Showing posts with label Workforce Planning and Employment. Show all posts
Showing posts with label Workforce Planning and Employment. Show all posts

Thursday, November 6, 2014

Book Review: Console Wars

I remember visiting my cousins when I was little. I was fascinated by the colorful images bleeping and blooping across their television screen in crystal clear 16-bit glory. There was a blue, spiked ball that was whirling to and fro, ricocheting off of walls, and raining down pain on the backs of his enemies. When that blue ball finally stopped moving, an edgy new mascot stood their impatiently waiting for the player to get him moving again.

Book Review:  "Console Wars"

It was somewhere around 1992 and the character on my cousins' screen was Sonic The Hedgehog. I was somewhat familiar with the Hedgehog from the TV commercials and the cartoon, but seeing it come alive in person was a totally different animal. I had an old, classic Nintendo at home. I had a copy of the amazing Super Mario Brothers 3 that I loved; I think I had purchased it myself with newspaper route money. However, this Hedgehog was far more lively than any dumb plumber. It was built from the ground up, designed to be a hip alternative to Mario.  At that time, I knew of the battle between Nintendo and Sega. It seemed a lot like the Cola Wars between Coke and Pepsi. It was a taste test.  I knew those commercials were telling me what was cooler and more fun.  As a kid, I had no idea the level of machinations that were going on behind the curtain. 

However, Tom Kalinski was intimately aware of all of the strategies and tactics that were being employed in the war between Sega and Nintendo.  You see, Tom Kalinski was the CEO of Sega during this most influential period in the second great wave of gaming consoles.  The book, “Console Wars”, follows Tom in his quest to pull a second-rate video gaming company best known for Altered Beast and Alex Kidd, into a top tier gaming titan.

The book is written in a narrative form, telling the story as it unfolds.  The writer, Blake Harris, has a writing style that is deceptively casual, allowing you to become engrossed in the victories of the Sega team while still being able to take away lessons in business leadership, communications, technology, and workflow. It had tons of great ideas about marketing and teamwork.

The book is separated roughly into thirds.  The first part of the book follows the retirement of the Sega Master System, the rise of the Genesis console, and the challenges of getting the first Sonic the Hedgehog Game done.  The next part deals with the overwhelming success of the Genesis over the Super Nintendo, the creation and release of Sonic 2, and the maturation of Sega team.  The last third of the book deals with the internal conflicts that allowed Nintendo to triumph, and planting the seeds of the eventual collapse of Sega consoles.

The version of the book that I read was on Amazon Kindle, of which I was grateful.  I imagine that a fictional book would try to streamline the number of characters, but this is non-fiction.  The book takes pains to include all of the real people that actually worked in the industry. It was sometimes easy to lose track of who was who. Fortunately, the Kindle has search functionality that made it easy to go back and refresh my memory when needed.  I appreciated that level of detail, even if it meant I had to work a little harder at reading it.

I would highly recommend this book. There is a lot to the book “Console Wars”; plenty of content.  It was a fun read, and if you paid attention, you might learn a thing or two. 






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Sunday, January 26, 2014

Diversity in Tea and the Workplace

Diversity in Tea and the Workplace
How does your workforce blend?
Have you ever thought about how diversity in the workplace is a lot like tea?  I have a little tea instruction manual in front of me about how hot to boil the water and how long to immerse the tea bag.  Along with each of those is a type of tea:  Black, White, Green, Herbal, Oolong, etc.  Oh, don’t forget that there’s iced tea.  Some people might make teas from fruits, seeds, or flowers.  You could even make a Long Island Iced Tea if you felt so inclined.  Regardless, a variety of teas can quench your thirst in a variety of ways.  This is the same way that diversity in the workplace will bring you many different ways to solve a problem.

Diversity in Tea and the Workplace

So, let’s get a little more diversity in here with our tea.  You can make a really good tea by using some store bought tea bags.  However, how about if we tear open the tea bags and create our own blend?  You can create a brilliant tea by mixing the right amount of a few different kinds of tea.  It would be individualized and custom.  Now, this tea might not be the perfect drink for everyone, but you can make a blend that is just right for you.  A little of this, a little of that; and voilà, you have something fabulous.

You should consider that in your workforce as well; blending people of different backgrounds.  You may find that employing a wide variety of people will give your business the best chance for economic success.

NOTE:  Of course, you should practice diversity and non-discrimination for legal reasons too.  Unless there is a Bona Fide Occupational Qualification (previously discussed HERE), your company could find itself in trouble if it is discriminating.  

With a diverse workforce, you can look at issues from new perspectives.  How many kinds of diversity are there?  Legally protected classes include:

  •    Race / Color
  •    Creed / Religion
  •    Nationality / Citizenship
  •    Age
  •    Gender
  •    Veteran Status
  •    Disability

There may be other protected classes in your state.  You should consider diversifying beyond these legal classes to include other groups as well.  Classes you may not have thought about:

  •    Unemployment Status
  •    Sexual Preference
  •    Height / Weight
  •    Conservative / Liberal
  •    Tattoos / Piercings

In short, people and tea can both create beautiful blends.  You may want to consider hiring and promoting people of all types.  You never know which employee will have a new way of looking at things; which will allow them to come up with a great new idea to move your business forward.

Be Human... Be a Resource... Be a Resource for Humans.


Interesting Links:
http://en.wikipedia.org/wiki/Tea_blending_and_additives
http://www.teatimemagazine.com/content.aspx?id=918
http://www.artoftea.com/events_news/Blending_Article.html
http://www.eeoc.gov/laws/types/



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Sunday, January 12, 2014

The Earliest History of Human Resources

It occurs to me that we have never discussed the early history of Human Resources before.  Human
Resources is a resource for humans, but how did it get that way?  Holistically speaking, HR is the person, group, or team within an organization responsible for the management of people at a company.  The HR function has sometimes gone by other names such as Personnel or Industrial Relations.  As the HR function has expanded in larger organizations, it has transformed into departments specializing in areas such as Benefits, Payroll, Sourcing, Recruiting, HRIS Tech, or Public Affairs.  The most basic role filled by someone in HR is usually that of a Generalist.  Let’s talk about where HR came from?

The Earliest History of Human Resources

To see where Human Resources came from, we only need to go back about 100 years.  This is where we will find the seeds of the current HR career practitioner.  There are many great educational resources that you ought to check out to learn all of the details.  However, here’s the short version:

1800s 
- In the latter part of the 19th century, the Industrial Revolution led to large-scale production with large-scale employment.  As organizations grew, so did abuse of many of the employees under the management styles of the day.  To help battle this, the first trade and labor unions were formed during this period to push for standard working hours and higher pay.  The American Federation of Labor (AFL) was formed during this timeframe under leader Samuel Gompers.  Also, the first major labor regulations were passed by the Government including the Erdman Act which made it illegal to discriminate on employees for union membership.

Early 1900s
- At the dawn of the 20th century, a need for a manager devoted to human resources became clearer.  Urban worker conditions appeared to be declining.  Upton Sinclair’s book “The Jungle” was released in 1906, revealing deleterious worker conditions in the meatpacking industry.  Public awareness was raised.  Some companies took steps to improve relations with their workers.  B.F. Goodrich and National Cash Resister formed the earliest corporate HR departments; tracking records, wages, and grievances for the employees.

1910s 
- Engineer F.W. Taylor releases his time-motion study “Principles in Scientific Management” in 1911; a historic work about boosting productivity among skilled and unskilled workers.  Henry Ford eventually utilized Taylor’s ideas in using the assembly line to manufacture cars.  In the UK, Seebohm Rowntree releases studies titled “The Land” about increasing productivity in agricultural workforces, and also “How the Labourer Lives” which studied poverty among agricultural workers.  Rowntree also organizes the inaugural meeting of the Welfare Workers Association, the first professional group devoted to Human Resources and employees.  Back in the US, the Department of Labor was formed in 1913 under the Taft administration to “foster, promote and develop the welfare of working people, to improve their working conditions, and to enhance their opportunities for profitable employment.

The changing developments in labor and employment resulting a growing number of companies to devote resources to forming HR departments.  These were professionals that could bridge the gap between management and labor; to help companies work with their employees as valued members of the team.  That is how HR began.

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.


Interesting Links
http://en.wikipedia.org/wiki/United_States_labor_law
http://www.shrm.org/Education/hreducation/Pages/TheEvolutionofHumanResourceManagement.aspx
http://www.creativehrm.com/hr-management-history.html#.Up01ksS3JBk
http://www.cipd.co.uk/cipd-hr-profession/centenary/timeline.aspx#1910s
http://www.webpronews.com/the-historical-background-of-human-resource-management-2006-09
http://www.spartacus.schoolnet.co.uk/RErowntreeS.htm
http://www.buzzle.com/articles/history-of-human-resource-management.html




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Thursday, December 12, 2013

Winter Weather and Icy Conditions at Work

Winter Weather and Icy Conditions at WorkSnow!  Freezing Rain!  Ice!  These are exclamations that TV Meteorologists make that should send businesses into action.  Are you ready for the next big winter storm?  How you cope with these winter messes can showcase the effectiveness and durability of your services to your customers.  Proper execution of these plans can also improve the loyalty of your workforce.  Please feel free to leave a comment or suggestion down below about your own experiences with the latest snowpacolypse.

Winter Weather and Icy Conditions at Work

Unfortunately, too many businesses do not do proper planning for Mother Nature.  Of those companies that have plans, even fewer of them have effective execution of their plan.  Always remember that a plan is no good if it cannot actually be used in the real world.  So your first step should be to come up with a realistic plan of operations for the business under adverse winter conditions.

Questions to Consider:
  • What is the plan?  -  Write it down.  A plan does not become real unless you write it down.  In this digital age you do not necessarily need to have a hard copy, but it can sometimes help enforce the legitimacy of the plan to have a printed copy that can be referenced at the drop of a hat.

  • Are you prepared? - Make sure you have enough salt for your sidewalks in your closet or warehouse.  If you need to contract a 3rd party vendor to plow or shovel, be sure to sign those contracts months before disaster strikes.  Consider having an emergency store of food or water on hand, just in case your workers need them.  Get your equipment secured before the storm hits full blast; don’t wait until the last minute.  Do not forget to watch for changes in weather forecasts, public transportation and school delays, and public emergency advisories.

  • How many people? - Figure out what the bare minimum headcount is that you need to be able to operate safely.  Try to figure out how to meet that expectation in advance.  Consider having people work from home or at an off-site location.  

  • How will you explain it to customers and employees? - Pre-write the language for your weather advisories so you are not scrambling to put together something at the last minute.  Have a web-portal, phone chain, or hotline set-up in advance to get the message out.  Be consistent in your update timing before, during, and after a storm to build some reliability into the system.

  • How will jobs be completed on-time? - Maybe the jobs will be completed; maybe they won’t.  Consider writing language into your contracts with customers to accommodate weather delays.  Be upfront with your customers by showing them your Winter Weather policies in advance so they know the conditions that are considered untenable for operations.  It is suggested that you do not force employees into an unsafe condition just because a customer is unreasonable.

  • When will you close? - The worst time to make the decision is after it is too late.  If you wait until you have machinery freezing or breaking; workers sliding across roads or trapped at their desks; you have guaranteed a failure in your work environment and possibly invited some liability into your processes.  Try to come up with a set of conditions that will always prompt closure.  Build in time frames for different phases.

  • When will you open? - Think about road conditions after a serious storm and what you need to do to re-start operations.  Some companies may consider housing a skeleton crew at a near-by hotel to allow them to open faster after a storm.  Remember the human element - Your workers may have stranded family members or closed schools.  Just because you can resume operations does not always mean you should resume operations.  If appropriate, consider a snow delay or remaining closed an extra day.  

  • What is the Practice Date? - You ought to do a dry run of your procedures and systems before the big snow emergency.  None of your preparation will be useful if you cannot execute it on the day of the storm's arrival. 
So... Do you have a policy in place?  What are some of the questions you ask when preparing your business for icy conditions?

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.



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Wednesday, November 27, 2013

Happy Thanksgiving

Delivering The News About Staying Open For ThanksgivingAre you working tomorrow?  Is your organization open on Thanksgiving?  I hope that you are able to spend some time with your family.  This post will be a bit of an editorial.  If you disagree with me, please feel free to leave a comment.  I would love to hear what everyone is doing this Thanksgiving.

Happy Thanksgiving

For those of us in the United States, we celebrate a day called Thanksgiving on the 4th Thursday in November *.  This is a day where thanks are given for the harvest over the last year and for all of the hard work in collecting that bounty.  Recently, Thanksgiving has “gone rogue”.  It is gradually shifting to become more of a consumerist holiday, with stores staying open and sales drifting into family time.  In my personal opinion, I think that it is wrong to force employees to go to work on Thanksgiving.  Stores that open and “allow” employees to attend voluntarily are worse, because of the uncomfortable decision that it forces employees to make.  I understand some emergency and medical services being open (such as hospitals and fire houses).  However, I believe that Thanksgiving is a time meant to be spent with families and friends at home and not at the mall.

Delivering The News About Staying Open For Thanksgiving

Regardless of my opinion, many people are going to work on this day.  As someone interested in Human Resources, I would be curious to know how you handle this.  Obviously there will be some people that object due to religion, family, or just on principle.  How do you handle that?  Assuming that you are not the person making that executive decision to remain open on Thanksgiving, it is still up to you to deliver the news that attendance is required on that specific date.

If I had to give that news, I would try to be blunt, but open and honest in handling an employee’s potential feedback.  I would explain the policies and procedures of the organization.  Unless the employee brings up the overtime as a benefit to them, I would not try to spin it as a positive.  I would explain the consequences of not showing up for work.  If you keep it short, sincere, and stick to the facts, you ought to be able to deliver the news without causing major waves.

Stores Closed For Thanksgiving

As so many stores are now opening on Thanksgiving, I would like to list some of the stores that will thankfully remain closed:
Bath & Body Works
Nordstrom
Home Depot
Lowes
Costco
T.J. Maxx
Marshalls
Ross
P.C. Richard & Son
Dillards
B.J.'s Wholesale Club
Sam’s Club
Fred Meyer
Fry’s Electronics
GameStop
PetSmart
I hope that you will consider visiting these stores over the weekend after Thanksgiving.

And remember all of you Human Resources professionals:  
Have a Happy Turkey Day!  Gobble-gobble!


     * Interesting Fact:  Canada celebrates Thanksgiving on the second Monday in October. 

Interesting Links:
http://www.usatoday.com/story/money/business/2013/11/20/thanksgiving-retail-holiday-sales-black-friday/3644853/
http://ktla.com/2013/11/26/keeping-closed-on-thanksgiving-a-badge-of-pride-for-some-retailers/#ixzz2lq0TwNPP
http://online.wsj.com/news/articles/SB10001424052702304281004579221971756165900
http://retailindustry.about.com/od/BlackFridayChristmasSalesDeals/a/All-Retail-Stores-Not-Open-Thanksgiving-Day-November-28-2013-Complete-List-Closed-Retailers.htm



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Sunday, November 24, 2013

Women, Minorities, and the Glass Cliff

Women Minorities and the Glass CliffHas your Board of Directors been setting women and minorities up for failure in the C-Suite?  This is a somewhat controversial topic that some are calling the “Glass Cliff” effect.  What have you seen in your workplace?  As always, please feel free to leave a comment or suggestion down below about your own experiences.

Women, Minorities, and the “Glass Cliff” 

By now, most of you have heard of the “Glass Ceiling”, which is a term used for the difficulty faced by women and minorities trying to reach the top of the corporate ladder.  However, the phrase “Glass Cliff” is a term more recently added to the workplace lexicon.  Recent studies by Utah State University have confirmed previous studies showing a discrepancy between the quality of promotional opportunities at the highest levels of corporations.  This is to mean that women and minorities have been found to be disproportionally promoted into senior leadership positions when a company is having the most difficulty.

In other words, it could appear that women and minorities have been “set up for failure” by being given the reins of an organization in free fall, just as a company reached a crisis.

Researchers also found that after a company has hit bottom and stagnated after a crisis, a “savior effect” was noticed.  This was where a disproportionate number of white males were promoted to bring these failed organizations back to profitability.  Fewer women and minorities were selected for these easier wins.

Biases in the Selection Process

The Glass Cliff appears to be partially created by subconscious biases of the boards.  These have been backed by a series of Psychological studies done and summarized in an interesting report by Michel Ryan and A. Alexander Haslam of the University of Exeter.  In one example, they found that boards of directors tended to think of men when they thought of “management” but tended to think of women when they thought of “crisis”.

There has could be some disagreement about the bias.  Some have argued that Women and Minorities self-selected those organizational positions atop the cliff; that they chose to accept the most difficult assignments where white males would decline a similar position when offered in the midst of a crisis.

However, that is not the case.  Three independent surveys were completed comparing the selection of men and women to lead a company in crisis.  In all three surveys, women were selected for leadership only when an organization was in decline.  For minorities, it was shown in one study of high political office that black candidates were typically selected as an opposition candidate when there was a highly popular incumbent and the seat was considered hard-to-win.  This result was also duplicated in studies within the corporate environment.

Solutions to the Glass Cliff

To find a solution, first people need to be aware that the problem exists.  Fortunately, awareness of the cliff is growing.  In a 2004 CNN poll, the question was asked “Does the glass cliff exist?”  72% of respondents said yes.  One of the Utah researchers, Alison Cook, has said that HR representative need to be “encouraging boards of directors to top into social professional networks outside their immediate networks”.  These boards should be mindful of Disparate Impact when following internal selection processes in choosing new CEOs.  Consider Women and Minorities outside of your circles when your companies are improving, not only when they are in decline or in crisis-mode.  The Exeter researchers concluded that the other ways to eliminate these Glass Cliffs is for firms to adopt non-token affirmative action policies and active mentoring programs to help raise the group-consciousness of this effect.  Over time, it will help to dissolve the cliff and allow boards to be more fair in their selections for C-Suite positions.

What are you seeing in your organization?  Is anything being done to combat the Glass Cliff?

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.


Interesting Links:
http://journalistsresource.org/studies/society/gender-society/women-leadership-glass-cliff-research-roundup
http://www.sozialpsychologie.uni-frankfurt.de/wp-content/uploads/2012/05/Ryan_Hasklam_AMR.pdf
https://www.youtube.com/watch?v=rbRDxb21pIM
http://www.researchgate.net/publication/256036360_The_Political_Glass_Cliff_Ethnic_Minority_Candidates_are_Selected_to_Contest_Hard-to-Win_Seats

Interesting Reading:
“Watch Out for the ‘Glass Cliff’” by Antonio Franquz, HR Magazine, Sept. 2013



Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Trevor Stasik is the owner of this post, may or may not receive compensation resulting from this writing, and retains the copyright of any original material presented in this post herein. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information in this post, on this site, or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

View Trevor Stasik's profile on LinkedIn

Thursday, November 21, 2013

Mind Like Water - Management Like Water

Mind Like Water - Management Like WaterDo you have a mind filled with big, unmovable granite boulders?  Or do you have an adaptive mind like water?  I would like to discuss the significance of having a flowing mindset in tackling management problems - Watch out for a mudslide!  Please feel free to leave a comment or suggestion down below about your own experiences with zen-like management formation.

Mind Like Water - Bend with Reality Rather Than Breaking Against The Rocks

I assure you, this post is not about to become some kind of trippy-experiment.  What is meant by the term “Mind Like Water”, is allowing yourself to adapt to the world as it is.  It is about answering a stimulus with only the amount needed; not rocking the boat by over-reacting.  In a personal sense, it is being balanced in your life so that you are prepared for whatever life throws at you.  At a professional level, it is about clearing away the mental clutter.  Some people use the “Getting Things Done” system, developed by David Allen, to sort things, allowing your mind to focus on more important matters.  Try to not worry about those things that you cannot change.  I know this is tough, I struggle with it myself, but it is a worthy goal to consider.

Management Like Water

So, can this “Mind Like Water” mindset work with managing an organization.  I think that it can.  Sometimes, managers and leaders have little control over who is on their team or the resources that they are allocated.  You have to work with the reality that you have been given, and hopefully lead your teams to accept their role in a bigger picture.  Clear out your group’s mental clutter by removing as many obstacles to productivity as possible.  Get all of your work into one place that your team can view, so they can clearly understand exactly what their responsibilities are.  Do not over-commit your team causing it to lose its focus and effectiveness.  Do not under-commit your team to cause people to feel bored or unvalued.  Find that balance.  Change your policies to fit a shifting reality.

The Boulders

I hope that you have thought a little bit about how to flow better in life and at work.  If you are in the fortunate position to have a lot of boulders thrown in your path, try to look at it as a learning opportunity.  You have the chance to find new ways of thinking and looking at things to find greater successes in your life.  With a little energy, maybe you can get even get some of those rocks and boulders to unstick on your way down the hill.

Are you practicing “mind like water”?  Flow and adapt.

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.


Interesting Links:
http://www.davidco.com/
http://zenhabits.net/mind-like-water/
http://skylance.org/2012/01/belief-needing-complexity-reach-simplicity/
http://www.alanfurth.com/achieving-mind-like-water-through-getting-things-done/


Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

View Trevor Stasik's profile on LinkedIn

Monday, November 18, 2013

Retaining Your Seasoned Talent

Retaining Seasoned TalentHow are you retaining your seasoned talent?  If you have employees that have been around for more than a few years and they have deep institutional knowledge, you should have a plan in place to help keep that talent in place.  As always, please feel free to leave your opinions in the comments section at the end of this post.

RETAINING YOUR SEASONED TALENT

Many employees may remain in at one company for an extended period of time, sometimes within the same position.  With this experience comes the synergistic benefit of institutional knowledge.  These seasoned employees not only know about the current state of the company, job, and accounts; but they also retain an understanding for how things used to be done.  This can be valuable in decision making, knowing what has or has not worked well in the past.  This can be valuable in administration, remembering past sorting or filing procedures.  This can be valuable in sales, remembering people in your network that can be useful in the future.  They can be valuable mentors, saving you time and money in training newer employees.  There are so many ways that long-term, experienced workers can benefit a company, that it makes sense to structure incentives into your policies to retain these employees.

IDEAS ON RETAINING MORE EXPERIENCED TALENT

For employers, there certainly can be an attractive draw to bring in newer, younger talent versus retaining existing seasoned employees.  Among other things, the newer employees may be more open to new ideas and bring fresh systemic knowledge.  However, it would be a mistake to neglect those employees that are already working for you.  These are just a few incentives that you may want to put in place, if you have not already done so:

Updates to Vacation Days - A common way to incent long-term employees to stick around is to allow those that have been with your company longer to have more PTO based on seniority/tenure at the firm.  You may also want to increase the number of days that can be rolled over each year.

Years-of-Service Bonuses - You could consider a non-discriminatory bonus based on the numbers of years worked at the company.  The bonuses could be in cash, stock, options, etc.

More Flexible Schedules - Offering more flexible schedules to more highly tenured workers can offer two benefits.  First, it can encourage your workers to stay with you as they adjust through their life changes, should they need time off for medical or family reasons.  Second, it can help them feel more valued as you are accommodating them.

Promote From Within - Many of your employees are probably more skilled and have more potential than you give them credit for.  Be sure to promote and hire from within; employees will stay longer if they think they will have a future at your company.

Responsibility - Hopefully an employee that has been with your company for a long time has proven themselves as responsible individuals.  Consider giving them greater responsibility and not just more work.

These are just a few of the incentives.  What are you doing to retain your seasoned talent?

COMMUNICATION

A final thought:  Employees that feel valued are less likely to leave.  Remember to keep the lines of communication open.  When an employee is new, they are probably going to receive more attention and hand-holding until they have mastered their position.  However, seasoned employees still need interaction as well.  Perhaps it would let them know that they are still valued if their managers spoke with them in person occasionally.  Try doing that instead of firing off another email.  While speaking to you employee, remember to tell them “Thanks for all you do.”

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.


Interesting Links:





Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

Wednesday, June 19, 2013

Immigration and HR

Companies are required to follow the law.  Sometimes the question comes up about which law - city, state, federal - should you be following as a Human Resources professional.  In a perfect world, the answer would be all three, all the time, every time.  However, with the tricky subject of immigration, there are sometimes contradictory laws and enforcement in place.  Let’s talk about that for a moment.  As always, please feel free to leave a respectful comment or opinion about your own experiences in the area below this post.

Immigration and HR

Immigrant workers can be a wonderful addition to your workforce.  They may bring with them ideas and skills that are difficult to find in domestic employees in your local area.  However, workers that did not immigrate legally present a challenge.

Within the United States, Federal Law makes it illegal to employ Undocumented Workers.  However, there are 31 cities where local ordinances have created Sanctuary Cities; locations where police and local authorities are compelled to not enforce these Federal Laws.  As a result, many of these workers are employed and HR professionals should know how to deal with them.

First off, I would suggest speaking to your local SHRM, checking with your lawyer, and consulting your ordinances.  Laws and enforcement will vary from location to location.  This may be a case where you might be best following the local laws first.  If there are physical conflicts that arise, you may need the aid of local police.  If the conflict arises from your attempt to follow National Law in the hiring process, but local ordinance prohibits enforcement, you could have an HR nightmare on your hands.

Oftentimes, Sanctuary Cities will offer a Municipal ID Card or other form of identification card.  This card may be used to identify and assist the HR rep with tracking the employee.  If non-enforcement of national immigration laws is the norm in your area, you would want to treat the Undocumented Worker the same as every other employee to the greatest extent possible.  They should have tax withheld the same, benefits applied the same, and be treated in a non-discriminatory manner.  Hiring for employment should continue to be without regard to race, color, religion, sex or national origin. 

Do not, under any circumstance, ever try to exploit the undocumented workers.  Beyond the unethical and immoral ramifications of using a person’s undocumented status against them, it can also put you in jail.  A recent story in the news talked about how 7-11 had undocumented workers that they were effectively using as slaves.  Now those employers have had their franchises taken away from them and may face prison time.

There may be immigration reform on the horizon which may or may not affect the HR professional.  A change in immigration laws may not be enforced locally.  This will continue to be a tricky subject for Human Resources departments in the foreseeable future.

And remember all of you Human Resources professionals: Be Human... Be a Resource... Be a Resource for Humans.



Useful Links:



Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

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Friday, June 14, 2013

Labor Unions and Social Media

I just came across this fabulous free Online Webinar given by Jessica Miller-Merrell and Jon Hyman http://www.blogging4jobs.com/webinars/unions-nlrb-social-media-webinar/  It is really great; lots of useful information.
of Blogging4Jobs about the nature of union tactics, the current activism within the National Labor Relations Board (NLRB), and the use social media for organizing.  It is really interesting how aggressively unions are targeting workers at companies such as Sodexo, Walmart, and Apple to recruit people to join as members.  Human Resources need to be aware that this activity is going on.  It is not just union members handing out leaflets or marching around with a giant rat in front of your workplace.  As companies are getting smarter about targeting their ads to individual customers, unions are also getting smarter about targeting their messages to specific employees at specific companies.  They recommend preparing a rapid response team to be able to conduct an investigation quickly if a union situation erupts at your workplace and you need to protect your company’s reputation.  I highly suggest checking out this Webinar: 


And remember all of you Human Resources professionals: Be Human... Be a Resource... Be a Resource for Humans.


Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

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Sunday, March 17, 2013

EEO Laws - Executive Orders


Some companies may provide programs to support diversity through Affirmative Action.  These programs are not necessarily voluntary, as the Federal Government has established rules for this under Executive Orders that are treated as Equal Employment Opportunity laws.  As always, please feel free to leave a respectful comment or opinion about your own experiences in the area below this post.

EEO Laws - Executive Orders

The final set of EEO laws that we will look at together at this time are the Executive Orders Covering Government Contractors and Sex Discrimination Guidelines.  The actual codification is covered by Executive Order 11,246 as amended by Executive Orders 11,375 and 12,086.  It would be good to be acquainted with this set of executive orders.  Under Title VII of the Civil Rights Act of 1964, Federal Contractors and Subcontractors were barred from discrimination based on race, color, religion, sex or national origin; and employers were required to document infractions if discrimination was discovered.  However, there was nothing in the law that required companies to furnish those documents to the government for investigations.  Executive Orders 11246 changed that by compelling companies to provide their documentation proof to investigators upon request.  This is enforced by the Office of Federal Contract Compliance Programs (OFCCP).

Affirmative Action

Additionally, Executive Order 11,246 established provision for Affirmative Action programs.  Government Contractors and Subcontractors with 50 or more employees and $50,000+ in government contracts are required to have an established, written affirmative action program.  President Lyndon B. Johnson said this as a driving force behind this policy:

“Men and women of all races are born with the same range of abilities. But ability is not just the product of birth. Ability is stretched or stunted by the family that you live with, and the neighborhood you live in--by the school you go to and the poverty or the richness of your surroundings. It is the product of a hundred unseen forces playing upon the little infant, the child, and finally the man.”

 With Executive Order 11246, covered employers were required to identify, analyze, and rectify differences in workforce participation by women and minorities.  Companies were required to expand efforts in outreach, recruitment, and training in an effort to make the selection process more favorable to the previously discriminated groups.

Compliance

Companies that fall under the umbrella of the Executive Orders are subject to reviews and audits by the OFCCP.  Failure of a review could result in corrective action as recommended by the OFCCP.  Individual complaints would typically be referred to the EEOC.  Complaints may be filed by groups where a pattern is established would be reviewed and resolved by the OFCCP. 

The process and forms employees or applicants may use to file a complaint can be found here:  http://www.dol.gov/ofccp/regs/compliance/pdf/pdfstart.htm

Groups must file their complaint with 180 days of the discriminatory infraction.  Corrective actions recommended for these infractions could include payments of back pay, job offers, training programs, promotions, etc.  Finally, employers failing to follow guidelines and recommendations of the OFCCP may have their Federal contracts stripped. 

Also, to remain compliant, Employers covered under these Executive Orders must make it known that applicants for positions will receive consideration for employment without regard to race, color, religion, sex or national origin; and that the company prohibits discrimination under these bases.

And remember all of you Human Resources professionals: Be Human... Be a Resource... Be a Resource for Humans.

  
Useful Links:



Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

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Thursday, March 14, 2013

EEO Laws - USERRA


As you may have read in one of my previous posts, the VEVRAA protects veterans at employers with Federal contracts.  However, shouldn’t veterans in all jobs have some level of protections afforded them?  They do.  Which will bring us to today’s topic.  As always, if you have an opinion or some experience that you would like to share, please feel free to leave a comment.

EEO Laws - USERRA

Signed into law by President Clinton in 1994, the Uniformed Service Employment and Reemployment Rights Act (USERRA) protects the reemployment of military members returning from service and also prohibits employer discrimination.  Previously, the Vietnam Era Veterans Readjustment Assistance Act protected veterans against discrimination with employers that were Federal contractors and subcontractors.  The USERRA expanded that to include all employers.  It states:

A person who is a member of, applies to be a member of, performs, has performed,
applies to perform, or has an obligation to perform service in a uniformed service shall
not be denied initial employment, reemployment, retention in employment, promotion, or
any benefit of employment by an employer on the basis of that membership, application
for membership, performance of service, application for service, or obligation.

Reemployment

The USERRA also means that you, the employer, must provide for the reemployment of the veteran, should they be called into service.  Your employee must give you notice of their absence, unless their military mission prevents them from doing so.  Notice can be verbal or written.  Upon the workers return from service, the employer is obligated to give them their job back with advancement.  What this means is that if a reasonable person could have expected to receive a promotion and been moved into a more senior position had they not left, the employer must give them that higher position.

The timeframe for reemployment is as follows:
  • Active duty 1-30 days - Employee must report back on next regularly scheduled work day after completion of service plus 8 hours
  • Active duty 31 to 180 days - Employee must apply for reemployment within 14 days after completion of service
  • Active duty 181 days or more - Employee must apply for reemployment within 90 days after completion of service
  • Injury/Ilness - Add 2 years to any of the above timeframes

 Should one of your employees return from military service, you will need to ensure that you give them their job, regardless of whether that job has been given to someone else in the meantime.  You may be able to create a duplicate position for the returning veteran, but you may not deny them simply because someone else was hired to do the work while they were away.  Additionally, once the veteran has been re-hired, you cannot terminate them without cause, even in employment “at-will” states.

There are a lot of specifics involved with the USERRA and you should review the law carefully with your own counsel.  The law is strictly enforced and any violation of any part of the USERRA can be grounds for a lawsuit. 

And remember all of you Human Resources professionals: Be Human... Be a Resource... Be a Resource for Humans.

  
Useful Links:



Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

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Thursday, March 7, 2013

EEO Laws - VEVRAA


Have you ever thought about the troops and just how much they have sacrificed for this country?  Have you ever wondered about why job applications always ask you questions about whether you served in the US military?  Today’s post about Equal Employment Opportunity type laws will probably help you in answering those questions.  As always, please feel free to leave your own comments and opinions at the bottom.

EEO Laws - VEVRAA

To date, America’s longest war, the Vietnam War stretched from 1955 to 1975.  As an exercise in stopping the spread of communism, Americans fought valiantly alongside the South Vietnamese in bloody combat for decades.  In the course of war over 58,000 Americans had lost their lives and over 300,000 were wounded.  The Vietnam Era Veterans Readjustment Assistance Act of 1974 (VEVRAA) was one of a number of laws that were created to offer some protections for those Vets returning and attempting to fit back into society.  It was created with the Vietnam Vet in mind, but applies to other veterans as well.  Generally speaking, federal contractors, and sub-contractors with contracts over $100,000 must follow the guidelines established under this act.  It was expanded and revised later by the Jobs for Veterans Act (JVA)

Affirmative Action and Discrimination

Under the VEVRAA, those employers that fell under the umbrella must not discriminate against veterans.  They must ensure that veterans are not intimidated or retaliated against due to their veteran status.  Additionally, those employers subject to the act would be required to favor certain kinds of veterans in their hiring and selection process.  Types of veterans that must be favored include:

--- Disabled veterans
--- Recently separated veterans (up to 3 yrs)
--- Veterans with a campaign badge
--- Vietnam era veterans

When posting jobs, employers must list most job openings with local State employment services.  There are additional veteran preference provisions, but those were established and expanded under the Veterans Employment Opportunities Act (VEOA).

Official complaints of discrimination and failure to comply with the Affirmative Action provisions may be made with the Office of Federal Contract Compliance Programs (OFCCP) or through the local Veteran's Employment Representative at a local State employment service office.  Enforcement of the VEVRAA is also done through the Veteran’s Employment and Training Service (VETS).  Employees that feel they may have been violated against must file in writing with VETS within 60 days of the alleged infraction.

Employers subject to the VEVRAA should take care to remember that failure to follow this law could open them up to lawsuits and the possibility of losing their government contracts.

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.



Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

View Trevor Stasik's profile on LinkedIn

Sunday, February 24, 2013

EEO Laws - GINA


Have you ever heard of an employer refusing to hire a new applicant on the basis of their family medical history?  Have you ever heard of an insurer charging someone higher rates based on their predisposition to developing a disease in the future?  Both of these situations may be considered discriminatory and illegal.  Today, we will look at this further.  As always, please feel free to comment below with your own experiences and opinions.

EEO Laws - GINA

Continuing on with our discussion of Equal Employment Opportunity laws, this morning I would like to take a few moments to discuss the Genetic Information Nondiscrimination Act of 2008 (GINA).  According to Congress, the term “Genetic Information” includes results from an individual’s genetic tests, results from genetic tests of an individual’s family members, and the manifestation of any disease in any family member.  This act is exactly how it sounds; it protects employees and applicants from discrimination based on their own Genetic Information.  Organizations with over 15 employees will be subject to this law.

Employers and GINA

You are not allowed to collect the genetic information of your employees.  It is illegal to seek out that information or to ask about it, with some exceptions.  Exceptions can include limited access for medical and healthcare providers offering services, for those monitoring the workplace for toxic substances, and law enforcement.  Employers are also allowed to offer voluntary health risk assessments to their employees.  Individuals being served or monitored may be required to complete forms providing the company with written authorization.  Employers may inadvertently receive genetic information when requesting medical information for on an employee.    Employers are permitted to seek out limited information as part of FMLA certification.

To protect yourself, be sure to include a notice when requesting information that the medical providers not include any genetic information with the records that are being sent.

If you, the employer, inadvertently come across that genetic information, you must remember to treat that information as completely private.  Be sure to protect that information on a strictly need to know basis.  You cannot use that information in any discriminatory way.  You cannot base any of your employment or insurance decisions on that information.  You cannot prevent or block promotions or pay increases based genetic data; nor can you harass an individual in any way based on genetic information.

Human Resources personnel should be sure to put up the EEO posters in a pubic and visible place; and which include the GINA law.  Remember to notify workers of their genetic information rights in their Employee handbooks.

Complaints

Employees and applicants have the same full range of remedies available to them as with other statuses under Title VII of the Civil Rights Act.  They have the right of placing a lawsuit against the organization, seeking damages, reinstatement, back pay, etc.  The employee can file with the EEOC, who may give them a notice of a Right to Sue.  The EEOC may also file the civil suit on behalf of the employees.

There are some people that are concerned that genetic data collected by insurance companies during medical testing could be used to discriminate against them.  This Act seeks to prevent that.

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.

Useful Links



Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

View Trevor Stasik's profile on LinkedIn

Friday, February 1, 2013

Casual Friday: Fun Modes of Transportation at Work

Google has slides in their offices!  Cowabunga!
Do you have a slide in your office?  How about a fireman’s pole?  Maybe you have a rollercoaster between cubicles?  Welcome to another installment of "Casual Friday," my humorous look at something in Human Resources, Management, or Business.  Today I want to talk about fun modes of transportation at work. Please take a moment at the end of my post to comment on any of the amusing modes of transportation in your own workplaces.

Fun Modes of Transportation at Work

What are you doing to engage your employees and excite visitors?  Do you have a slide in your work?  One unique office in the UK has a twisty one that zips workers from the third floor of their building to the ground floor in only 7 seconds.  The slide, built into the Electric Works building in 2009, features 87 feet of steel and plastic.  According to the designer, Toby Hyam, “'We know that it will be a novelty at first, and we don't know whether it will wear off, but if you are having a meeting with a client and people are whizzing past, it will be memorable.”

Management does not need to offer your employees giant slides, Ferris Wheels, or pneumatic tubes to get around - but if you can offer your workers something to make their experience unique - why wouldn’t you?  Understandably, there would need to be necessary risk management, but a fun mode of transportation could be a great perk to offer your employees; draw in the most creative talent.  You can think of it as a fabulous recruiting tool!  Consider that many of Google’s offices feature slides within the building, and they are known for the high caliber of their talent.

Keep it Safe

The Occupational Safety and Health Administration does have something to say about these alternative modes of transportation.  For example, OSHA has made the opinion that “Where operations necessitate regular travel between levels a safe means of access must be provided. You should be aware that OSHA does not view fire poles as an approved means of access from one floor level to another.”  While I am sure that this extends to other modes of transport, such as slides, I am researching to find any specific regulations that would cover it.  The one that would clearly seem to come into play is OSHA’s General Duty Clause, which states, “Each employer shall furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees.”  So in other words, keep it safe.  Post warning signs around the fun mode of transportation to help minimize your liability.

How Far Can You Go?

So long as you keep it safe and legal, the sky’s the limit when it comes to finding ways to engage your employees in adding fun modes of transportation.  The folks over in the Scribd offices set up an indoor zipline.  What are you doing reading this?  Go do something fun!

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.

Useful Links:



Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

View Trevor Stasik's profile on LinkedIn

Thursday, January 31, 2013

EEO Laws - ADA


Have you ever walked around your office space and wonder about your handicapped/handicapable friends?  Have you considered whether they would be able to do a job or how they might accomplish it.  This brings me to the topic of today’s post, the Americans with Disabilities Act (ADA).  As always, please feel free to comment about your opinions and experiences below.

EEO Laws - ADA

Building off of the previous Rehabilitation Act of 1973, the ADA was signed into law by President George H.W. Bush in 1990, allowing those with disabilities to seek accommodation in modern life, especially in dealing with employment.  The law also makes hiring, firing, promotion, training, and other employment choices based upon one’s disabled status discriminatory and illegal.  The ADA defines a disability as, “a physical or mental impairment that substantially limits one or more major life activities of such individual.”

Employment

Discrimination of disabled workers is illegal.  If a company has 15 or more employees, they must comply with the ADA.  However, any job applicant must meet the qualifications required of a job to be hired.  A disabled applicant without the necessary job qualifications will be treated the same as a non-disabled applicant without the necessary job qualifications.  In interviewing a disabled person, managers and HR reps should focus on the individuals match with the job qualifications and not the disability.  In the event the disability is obvious (example: Lifeguard candidate that only has one leg), a potential employer may ask the applicant to describe how they would be able to perform specific job duties.  When interviewing a disabled candidate, be sure to only ask job function related questions.  It is okay for an interviewer to explain the process for an applicant to request accommodation, if it is needed.

Medical Testing

Under the ADA, an employer may require that a disabled employee or job applicant undergo a medical test to determine the physical capability of the worker to complete their job-related functions.  However, they may require this of the disabled workers, only if all non-disabled workers are also required.  The Medical Testing is not allowed to happen prior to making a job offer, but it can be a condition placed on a job offer.  Employers that that do this will need to keep their medical records entirely private with three exceptions:

- Managers and Supervisors can be informed of any work restrictions placed on the employee and what accommodations may be necessary.
- First aid and safety responders can be informed if they may be required for emergencies.
- Government officials investigating ADA compliance may view records.

Some perceived medical conditions are not considered to be covered under the ADA.  Conditions such as Kleptomania, Pyromania, Compulsive Gambling, Psychotropic Flashbacks, and Illegal Drug Use is not protected under the ADA.

Accommodation

Disabled persons should be accommodated in the workplace so long as it does not cause any undue hardship to a company or organization.  The accommodations may not cause a threat to workplace safety, or the health and well-being of themselves and others.  Employers should allow applicants and employees to offer their own suggestions about how they can best be accommodated.  Some examples of reasonable accommodations that could be requested might include:

- Providing larger print so text may be read by those that might be vision impaired.
- Changing work hours to allow for a medical treatment
- Adjusting the height of a desk or workstation.
- Providing keyboards or phones with larger buttons for those with poor hand-eye coordination

The employer does need to be made aware of the need for accommodation.  They cannot accommodate for a disability if they have not been made aware, nor can they be held accountable in a court of law for not accommodating if it was not requested.  Employers may offer less expensive alternatives to requested accommodations, if the request accommodation is deemed too expensive.

The ADA has made it possible for those handicapped/handicapable to be able to work with dignity and respect. 

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.


Useful Links



Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

View Trevor Stasik's profile on LinkedIn