are currently federal contractors or subcontractors? Until a final regulation is published (which had not occurred as of the date this issue went to press), you have no additional obligations under the Executive Order. At some point in the not-toodistant future, however, your ability to do work on government contracts and subcontracts will require your enrollment in the E-Verify program. E-Verify is an internet-based system operated by U.S. Citizenship and Immigration Services (USCIS) that allows employers to electronically verify the employment eligibility of all newly hired employees, regardless of citizenship. Based on the information provided by the employee on the I-9 Form, E-Verify electronically checks this information against records contained in Department of Homeland Security (DHS) and Social Security Administration (SSA) databases. At the moment, unless you live in the handful of states that mandate the use of E-Verify for employers with state contracts (of which PA is not one), the program is voluntary.
Nonconfirmation (TNC). The employer must act on that information (i.e. terminate the employee) or risk sanctions for knowingly employing an unauthorized worker. from 9 to 10:30 a.m., “Businesses on Thin I.C.E.: Immigration Targets Small Note that E-Verify cannot be used to Employers for Aggressive Immigration prescreen applicants. It can only be Enforcement.� Our guest speaker will used after an offer of employment be William Stock, Esq., of the law firm has been made, and the I-9 Form has Klasko, Rulon, Stock & Seltzer, LLP, a been completed. E-Verify cannot be practice devoted to immigration law. used to prescreen current employees. Once the final rule under the Executive Last, but not least, please save the Order has been published, however, date of November 6, 2008. On that there will likely be a provision allowing date, MEA will be hosting its first employers to run existing employees annual Labor and Employment Law through E-Verify, but only if the Conference. It will be a full-day current federal contract requires it, program and will take place at the ACE and such employees work on the Conference Center in Lafayette Hill, covered contract. PA. The program will cover a number of interesting and topical legal issues, MEA members that are government with presentations by attorneys from contractors with questions regarding the prominent national law firm of E-Verify, your Affirmative Action Plan, Ogletree, Deakins, Nash, Smoak & or any other requirements associated Stewart, P.C, and me. For early bird with your government contractor registration call MEA to register or go status, should feel free to call upon to www.meainfo.org/specialevents. me for assistance. In addition, you More information will follow on this will want to attend our upcoming exciting event. briefing on September 10, 2008
The E-Verify program is not without controversy. Many have expressed concerns regarding the accuracy of the databases upon which the program relies. In addition, state laws requiring E-Verify have been challenged on theories that they interfere with or are preempted by the federal law, Immigration Reform and Control Act of 1986 (IRCA). When E-Verify determines that a new hire is not authorized to work in the U.S., it issues a Tentative www.MEAinfo.org
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Legal Services for MEA Members The American workplace has become the subject of significant regulation by local, state and federal governments. As a result, busy professionals frequently need to seek out legal experts for advice and compliance assistance. Whether your needs occur frequently or only occasionally, as an MEA member you can pick up the phone and call a lawyer who will provide legal advice without any additional charge beyond the cost of your membership. No appointment is necessary. MEA’s Legal Services can assist our members in the following ways: Hotline – You will have unlimited Hotline access to an MEA attorney, who specializes in labor and employment law. There is no limit on the amount of time (or number of times) MEA members can call Legal Services and get advice over the phone, at no additional cost. Advice regarding: • Interpreting employment laws, regulations and court decisions applicable to your workplace • EEO compliance • Wage & Hour • ADA/Reasonable Accommodation • Recruiting, Hiring, Discipline and Termination • FMLA • Affirmative Action Training (Discounted fee with MEA membership) – Legal Briefings and Member Updates, “Avoiding Harassment” and “Basics of Federal Employment Laws” Assistance with non-routine legal matters will be provided on a fee-for-service basis at competitive hourly rates. Sample matters include: • • • • • •
Responding to Complaints of Discrimination Investigation of Workplace Harassment Affirmative Action and OFCCP audits Employment Agreements Union Avoidance Help in drafting employment-related legal correspondence Our Employment Attorney is here to help you with your current workplace issues: Nancy DuBoise MEA Employment Attorney Phone: 610-666-7330 Email: nduboise@meainfo.org
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Industry Focus: Eye on Manufacturing
ManuFacts Strengthening America’s Workforce for the 21st Century • American manufacturers are facing a serious shortage of qualified employees. In a recent survey, 80 percent of manufacturers indicated that they face a moderate to severe shortage of qualified workers. • The skilled worker shortage is the result of several factors: the retirement of baby boomers; the need for greater skill created by advancing technology; increased competition in the global marketplace; and difficulty with retaining highly-skilled talent. • A recent study by the U.S. Department of Labor concluded that 85 percent of future jobs in the United States will require advanced training, an associate degree or a four-year college degree — yet many students are dropping out of high school, much less seeking advanced training. • Today’s highly technical jobs require more U.S. students with the science, technology, engineering and mathematics skills necessary to drive innovation. • To help match manufacturers with highly skilled workers, we must improve the quality of education in our primary, secondary and post-secondary school systems. We also must improve job training programs to address the continuous demands of training and re- training of workers.
HOW CONGRESS CAN HELP: • Reform legal immigration policies to reflect market realities and business needs; • Provide incentives to increase the number of U.S. students in science, technology, engineering and mathematics who graduate with a four-year degree; • Align curriculum requirements to ensure basic technical skills training to create a “no graduate without a skill” standard; • Support programs that allow for increased job training and workforce development; and • Protect investments in education and job training programs by holding them accountable for student performance.
FACT:
Less than one quarter of U.S. 12th graders exhibited proficiency in mathematics, according to the 2005 National Assessment of Educational Progress. Only 35 percent of high school seniors scored at or above the “proficient” level in reading, down from 40 percent in 1992. What Are the Specific Deficiencies of the Public Education System in Preparing Students for the Workplace? (Top Three Responses) 38% 38%
Reading and Comprehension Math and Science
42%
Basic Employability Skills 2005 2001
51%
50%
0%
10%
20%
30%
40%
50%
55%
60%
Source: 2005 NAM Skills Gap Report
Bottom Line: For American manufacturers to remain competitive, we must embrace the following principles: access to a high performance workforce; alignment between our education systems, training systems and business needs; support for lifelong learning to maintain our skilled workforce; and accountability to ensure results are achieved.
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Events Register Now for MEA's First Annual Labor and Employment Law Conference on November 6, 2008 Everything You Need to Know About Recent Developments in Labor and Employment Law Experienced attorneys from Ogletree Deakins and MEA will provide you with: • updates in labor and employment law, • information about recent court decisions affecting HR policies and practices, and • practical tips on managing your workforce
When Thursday, November 6, 2008 8am-9am - Registration/Continental Breakfast 9am-4:30pm - Program Reception to follow
Location ACE Conference Center 800 Ridge Pike Lafayette Hill, PA 19444 www.aceconferencecenter.com
Luncheon Keynote Speaker: Dr. Dennis Davis, “Seven Steps to Heady Hiring: How to Safely Hire Employees” Fees Early Bird: $250 – MEA Member $325 – Non-MEA Member
After September 15 $275 – MEA Member $350 – Non-MEA Member
Conference Topics Include: • Workplace Harassment Rulings – Stopping Discrimination or Imposing Codes of Conduct? • Remaining Union-Free in a Recharged Organizing Environment • “Lost in MySpace” - How Technology Poses New Risks for Employers • Tackling Tough Wage & Hour Issues • Conducting Self-Audits – A Key to Litigation Avoidance • Family Leave – Little Clarity Now, More Confusion Coming? • Immigration Compliance: Tracking the Latest Developments www.ogletreedeakins.com
Qualifies for 6.75 General HRCI credits
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Come join your professional colleagues for a day of information-sharing and networking. Email your registration to registration@meainfo.org, or call MEA at 800-662-6238 or register online at www.meainfo.org/specialevents
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Environmental and Safety Compliance Deadlines
September/October 2008 Deadlines September 1, 2008 – 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. October 27, 2008 – 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 28, 2008 – 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 sitespecific reporting requirements. October 30, 2008 – Excess Emission Reports due for many facilities in New Jersey with Continuous Emission 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, 2008 – 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. MEA partners with Compliance Management International to provide cost-effective and efficient means for managing environmental, health and safety issues.
Workplace Whiteboard Total Increases MEA Surveys
5.0 4.5
% Increase
4.0 3.5 3.0 2.5 2.0 1.5 1.0 0 2000
2001
2002
2003
2004
2005
2006
Year
Union Executive Non-Exempt Clerical/Technical
2007
2008
Proj.
Non-Exempt Production Exempt, Sup & Mgmt
Source: MEA Salary Planning Guides, 2000-2008
Total increases are projected to be between 3.3% and 3.7% in 2008.
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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
2008 Employers’ Guide to Employee Relations Laws and Regulations
Members: $295.00; Non-Members: $585.00
Three states (PA, NJ & DE) plus federal laws and regulations in one guide.
Members: $295.00; Non-Members: $585.00
NE FORMW AT!
Members: $100.00; Non-Members: mbers: $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
Information Services
Engineering, Scientific and Technical Members: $295.00; Non-Members: $585.00
Supervisory and Management
Members: $295.00; Non-Members: $585.00
Violence Goes to the Workplace: An Employer’s Guide
Pay Structures
Members: $170.00; Non-Members: $275.00
Members: $45.00; Non-Members: $60.00; S/H: $10.00
Health Benefits
HIPAA Guide
Members: $210.00; Non-Members: $310.00
Members: $130.00; Non-Members: $180.00; S/H: $10.00
Salary Planning Guide
Members: $70.00; Non-Members: $135.00
HR Policies, Practices and Benefits
POSTERS
Members: $360.00; Non-Members: $660.00
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
Production, Maintenance & Service Members: $295.00; Non-Members: $585.00
NATIONAL National Executive Compensation Members: $295.00; Non-Members: $460.00
National Wage and Salary
Members: $160.00; Non-Members: $285.00
National Pay Trends
Members: $70.00; Non-Members: $135.00
National Policies & Benefits
Members: $360.00; Non-Members: $660.00
National Sales Compensation and Practices Members: $235.00; Non-Members: $445.00
National IT and Engineering
Members: $325.00; Non-Members: $640.00 Survey prices quoted are for pdf format. For a printed copy, there is an additional charge plus shipping and handling. For additional information, please contact Kay Dutton, Research & Publications Department, at (800) 662-6238 x7627 or email research@MEAinfo.org.
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Getting to Know the Staff at MEA Clara Console, Director of Training and Marketing, celebrated her twoyear anniversary at MEA in July 2008. As Director of Training, she is responsible for managing five exceptional team-members and over a dozen independent consultants, who are all dedicated to providing excellent training and consulting services. She is extremely proud of the level of service the staff of MEA provides its members. Clara has been in the training business for over 20 years. Her training management experiences at West Chester University, Community College of Philadelphia, Delaware County Community College and her various entrepreneurial stints, have allowed her to work with the finest
organizations and people in this region. “The happiest days are when I get to reconnect with those individuals that I’ve met throughout my career that are MEA members, trainers, or clients.” As Director of Marketing, Clara oversees the marketing function of MEA. Whether she is proofing the newsletter, helping design the catalog, or editing the email blasts, “Hawkeye” or “Chief Chicken” as her staff calls her, enjoys the creative outlet that marketing offers. Clara is originally from Lima, Peru and speaks fluent Spanish. Her family immigrated to the USA in 1970 and they haven’t looked back!! Clara has an MBA from the University of Phoenix, an M.Ed. from West Chester University and a BA from Temple University. Clara resides in Jeffersonville, with hubby Vince and their four feline children: Chiquita, KC, Rehab and Flip.
Nancy Utz, Training Assistant, joined MEA in June of 2008. In 2001, Nancy retired from Verizon after working as a Service Consultant for 33 years. At MEA, Nancy supports the Training Department by providing customer service calls, materials production and database updates. “My experience at Verizon, providing excellent customer service, has really helped me step up to the plate quickly at MEA. I enjoy talking to our members and can see why they love MEA.” Nancy lives in Jeffersonville, with her husband Raymond, where they have lived since 1975. Prior to Jeffersonville, they lived in Northeast Philadelphia.
Board Members & MEA Staff MEA BOARD OF DIRECTORS - 2008
STAFF DIRECTORY
CHAIRMAN
Ronald G. Allen, Chairman & CEO American Foodservice
HOTLINE
VICE CHAIRMAN
Baehrle, Judy
Senior HR Consultant
610-666-7330
Baker, Julie
Benefits Administrator
610-994-7623
Console, Clara
Director, Training & 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
Kelly, Carol
Receptionist
610-666-7330
Maurer, Melissa
Sr. Account Executive, Employee Benefits Services
610-994-7630
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
610-666-7330
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
Director, Human Resource Services
610-666-7330
G.A. Taylor Fernley, CEO/President Fernley & Fernley
SECRETARY
Joseph Gallagher President Gallagher Fluid Seals, Inc.
TREASURER
David Bailey, CFO Speakman Company
DIRECTORS
Wilbert Abele, President Henry Troemner, LLC Terry D’Alessandro, Exec VP, Market CEO Sovereign Bank Lewis W. Hull, Chairman Hull VacPump Corporation Nissen Isakov, Owner LCR Electronics Henry Justi, Chairman/CEO Justi Group, Inc. Edward J. Kelleher, President Kelleher Associates, Inc. Jeffrey McFadden, GM & COO The Union League of Philadelphia Chuck Polin, President Training Resource Group Walter Reimann, President The Fredericks Company Richard Silliman, President Penn Chesapeake Advisors, Inc.
610-666-7330
Utz, Nancy
Training Assistant
610-666-7330
Ward, Marian
Sr. Training & Development Consultant
610-666-7330
Zoll, Susan
Manager, Training Operations & Marketing
610-994-7639
For any specific questions, issues or concerns, please contact Beth Ann Mazza, MEA’s Membership Ambassador, at 610-994-7631
PRESIDENT & CEO James F. Devine
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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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FAX 610-666-7866
New for 2008 • All in One 2008 Employers’ Guide – PA, NJ and DE • Members Only Online Courses and Lending Library • MEA “Mainspring” 401(k) Plan • Supervisory Certificate Program – Level 2 • Courses for Multinational Professionals • Continuing Professional Education (CPE) Credits for Accountants • Lean Courses for CFOs and Controllers