Great branding is a key element in achieving success in the business world, and this includes the role of the organization plays as Employer.   The Global Human Resources Outsourcing (GHRO) wanted to share an insightful article on the subject.

An “employer brand” denotes an organization’s reputation as an employer – the image of an organization as “a great place to work.”  Employer branding is the process of creating this image.

In an article titled “Mission: Brand Alignment,” HRO Today explores how employer branding aligned with a company’s corporate or product brand can produce great business results.

Linking salient corporate/product brand elements with your employer branding strategy gives an organization the ability to communicate the employer brand to various talent segments – candidate prospects, and current and former employees – across the business.

Many HR groups within organizations are realizing that an effective brand strategy can enhance their talent acquisition efforts.  Signaling your company message on several levels can resonate with job candidates.

Consequently, just as marketing executives leverage a wide variety of tactics and initiatives to drive awareness for product portfolios, many successful HR leaders are taking advantage of various branding elements traditionally found in a marketer’s toolbox.

Where to Start? Compare & Understand

One of the first steps toward aligning your employer brand with your product or corporate brand is to have an open and honest assessment of what your brand really stands for and means. One method that marketers use — in order to achieve a deeper understanding of essence — is to perform a brand alignment analysis.

Source and Attract

As you source and attract candidates in the early stages, one of the goals is to make sure that the different vehicles you utilize, such as job postings, employment advertisements, career portals, recruitment videos, social media, word-of-mouth and other tactics, reinforce your employer brand positioning and messaging.

Employer Branding Alignment Tips

• Collaboration between HR and Marketing is critical.  Learn what aspects of your corporate or product brand will translate well to your employer brand strategy. Many organizations are tasking marketing professionals to head their employer branding efforts and bridge the gap between the two functional areas.
• Focus more on brand engagement over brand communications. This is especially true when designing an employer branding program during your onboarding and employment stages. Think about the influencing and net promoter type brand attributes you can harness from an engaged group of employees. Dialogue and engagement are more powerful and relevant during this stage compared to monologue messaging.
• Assess all candidate touch points. Your employer brand reaches prospective candidates at many intersections. Make sure you’ve identified all of them and that your employer brand messaging is clear and relevant at each juncture.

And a word of caution: don’t assume that just because candidates easily identify with a great product brand that they will assume it’s also a great organization to be employed with.  The burden of proof is on the employer.

Jennifer King is an HR Analyst at Software Advice, a company that reviews and compares recruiting and employee performance review software. She reports on trends, best practices and technology in human resources.  The Global Human Resources Outsourcing (GHRO) team enjoys Jennifer’s insights into the recruiting industry, and so today’s post reprises elements of one of her recent blogs: Why Recruiters Use Social Networks to Screen Job Candidates.

In a 2011 Reppler survey about how recruiters use social networks to screen candidates, 91 percent of the respondents claimed they have visited a potential candidate’s profile on a social network as part of the screening process.  But why?  With all the tweets, status updates and comments, it’s unavoidable for any social job seeker not to be searchable in some way.

With social media, it’s possible to learn more about a job seeker than what is on his or her resume, giving recruiters and hiring managers more insight into the behaviors and personal lives of their candidates.
According to Eric Meyer, partner in the labor and employment group at Dilworth Paxson LLP, “Businesses and recruiters want to know as much as they can about a person who they may give a job offer.  But the real purpose behind screening is to make sure the person you’re hiring doesn’t have any red flags that would make them a bad fit or a potential liability for the business.”

When it comes to commenting, posting photos or sharing status updates, we don’t typically update our social media profiles with recruiters in mind.  Instead, we post things that are relevant to our lives, interests and personalities, giving recruiters a clearer picture of the person behind the resume.

Tips for Job Seekers

For recruiters and hiring managers who choose to look up candidates online, it’s likely that what they find will also shape their first impression of that person.

“Perception is reality in the business world,” says Amy Henderson, account executive with Technisource, part of Randstad Technologies. “The way people perceive you online, through social media—that’s what they use to make first impressions.  And those first impressions are lasting impressions.”

And even with privacy restrictions set up on social networking sites like Facebook, it doesn’t mean an employer won’t take extra steps to get a look at what’s behind those privacy restrictions, even if that means bluntly asking a job candidate for his or her login information.

But by requiring login credentials for candidates’ social media profiles, employers run the risk of losing top talent due to a perceived lack of trust.

Connect with Jennifer on LinkedIn: http://www.linkedin.com/in/jenniferking1. And check out her post on Employee Performance Evaluation Software.

No, it’s not the latest Patricia Cornwell novel—it’s a recent court ruling on an FMLA-related lawsuit.  The ruling held that even employees on FMLA leave are required to give proper notice and to follow their employer’s call-in policies.

In 2008, Jordan To brought suit against his former employer, U.S. Bank, for violating his rights by terminating him during FMLA leave.  After months of military leave, To failed to return to his clerk job as scheduled on August 4, 2008.  He spoke to his U.S. Bank supervisors via conference call and explained he wasn’t feeling well and needed time to recuperate.  To’s supervisors asked for a doctor’s note to return to work, which To provided.  One week later, when To failed to report for work as expected, he spoke to his supervisor and sent another doctor’s note.  A week after that, To not only failed to report for work, but did not notify anyone at U.S. Bank for four days.  On the third day, U.S. Bank sent a termination letter to To, citing job abandonment.  Upon receiving the letter, To claimed a third doctor’s note had been faxed to excuse the current absence—a note U.S. Bank did not receive and a note To could not produce.  Given the status of the missing note, U.S. Bank upheld To’s termination.  To sued.

Is this a case of wrongful termination under FMLA law?

The answer lies in U.S. Bank’s employment policies at the time of To’s absence.  As explained in the “Reporting Absences” provision of its employee handbook, U.S. Bank’s call-in policy stated that absence requests must be reported as soon as the employee becomes aware of such a need—that is, the employee provides reasonable notice.  The policy also stated that all absences must be reported by speaking directly to the employee’s supervisor, not through voicemail or e-mail.  The handbook also contained a “Job Abandonment” provision, which stated that after two consecutive days, an unreported absence would be considered voluntary job abandonment.  Both provisions specifically included FMLA absences under their umbrellas.

Giving To the benefit of the doubt, assume U.S. Bank legitimately failed to receive his faxed doctor’s note.  In that case, the note should have satisfied the “reasonable notice” requirement of U.S. Bank’s absence-reporting policy.  But note or no note, To violated the “call-in” requirement when he failed to directly notify his supervisor.  The FMLA angle of his case had no bearing, because FMLA absence requests are legally expected to follow employer policy on standard absence requests.  Clearly, To did not comply with his employer’s call-in policy.  The court thought so, too—it ruled against To and upheld his termination.

According to a CNN report, Americans working in a claustrophobia-inducing cubicle have one more thing to complain about: shrinking cubicle size.

The average worker’s office space has dwindled 15 square feet since 1994, down to a cozy 75 square feet in 2010.  And it’s not just the everyday workers who are feeling the squeeze—senior workers’ office space shrunk 19 feet over the same period.  Everyone but executive management, who enjoyed an increase in office space, has to do more work with less space.

Or are they?

What popularized the cubicle in the 1960s was its functional, modular office space without the construction required to build walled offices.  In the past, cubicle size has had to accommodate the latest office technology, such as bulky telephones, typewriters, and desktop computers.  Today, that technology is slender and sleek, such as flat-screen monitors, laptops, iPads, and Blackberries—and more important, that technology is mobile.

Mobile technology replaces the need for workers to be chained to their desks.  Instead, workers can telecommute or work from different places in the office, as in the open-space seating model found at companies such as Facebook and Intel.  This open-space model is becoming more popular thanks to its team-oriented setup and efficient use of work space.  Due to meetings, travel, shifts, or personal leave, not all work space is required at all times, so it makes sense to have fewer and unassigned work stations.

While some employees appreciate this modern, flexible approach to office space, other employees reject the approach’s irregularity, close quarters, and lack of privacy.  Since employees spend half their days at work, it’s important their office environment works for them to foster comfort and productivity.  But just as office spaces come in all shapes and sizes, so do employees, so not every model will suit every employee’s personality or work style.

Does that mean private offices are on the verge of extinction?  Not if SAS, a North Carolina business intelligence software company, is any indication.  For the last two years, the company was named Fortune magazine’s best place to work.  The kicker?  SAS gives almost all its employees private offices.

It’s Valentine’s Day and love is in the air.  If you’re in the office today, you’re likely to see coworkers receiving heart-shaped boxes of chocolates and lavish bouquets of lilies from their loved ones.  But what if such a display of affection occurs between coworkers?

Workplace relationships can pose a wealth of potential problems, from discrimination to sexual harassment.  These issues can be especially complicated for businesses that don’t clearly address workplace relationships in their employee handbooks.  If it’s too late to set policy amidst burgeoning love, supervisors and HR representatives will have to rely on their common sense to handle workplace relationships.  To make that process easier, remember to PREP by being:

Professional: When talking to employees, keep comments business related by addressing productivity, performance, and professional conduct.  Don’t discuss anything personal, and remember that any personal information confided in you should be kept strictly confidential.

Reasonable: Be reasonable about the demands placed on your employees.  They spend a lot of time together, which can naturally foster closeness.  Without a written policy to address workplace relationships, your response can only extend so far.  You can’t ask employees not to date, and even if you could, more problems could be created by enforcing unrealistic rules.

Equitable: As a matter of good HR practice, it’s important to treat all employees (and all workplace relationships) the same.  This applies even if the relationship involves an extramarital affair.

Proactive: After a relationship problem arises, it’s too late to implement a formal company policy, so don’t attempt enforcement beyond what federal, state, or local laws require.  Instead, talk with management about establishing a written policy to address workplace relationships.  A clear policy will be the best way to manage future workplace relationship issues.

With or without a formal policy, when a workplace relationship ends, things could get messy for both the former couple and the HR Department.  What was once welcome personal attention could now be considered unwelcome sexual harassment.  During the relationship, it may have been common for one partner to frequent the other’s desk to chat, but that chat may now make the other partner uncomfortable.  If left unaddressed, this unwanted conduct could easily snowball into a sexual harassment issue.

That’s why it’s best to catch these issues early.  As an HR representative, start by sitting down separately with each employee to clarify what professional behavior means to them and to your business.  Outlining professional standards may be enough to stop the unwanted conduct, but if the behavior continues, these conversations are a good starting point for potential disciplinary action.  Remember, everything should be documented, from the complaint to the sit-down conversations, to create a solid base for future action.  It’s important to take these issues seriously as professional matters and not just private conflicts.

Your business’ productivity could suffer because employees are chaining themselves to their desks.  But why are employees spending so many days at work and shunning the personal leave they once relished?  New studies show employees are afraid to—or genuinely unable to—step away from their desks.  Even a nasty head cold or the beckoning of a Caribbean vacation won’t unlock those chains.

As for the head cold, a recent CareerBuilder survey found 72 percent of workers report for work when they’re legitimately sick.  Most respondents (55 percent) do this because they feel guilty about missing work.  While this seemingly demonstrates amazing loyalty, how loyal is it to show up to spread germs to healthy coworkers?  Furthermore, does an office full of runny-nosed people slumped at their desks promote productivity?

And then there’s that Caribbean vacation.  A Right Management poll found 46 percent of workers didn’t use all their vacation time in 2010.  Workers either couldn’t get away from their desks or felt like they couldn’t get away to enjoy their annual vacations.

Whatever the case, employees are spending more days at their desks.  With so many businesses short staffed, with more duties falling to fewer employees, taking personal time is a legitimate concern for many workers.  Employees also worry that if they miss work, even for a day or two, their employers will realize either the worker or the position isn’t vital.  Employees are afraid to step away because their jobs may not be there when they come back.

If your employees aren’t taking the personal time they need, they’re at risk for employee burnout.  Workers who don’t feel like they can get a break from work, either to get healthy or to have fun, are more likely to suffer persistently high stress levels.  In turn, high stress levels can lead to employee turnover, which can quickly have your business flipping through job applications.  So what to do with employees who won’t unlock that desk chain?

Hand them the keys.  Now, more than ever, it’s important to tell employees it’s OK to miss work—and it needs to genuinely be OK.  Remind employees that their jobs will be waiting when they come back, and then train coworkers to fill in for sick or vacationing employees.  At the end of the day, employees able to take time off work will be healthier and happier, and will respond with increased loyalty and productivity.

If your employee handbook was last updated in the age of high hair and parachute pants, it lacks key legislative changes such as the Americans With Disabilities Act, the Family and Medical Leave Act, and the Polygraph Protection Act.  Relying on an out-of-date handbook is a surefire way to invite litigation!

Your HR team should continually review the handbook for necessary updates.  Employment law is constantly changing, so your HR team should check new laws against your employee handbook’s policies.  Your HR team should also confirm handbook policies match actual practices.  The last thing anyone wants is to be cornered by an employee armed with a handbook offering six weeks’ vacation, when current company policy only offers four.

Having an up-to-date handbook provides many benefits beyond avoiding uncomfortable confrontations.  Not only does the handbook provide guidance to employees and supervisors, but it also establishes consistent policies important to risk management.  Consistent policies also ensure a more harmonious work environment, since everyone knows what to expect.

If it’s time to update your employee handbook, consider the following steps:

1. Regularly review the handbook to ensure the most current policies.
2. Have an attorney review the handbook at each phase.
3. Implement a plan to address policy updates and how to communicate them to everyone in the business.
4. Train management staff to consistently follow handbook policy.
5. Record all updates and changes in a log.

Check back soon for Parts Two and Three of our Employee Handbook series!

Ah, December—a busy and tumultuous time for many businesses . . . a time of holiday office parties, secret Santa exchanges, and most important to many—time off to spend with family and friends.  When December rolls around and employees are itching to clock out, does your company’s holiday pay policy look more like It’s a Wonderful Life or does it look more like How the Grinch Stole Christmas? Much of how your company shapes its policy will depend on the needs of the business (and of course, the holiday spirit!), but when it comes to legal requirements for holiday pay, this employer’s guide to common questions and answers can help.

Q: Must employees get paid time off for nationally recognized holidays?

A: No.  Federal law doesn’t require employers to provide holiday time off, paid or unpaid.

Q: What about accommodating a religious holiday?

A: In short, yes, employers must accommodate their employees’ religious practices unless the business would suffer an undue hardship.

What is reasonable accommodation?  Allowing an employee to use a floating holiday, a vacation day, or unpaid time off are all reasonable ways to accommodate religious observances.

Q: Must employees be paid for employer-provided holiday time off?

A: This answer depends on the employee’s classification.  Employers are not required to pay hourly employees for holiday time off; employees must only be paid for time they actually worked.  On the other hand, employers are required to pay salaried employees who work without regard to overtime for holiday time off if they worked any hours in the holiday week.

Q: Must paid time off be included in determining an employee’s entitlement to overtime?

A: No.  Employer-provided paid holiday hours are not required to count toward an employee’s hours worked ,for the purposes of determining overtime eligibility.  Typically, an employee must work 40 hours in a week to become eligible for overtime.  This may be overridden, however, by collective bargaining agreements.

Q: Can conditions be attached to holiday pay?

A: Yes, but those conditions should always be in writing.  As examples, an employer may prorate holiday pay for part-time employees or may require a certain amount of service time before an employee becomes eligible for holiday pay.

Q: If an employee works a holiday, must they get premium pay?

A: While a common practice (and a kind gesture) to pay a premium to employees who work holidays, it is not a legal requirement.

Q: Must the same holiday benefits be extended to all employees?

A: No, as long as any differences are not a result of potential discrimination, such as age or gender.  Employers can, for instance, grant holiday pay to full-time employees only, or to office workers instead of field workers.

Q: What happens if a holiday falls on an employee’s regular day off or on a non-business day?

A: No legal requirement governs this area; however, a popular practice is to allow employees to take another day off during that pay period.  This is typically seen when holidays like Christmas fall on a Sunday and employees are given the following Monday off.

When it comes to managing your company’s payroll services, GHRO can help!  Our seasoned professionals have years of experience in Human Resources and can help you develop the best policies for you and your employees.  For more information about how GHRO can meet your business needs, visit our website.

Brandon Carl, our Business Development Manager, chatting about Human Resources outsourcing and GHRO with Ciaran Foley on LookSee.TV!

2010-08-10 Brandon Carl and GHRO Discuss Outsourced HR from Ciaran Foley on Vimeo.

With Thanksgiving fast approaching—the busiest travel time of the year—employers from Los Angeles to Louisville will be juggling the same problem: employee time-off requests.  With so many employees asking for time off, and some of them pleading at the last minute, it’s easy for businesses to find themselves short staffed during the holidays.  Although the holidays are synonymous with vacation time, efficiently managing time-off requests can present a problem at any time of year.

The key to effective scheduling is establishing a clear policy for time-off requests.  The employee handbook should outline the procedure to request time off, including how employees can request time off, how much advance notice is required, how many employees can be off at one time, and how time-off requests are processed, whether by seniority or by order of request.

Formal written requests are recommended to properly document employee time off, such as through an e-mail or a standardized form.  Once a request is approved, the employee’s manager should calendar the time off in a place where all affected management staff can see it and arrange for adequate department staffing.  Communication is always critical to successful scheduling, both among management staff and between managers and employees.  Before the holiday rush, employees should be made aware of scheduling deadlines and staffing expectations, such as how many people need to work the day after Thanksgiving.

While it’s important to maintain clear time-off procedures, sometimes flexibility trumps policy, especially since last-minute requests are known to crop up around the holidays.  Employers on the brink of scheduling chaos should be fair and let employees know the decision regarding their time-off requests and why that decision was made.  Flexibility can go a long way toward employees feeling positive about the decision and feeling like they were treated fairly, even if the outcome wasn’t in their favor.  The more employees feel valued, the more they may be willing to schedule time off in advance or to be flexible if someone else suddenly needs time off.