I have to thank one of our local churches once again for providing the ammunition for this post. They had on their electronic message board in the front of the church yesterday the message “Behavior is the mirror in which we show our image.”
I fully understand to whom the message was intended; however when we dig deeper into the message the same concept can be brought to our organizations.
I have recently returned from the HR Florida state conference in which several presenters talked about being the preferred employer (i.e. Employer of Choice). That is in itself a worthwhile goal, but what does it really mean to the general public who are our customers? We become the preferred employer because of the image we present to the marketplace. We present the image that we are great place to work. We present the image that we are an ethical place to work. The problem maybe, that under the surface, we are not what we seem to be.
Just in the past few days there has been a case where a CEO told an employee that she was too fat and old to be with customers. As a CEO in today’s marketplace you are challenged to find good employees. Not by your view of what good is, but ones that can perform the duties of the position. Since this has been all over the web, are they still lily to be the preferred employer?
I receive the RSS feed every day from the EEOC regarding legal actions they have taken and they read like every organization is a bad apple. We hear of examples of outright sexual harassment of employees; retaliation when the employee complains and outright discrimination in hiring. I understand these situations are not anything new.
But the question it brings to the forefront is
if our behavior is the mirror that show our image, then what does the mirror tell the marketplace who we are? What does the mirror tells us about whether we deserve to be the preferred employer in our industry? As an organization we need to carefully review our behavior towards our employees, our suppliers, our customers and to each other as human beings. We need to ensure that the behavior matches the image we want to present to our marketplace.
Daniel T. Bloom is the founder and Managing Partner of Daniel Bloom & Associates, Inc. Founded in 1980, DBAI is a Largo, Florida based human Capital consulting firm. Serving corporate clients nationwide, we have assisted organizations from small real estate firms to members of the Fortune 1000 with various human capital related issues.
DBAI services three niche markets with services to assist organizations to maximize the human capital assets of the organization.
The first niche is comprised of those organizations with fewer than 100 employees who either do not have or never had a human resources department and now find them selves in need of expert counsel on human capital issues. We in essence become their HR department but on a retained basis where they can call us as the need arises.
The second niche market are those corporations with a small HR staff who have an urgent need for specialized human capital services and we can provide the expertise to complete the application of these services on a timely and cost effective basis.
The third niche is strategic human capital project completion for the large corporations on a divisional basis.
The service package of DBAI includes, but is not limited to, the areas of talent management, training, vendor management, policy design, relocation management, process improvement and EEO.
A resident of Florida since 1980, Mr. Bloom was an executive recruiter with several contingency recruiting firms in the metropolitan New York market, a member of the internal HR staff of the ECI Division of E-Systems (Now Raytheon), a licensed real estate broker providing relocation services to corporate clients, an educator and since 1980 a Human Resource Consultant. He is a national member of the Society for Human Resource Management, Worldwide ERC (the corporate relocation trade association), and the American Society for Quality. In addition he is a member in the Tampa Bay area of American Society for Training and Development, Tampa Bay Metro Business Leadership Network and the Tampa Bay Executive Forum. In addition he serves on the Expert Panel for the Round Table Group in the area of human resource issues.
Mr. Bloom received a Bachelor’s of Arts degree from Parsons College majoring in Education and Certification in Six Sigma from St Petersburg College. He holds certification as a Senior Professional in Human Resources from the Human Resource Certification Institute, a Senior Certified Relocation Professional from Worldwide ERC and a Six Sigma Black Belt from St Petersburg College.
Healthcare Costs grew a cumulative 138% between 1999 and 2010 and outpacing cumulative wage growth of 42% over the same period. Average employer costs for health insurance per employee hour rose from $1.60 to $3.35 during the 1999 to 2010 period. This almost 110% increase in average costs per hour was much larger than the 39% increase in average employer payroll costs per hour for these workers KFF
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