HireCentrix - ViewPoint
President Obama at a press conference in Hawaii referring to a question about the scandal at Penn State made the observation that protecting the innocent was more important than shielding institutions or organizations. I took in the premise and then looked at the daily RSS feed I receive from the EEOC and began to question the strategic moves many corporations are making in the marketplace.
I totally understand that as an organization you have a brand that you need to protect but when your managers are making stupid mistakes and are circling the wagons instead of taking the right path to resolve issues in the marketplace, you begin to wonder why organizations can complain about the lack of engagement and then provide the proof in their actions.
Since August 26, 2011 the EEOC RRS feed is reporting nearly 200 settled complaints or new actions regarding situations where an employee has a legal right to complain about working conditions and the organizational response is how difficult can we make their lives to the point of having them leave the company. Maintain the brand at all costs and the heck with supporting the individual who is being harassed or discriminated against.
Consider the case of an acute care facility in California who will pay $530,000 to settle a lawsuit alleging the sexual harassment of its staff. According to the federal agency, several of the female targets of the harassment were either retaliated against or compelled to quit after their complaints were ignored by hospital management. Is the brand that important that you tolerate a workplace where you demean the employee base. That is an attitude from an era way gone from reasonable in today's workplace.
Look at your list of the best places to work or the companies founded on the principles of the Toyota Production System and they recognize the worth of employees to the organization. Look at the organizations being hit by the EEOC and you see organizations with the attitudes that we are doing the employee a favor by allowing them to work here and they need to take what ever conditions we want to expose them to.
In the 21st Century this is not how we encourage engagement. This is not how we encourage employee loyalty. This how we tell our employees that they are chattel, not valuable parts of our organization. So if you must circle the wagons, do so around the worth of all parties. Protect the organizational brand by telling the world that you value the employee and their contributions to the brand.
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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