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Executive Update Header
TopJanuary 28, 2010 - Volume 30, Issue 2

In This Issue
Conference Time Again
Lessons from the HR Learned
New Mode of Communication for HR Round Table Members
A Fractured Fable
New MIOSHA Ergonomics Standard Coming Next Year?
Register Today!
    

HR Conference
 
Man wearing 3D glasses 
Building Dimensions in HR:

Social, Legal & Informational

 

March 10, 2010

8:00 a.m. - 3:00 p.m.

Prince Conference Center at Calvin College

 

The field of Human Resources constantly evolves in order to keep pace with economic, social, legal and informational changes that affect our organizations.  This year's conference highlights trends in social networking, legislative changes and the latest research in HR practices.

 
More Information.
 Sponsorship opportunities available.
 
Upcoming Training Programs
February 
 
  1 - SHRM Learning System Prep
       Course begins 
       Befriending Monsters in 
       the Closet
  9 - Effective Communication Skills
 
For more details click on seminar title or refer to your 2010 Winter/Spring/Summer Catalog of Seminar & Certificate Programs.
 
*************************************

Our Late Winter Core Leadership Skills Certificate program begins February 11, 2010.  Register TODAY!

 
HRG February 2010 Event
 
The Intersection of ADAAA and FMLA - a Crash Course in Handling Collisions
 
February 18, 2010
11:30 a.m. - 1:45 p.m.
Watermark Country Club
 
FEATURING:  Jeff Fraser, Varnum Law & Janiece Nichols, MorningStar
 
Mark you calendar and watch for more details.
 
FROM THE PRESIDENT...COACHING FOR SUCCESS
President Dave Smith 
by David J. Smith, CAE, President & CEO
 

We always seem to see a number of coaching changes take place as a sports season winds to an end.  One coach will leave (or be released) initiating a domino effect as coaches "move up the food chain" to positions of higher value.  A good coach seems able to make highly skilled individuals perform beyond their proven abilities.  A great coach can cause a team to accomplish exponentially more collectively than any individual member of the team might ever imagine on their own.  Athletics have recognized the value of coaching for years.  (Much to the chagrin of college professors, a "big name coach" will command as much pay in a single season as an educator might earn in a lifetime.)  If coaching is such an important success factor in sports, why has business taken so long to figure out that coaches and mentors will also maximize the contribution of its "stars" in a business setting?
 
In business, coaching is not some black-magic offering that will transform an inexperienced novice into a proficient professional overnight.  It is one part preparation, one part inspiration, and many parts of perspiration.  A good coach must become intimately aware of an individual's strengths, weaknesses, experiences, expectations and environment - then work hard with a person to maximize their ability to contribute.  Like an athletic coach, a business coach cannot expect more from an individual than he or she has knowledge or experience to produce.  Rather than runs, hits or interceptions, the language we use tends towards sails, rudders, anchors, teams and accomplishment.  As coaches we must focus on an individual's potential, always searching for ways to help a person transform their possibilities into reality.  More than a sounding board, a good business coach will lead an individual down a path that allows him or her to make the right decision based on available information.  In supporting and reinforcing an individual's decisions, a coach acts as an anchor to hold a person firm to their values.  There are times, however, that a coach must help an individual raise their sails to move beyond a "present reality" into a future that has yet to be realized.  While individual strengths are important, a coach must help "the whole" become greater than the sum of its parts by funneling independent efforts into a team's accomplishment.
 
TEA has been helping members achieve their full potential for years by providing information, training, consulting and coaching.  While we may never sign a multi-million dollar contract to coach a team for a season, we will receive our reward (and satisfaction) by sharing in the success of those we mentor.  Make sure your team is ready to embrace the opportunities a "new tomorrow" will bring.  Give us a call and let us help coach your team towards success!

TEA Partnership Update
  
OnSite Wellness, LLC Newest TEA Partner 
 
Keeping employees healthy by encouraging them to make sound lifestyle choices and to properly manage current health issues, thereby benefiting the organization, is the goal of our newest partner, OnSite Wellness (OSW).  With the understanding that every company is unique, OSW will design a plan based on proven wellness models to fit any corporate health strategy.  TEA members who decide to work with OSW to customize a wellness program will receive 50% off the program implementation fee.  For more information, click here, or contact Mary Kline at 616.581.7097 or mary@onsitewellnessllc.com.
 
Welcome New Members
 
WelcomeThe new members listed below represent employers within the West Michigan area who have joined the ranks of those committed to strong, positive employee/employer relations.  It is a pleasure to welcome these new members into our family:
 
*Michigan Business & Professional Association
*Return on Integration, Inc.
* United Methodist Community House
 
Ongoing or Upcoming Surveys
  
§      2010 National Executive Compensation Survey (questionnaire
              launched week of 01/11)
§      2010 National HR Metrics Survey (questionnaire to be launched
              week of 01/25)
§      2010 Policy and Benefits Survey (questionnaire to be
              launched late February, 2010)
 
Contact Maggie or Marla for more information.
 
We Value Your Opinion
 
Coming Soon
 
Watch for TEA's Membership Services Survey being e-mailed to all CEOs and HR Managers next week.  This is your chance to provide feedback on the services we provide to you, our member.  We appreciate your time to complete this survey.
 
Dave's Deliberations
 
Check out our President's blog on TEA's website where he will be providing weekly posts on a particular HR topic, current event or "relevant rambling."  He welcomes your comments and feedback.
 
 
Call TEA First...
 Hotline
 Providing practical solutions to Human Resource-related issues BEFORE they escalate into legal problems.
CONFERENCE TIME AGAIN
 

by Ellen Levey, Director of Organizational Development

 

Once again we are fully vested in the planning activity that surrounds our yearly HR conference.  Much of what happens at the conference comes from a variety of conversations with a multitude of people to develop the concept and theme then determine what might be appropriate segments and speakers.  The conference building activities are not unlike building a project team.  There is a charter for all to rally around and to determine what the goals will be.  Once those goals are set, the team leader helps the individual team members ensure that the goals are SMART and meet the mark.  We do the same thing with conference planning:  once our theme is set we actively search for appropriate people to deliver the messages.  We come together as a team to discuss our progress and see if we have hit any obstacles or if we need to reframe any offerings.  We do our marketing and publicity while we work with the conference facility and the presenters to realize a fully designed program. We assist presenters to create presentation titles and help with formatting of presentations until we have a binder full of materials relevant to the topics at hand. We meet and recheck our progress and verify that all of our components are in place before we deliver a program to educate and entertain.
 
In preparing the 2010 HR Conference, we have worked to provide you with a learning day that hopefully meets the goals and challenges that you face as HR professionals.  We look forward to sharing that day with you.  For more information or to register for the March 10, 2010 HR Conference, click here or give any of the Educational Services team a call at 616.698.1167.

 

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LESSONS FROM THE HR LEARNED
 
by Maggie McPhee, Director of Informational Services
 
In a recent issue of Workspan Magazine (01/10) there is an interview with Arte Nathan, who was Sr. VP and Chief of Human Resources for Steve Wynn (of Los Vegas Wynn Casino's) for over 20 years.  The article reveals some notable lessons for HR that Nathan learned over the years.
 
Number 1 - Recognition Can Mean the Difference Between Business Success and Failure
 
Nathan says he learned this from exit interviews with the housekeeping staff.  They were leaving because they felt all they heard were complaints (versus compliments) about their work.  Nathan starting giving out stars for everything they did right and thanking them for coming to work.  He claims that turnover went from 70% to 30% all the way down to 8%!  He even made executives clean rooms for a time.  They quickly learned how hard it is and after that they would thank the housekeeping staff routinely.  Saying thank you and having gratitude quickly became an integral part of their culture.  Is it part of your company's culture?
 
Number 2 - Hire for Attitude, Train for Skill
 
"Only bad companies can't find the talent they need" Nathan contends.  "You have to know the "profile" of who you want to hire."  He says that once a company knows what they are looking for (profile) the applicant pool changes in one's perception.  He was once asked how he got his employees to smile, he responded that "you can't teach them to smile, they have to smile before you hire them."  Do you know the "profile" your company needs in their employees?
 
Number 3 - Delegate so You can Move Beyond the Birthday List
 
Nathan equates going to HR to going to the principal's office.  Discipline?  Questions?  Go to HR.  He contends that HR needs to be more proactive, strategic and forward thinking and in order to get there HR needs to delegate tasks so they can spend more time in these key areas.  "If line managers can balance complicated merit-increase budgets, then surely they can conduct orientations for the new team members who they will see and talk to every day."  He claims that employees don't quit their companies, they quit their managers.  Therefore that manager has an even greater need to be the source of information and assistance for their employees.  And what if the managers push back and don't want to cooperate with your delegating?  "So what?" a contentious Nathan said.  "Does that mean you just give up?  I don't think so."  What "tasks" can you delegate?
 
Number 4 - Build a Business Plan
 
Nathan feels that like every other business executive, HR has a responsibility to build a business plan.  Business executives understand that type of reporting, will be more inclined to read it and willing to discuss it. 
 
In closing, Arte Nathan noted that throughout his career he has learned many, many lessons, and that through it all he had the support of a great boss.  He claims that Mr. Wynn "got it" (the importance of HR) long before Nathan did.
 
 
NEW MODE OF COMMUNICATION FOR HR ROUND TABLE MEMBERS

by Maggie McPhee, PHR, Director of Information Services
 
Starting in 2010, the HR Round Tables have added a "cyber" feature!  Round Table members are now able to ask questions of their peers BETWEEN meetings!
 
TEA has established an HR Round Table Group through LinkedIn to be used between meetings for posting HR questions.  Members of the group can provide immediate answers with the help of TEA staff (Maggie/Marla) monitoring the process.  Questions and answers are also printed out and brought to the roundtable meetings for those that may have not joined the LinkedIn group, giving them an opportunity to contribute as well.
 
This LinkedIn group requires a LinkedIn account and permission to join the group from TEA staff.  It is open to all four HR Round Table members, so the expertise of answers will be broadened beyond even your own meeting group!  If you currently do not attend one of our Round Tables, you may find more information about them here.  We would love to have you join and start sharing your expertise today.
 
We are excited about this new feature for the HR Round Table members and of course TEA staff will be available to answer any questions as you go through the process.
 
 
A FRACTURED FABLE

by Lynne Goede, PHR, Manager of Member Development
 

Once upon a time, in the land of Great Waters and in a small village called Wide Streams, there lived a man who was a very good stomple-maker.  He could make a lot of stomples quickly and without any flaws.  His customers liked his stomples and really liked dealing with Mr. Crafty.  He always filled their orders promptly and had nice things to say about them, their business and their family.  Mr. Crafty never told them he couldn't do something for them because of a policy he had.  He always tried his best to do whatever his customers asked of him.  That meant sometimes getting Mrs. Crafty to pitch in to make stomples.

 

Mr. Crafty was so successful making and selling stomples that he decided to expand his business.  He hired stomple makers and trained them on the best manufacturing techniques and quality requirements.  Stomples started flying out the door.  And the word travelled to many other villages.  "You must buy your stomples from Mr. Crafty".  "He pays attention to quality and will give you what you need."  The business grew and grew until Mr. Crafty needed a new building and more employees.  He couldn't keep up with all the orders himself and Mrs. Crafty wanted to retire.  He needed a customer service representative.

 

And so he hired someone whose only job was to take and fulfill stomple orders.  Miss Foggy started on a cold and blustery day.  She came to the job highly qualified - so many certificates.  She must be very smart!

 

Miss Foggy was a very careful person.  She liked to follow rules and was very protective of Mr. Crafty.  He was such a dear - and a sucker for any request a customer had. 

 

Miss Foggy was also very efficient.  Any customer request outside normal requests was denied in order to keep production running smoothly and shipments on time.  When the customer complained, he was told "it's not our policy to ship overnight - that's like cutting in front of someone else".  "You can't do that".  Customers started calling Mr. Crafty to complain but he referred them right back to Miss Foggy.  She of course repeated the policy thus ending the complaint.  Such efficiency.

 

At the end of the year, Mr. Crafty noticed his year-end sales numbers had slipped for the first time since he started making stomples.  Hmmm, he wondered, why would that be?  I'm the only stomple maker around and my customers have always loved them.  Several of his long term customers had decreased their orders.  So Mr. Crafty picked up the phone and called each customer that decreased his order.  Each customer told him the reason they stopped buying stomples from him.  By the time he had talked to every customer, Mr. Crafty was feeling very upset.  Even Mrs. Crafty couldn't cheer him up.  Something had to be done.

 

He asked Miss Foggy to come to his office.  When she was seated, he told her the following:

 

#1 Never tell a customer "it's not our policy" - tell them "that's a tough one - I'm unable to do that but here's what I can do"

#2 Always use an upbeat tone with every customer - when they think you're mad, bored, irritated, they don't like it

#3 Use the customer's name - it makes them feel important

#4 Know something about your customer - it makes them feel important

#5 When a customer wants something special, find a way to help him

#6 Customers don't want to hear "I can't" - they want to hear "we can do that"

#7 Customers don't want to hear "you'll need to talk with my supervisor" - they want to hear "let me check into that and get back to you"

 

"And always remember Miss Foggy - if our customers go away, so do we".

 

Miss Foggy changed her ways.  From that day forward, she was nice to every customer.  She became very creative at solving customer problems.  Customers started asking to speak to her - "I prefer to deal with Miss Foggy".

 

Mr. Crafty's business flourished and grew.  Miss Foggy stayed with the company happily ever after (until her retirement) and the customers talked about the company to all who would listen.  People from far and wide scrambled to do business with Mr. Crafty.  And Mr. Crafty saved a lot of money on advertising.

 

The rest of the story:  Mr. and Mrs. Crafty eventually retired to an island in the Caribbean and discovered Pina Coladas!

 
 
NEW MIOSHA ERGONOMIC STANDARD COMING NEXT YEAR?

by Robert Strate, SPHR, Director of HR Services
 
Those who attended the January Safety Round Table meeting at TEA were given a status report on the new MIOSHA Ergonomics Standard that may be out by as early as 2011.  Attorney Greg Ripple of the law firm Miller Johnson suggested in his presentation that the new standard represents the single biggest development in the environmental health and safety arena for the next year or two.
 
Late in the Clinton Administration, federal OSHA announced extensive ergonomic regulations that Congress and the new Bush Administration subsequently killed in 2001.  (The U.S. Chamber of Commerce called the proposed standard "the most burdensome regulation in the history of the U.S. government.")  OSHA has since issued non-binding ergonomic guidelines for specific industries such as grocery stores and nursing homes, but a general standard will not be adopted without prior congressional approval, which is not expected anytime soon.  Not so with MIOSHA.
 
In 2009, the Michigan General Industry Safety Standards Commission as well as the Occupational Health Standards Commission unanimously approved a new ergonomic standard.  It is interesting to note that the only other state that has adopted a mandatory ergonomic standard is California.  While deceptively simple at only a page and a half in length, the standard will require action to be taken by departments and companies that typically have few MIOSHA concerns, such as those employing "office" workers.  Under the new standard, all employees are to be given ergonomic awareness training that covers all of the following: (a) Ergonomic occupational risk factors; (b) Signs/symbols that indicate an ergonomic hazard may be present; (c) Process for reporting that an ergonomic hazard may be present; and (d) Process for assessing and responding to ergonomic occupational risk factors.  Employers must show that employees are involved in the assessment process and must eliminate, reduce or control ergonomic hazards "where economically and technically feasible."  The next steps for making a mandatory ergonomics standard in Michigan are the completion of a Regulatory Impact Statement followed by public notice, public hearings, review and approval, and publication.  Attorney Ripple speculated that final approval may come as soon as the first quarter of 2011.
 
The Michigan business community generally has been critical of the proposed standard including the Michigan Chamber of Commerce.  "If the Granholm administration truly wants to provide assistance to job providers, they will take a stand against the proposed state ergonomics standard," said Jim Holcomb, Vice President of Business Advocacy and Associate General Counsel for the Michigan Chamber, who added that the proposed regulatory mandate is "unclear, burdensome and likely to cost Michigan businesses - large and small - hundreds of millions of dollars and increase job losses across the state."
 
"We should not follow California as the only other state to impose a mandatory ergonomics rule," said Block.
 
 
This newsletter is published at 5570 Executive Parkway SE, Grand Rapids, Michigan as a general information service to all members and offers data from many sources. It is not designed to render legal advice or opinion. Such advice may only be given when related to actual situations. Our staff can assist you in interpreting and applying this information to your needs.  For questions or replies to this newsletter, email pmollica@teagr.org.
 
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