Is your company a leader in workplace flexibility? Want to become known as an employer of choice? As announced at our social event by Linda Magyar, When Work Works Community Partner for CalSHRM, the When Work Works Award application period is now open through November 6, 2015. This award, formerly known as the Sloan Award, is a joint project of the Families and Work Institute and the Society for Human Resource Management.

Here is your chance to join top employers from California and around the country in showcasing your effective and flexible workplace. Why apply? Three main reasons: you'll stand out from the competition; the application process includes a free benchmarking report, and your company will be included in a searchable database.

To apply and to find out about the program, including free resources for employers, visit http://www.whenworkworks.org/about-the-award

The Millennial Turnover Myth: Why Young Talent Really Decides to Leave

By David Swanson      April 15, 2015   TLNT

© VRD - Fotolia.com

My company is obsessed with Millennials, and for good reason.

The traditional old guard of global industry is rapidly changing – and the youngest ranges of the workforce are primarily responsible for the disruption.

With the average lifespan of an S&P 500 company down to 15 years, we are all actively investing resources to attract a new generation of talent that will keep our companies viable.

Think about how to lead younger workers

But there’s a difference between investing resources and truly understanding how to keep young talent engaged. This breakdown occurs because our collective assumptions of Millennials – high turnover rates, higher social responsibility and a constant need for approval – are largely based in myth, not reality. We uncovered many of these myths through a study we conducted with Oxford Economics.

If you don’t believe me, take this quiz on Millennials’ workplace values and see how you score.

The reality is that most companies are placing a higher priority on hiring Millennials, but they’re not changing their leadership styles to maximize their impact. People might care more than they used to, but many companies still don’t get it.

If you really want to make your workplace attractive for young talent in the long-term, you need to think critically about how to lead your younger workers to be more engaged and productive. Here are three reasons young talent leaves your company, and how you can change your leadership style accordingly.

Do you provide an opportunity to make an impact?

A common myth around Millennials is that they need a career that gives them personal meaning. The reality is that all generations, Gen Y included, place a far greater value on long-term learning and growth.

Fostering growth comes by giving employees an opportunity to impact the broader workings of a company, to instill a sense of collective work for a common goal.

This starts with the very first interaction. Instead of a traditional interview with a few executives, smart companies are letting prospective hires experience the workplace for the day. Have them sit in on a staff meeting, or a brainstorming session, to give them a perspective on how they can make a broad business impact from day one.

This visibility must extend through a series of learning and growth experiences. After you’ve educated and trained on what a successful presentation looks like, let a younger employee run a meeting, or present to your boss. Train your employees for a risky situation and allow them to grow through a challenging situation. The end result is a true learning process that all employees can remember and value.

Translate long-term impact to short-term goals and objectives

One common perception of Millennials that proved true in our study was their constant need for feedback– nearly 20 percent more than non-Millennials, according to our study. So while company leaders can provide growth opportunities, the breakdown occurs in setting manageable goals and objectives, then communicating feedback accordingly.

Many leaders make the mistake of setting objectives that are so far in the future, people cannot tell if they are making progress. The feedback must match those objectives – otherwise, it can be challenging for an employee to determine how well they’re performing.

The need to establish a genuine, authentic connection

Millennials value leaders that are especially engaging and communicate openly. But open communication and feedback is only as strong as the trust your employees have in your advice.

One way to establish an authentic connection is to share a learning experience of your own. Many leaders become trapped in the feeling that they always need to be right.

But often times, in office environments with many experienced and smart people, being right all the time is almost impossible. Sharing a bit of honesty, authenticity and admitting a mistake can be the best way to establish a sense of trust and create an open culture where people feel empowered to speak up and share their own challenges.

At SAP, we’ve also created a structure where both Millennials and older generations can learn from each other. Establishing reverse mentoring programs can allow for a shared dialogue around areas where another group is the subject matter experts. It can create a more relaxing rapport and a relationship of mutual value, which can ultimately empower younger employees and instill a feeling of belonging in the workplace.

Don’t believe the stereotypes

It’s easy to blame a departure on the stereotype of Millennial job turnover. But doing so is not only inaccurate, it hides broader leadership problems that could turn highly costly if left unsolved.

Establishing open, visionary and authentic communication isn’t just appropriate for Millennials – it’s valuable for all employees.

The choice is clear: Change processes that develop young talent or quickly become irrelevant. It’s time to stop falling back on stereotypes and invest in the talent that will dictate your future success.

If you manage HR systems, the link to the article below outlines hot topics for 2016.  Good insight and I especially like the fifth item in the article relating to "Making Sense and Better Use of Data."  As a profession that has deep roots in administration, HR is constantly criticized for not providing strategic information about talent.  If you use HR systems they not only need to be the repository of information, but you need to leverage this information to be a better valued strategic leader.

Article LInk:  http://www.hreonline.com/HRE/view/story.jhtml?id=534359774

Also note the subject of employee retention is a "hot topic" in the article.  This month BAHREC's monthly program is on employee development and retention.  Go to "Meetings and Events" to sign up for the event.  Hope to see you there.

BAHREC's January Program on Development & Retention:  http://bahrec.shrm.org/events/2016/01/help-them-grow-or-watch-them-go

Join CalSHRM and Robin Pagi on Thursday February 11th for their webcast on California Legislative Issues for 2016.  

Topics to be discussed:

• Retaliation Against Family Members of Whistleblowers
• Piece-Rate Compensation
• Paid Sick Leave
• Fair Pay Act
• Labor Commissioner Authority
• PAGA Cure
• Grocery Workers Protection
• Meal Period Waiver Rules for Health Care Employees
• School Activity Leave
• E-Verify Use

Register for the webcast at http://calshrmawards.com/store/insights/

About CalSHRM - An affiliate of the SHRM, California State Council of SHRM (CalSHRM) offers HR professionals the opportunity to network with peers, find a wealth of information on chapter development and retention, learn from local and national speakers, participate in California and national certification programs, gain volunteer leadership experience and recognition, and much more.

For information about CalSHRM, email Mike Garcia, SHRM-CP Communications Director at mike.garcia@fresnoeoc.org.  

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I have often pondered how to effect impactful coaching and development at small to midsized companies.  I recently ran across this article from McGill Publications related to "self-coaching."  

http://publications.mcgill.ca/reporter/2016/04/self-directed-coaching-fo...

I have found that it is often difficult to justify the ROI related to this subject as good OD comes with a high pricetag.  

In the day and age of "crowd sourcing" and "flash development" the idea of self coaching, in my opinion, appeals to those learners who have been raised in a team environment where they can develop & challenge each other, but have a good foundation from industry leaders.

Good companies are challenged to grow if they don't have good leaders.  You better start developing them now.

Currently the California State Assembly is considering a bill to prohibit employers from asking for previous salary history as part of the hiring process.  The bill, AB 1676, would prohibit employers in the state from asking for past salary history.  Written by Assembly member Nora Campos, the bill is an attempt to eliminate historical gender bias related to pay.

Though well intended, the bill falls directly on the heels of sweeping legislation related to equal pay (at both the federal and state level).  A similar bill, passed by both houses in California, was vetoed last year with Governor Brown stating that we need to give SB 358 a chance before enacting additional legislation.

Though I understand and have observed gender pay inequities in the workforce, I agree with Governor Brown that we need to let current legislation “work itself out” before piling on additional burdens for employers.

The pay gender gap needs to be addressed and the legislation is heading the right direction…but as a conscientious employer what should you be doing to prepare yourself for the future of equal pay:

1. If you haven’t done so already, conduct an audit of your workforce.  Understand the differences in pay and why they exist.
2. Just like an affirmative action plan, identify a strategy of how you will address any concerns and be prepared to take action.
3. Hire and promote based on the job…not what a person earns.  We tend to treat hiring (and often promotions) like buying commodities…if two people have the same background, but one earns less we hire the person who has a lower salary.  This is good business, but may continue to promote historical gender pay bias.  I have always encouraged employers to pay for the job irregardless of what a person may have been earning in the past.  Imagine the retention and reward value you will have with new employees offering them fair market value for the work.  (Let alone the reduced turnover costs)

This article was prepared by David Conmy, President of BAHREC and Principal of Zenzile Consulting, Inc.

In my 30 year career as a Human Resources leader I have been involved in many Engagement & Retention efforts.  The Gallop organization…and several other well known firms have proven that business performs better with an engaged workforce.  Typically, we go out and survey employees, discover trends and attempt to effect change, often at the employee level.  But are we approaching effective change correctly?  Human Resources may lead the effort to engage and retain the workforce, but you may find that your management team is not prepared.

Most people enter management to “get ahead” and move up in their careers.  Usually the selection process focuses on some aspect of their “technical skills” and viola an individual contributor becomes a manager.  In a recent CareerBuilder survey 26% of respondents stated they felt lost when it came to managing and 58% stated they didn’t receive any leadership training when they got the job.  In my experience (and the facts seem to support this conclusion) engagement comes down to the direct relationship between the manager and the employee.  This relationship is crucial as the most frequent point of contact with our employees are their managers…and we aren’t providing them with the tools to be good leaders.

So if you are embarking on any engagement & retention efforts why not start by making sure your management team is prepared to execute on the results.  One article in Workspan Magazine Developing Managers: A Key To Employee Happiness by Cord Himeistein is a great reference if you are thinking about management training and engagement.  Also, at our recent January program author “Julie Winkle Giulioni” addressed effective career development (another key engagement issue) and the importance of the role a manager plays in engaging our employees in effective and meaningful career conversations.  Her book along with author Beverly Kay Help Them Grow or Watch Them Go is a must read in this area.

So before you embark down the path of engagement you need to take a long look in the mirror and determine if your leadership is prepared to effect change.  If not, you may be providing just another reason why employees will go to work for someone else.

Video:  http://www.help-them-grow.com/Videos/CareerConvFramework.html

Placeholder for Laurie King's position at Bellarmine.

see Laurie at:

kinglaurieb@gmail.com

If you are looking for resources to help you put in place flexible work options for your business, look to one of the following sites for more information:

www.whenworkworks.org

www.familiesandwork.org

www.shrm.org/workflex

These are great free resources and a great way to brand your business as an employer of choice.  

If you are HRCI certified, you know how important it is to keep your recertification file up to date with your continuing education and other activities. Make it easy on yourself and don't wait until your recertification period is about to expire to upload your information to hrci.org -- I speak from experience on this - been there, done that! Here are some tips to save your sanity:

• Upload your activities regularly, at least monthly. If you've attended BAHREC events and don't have a pre-approval ID number, contact Nancy Nelson at shrm@bahrec.org for help.
• Keep track of the kinds of recertification credits you need. For instance, if you are GPHR certified, you'll need 15 international credits included in the 60 credits needed every three years.
• If you are missing a few credits, webinars and elearning can help. SHRM has many webinars available that are pre-approved. Just remember that there's a limit on elearning, no more than 20 credits can count toward certification.
• Upload more credits than you need. That way, if some are not approved, you will have extra.
• Remember that blogging on HR topics, teaching HR courses, on the job projects and leadership positions (think volunteering for the BAHREC board or a committee!) can count toward the 60 credits.
• Did you attend an event that didn't have a pre-approved ID? You can submit it to HRCI and they may approve it after the fact. Just enter the data as requested in your online file.

Hopefully these tips will help to keep your recertification as stress-free as possible.

Position

Vice President/Managing Director

Location

San Francisco Bay Area

Compensation

Competitive Base + Bonus

THE OPPORTUNITY

The VP/Managing Director has full P&L responsibility for all service offerings for their respective market. Specifically, the director is accountable for building and executing on a market development plan and creating a great reputation for hrQ through the delivery of high quality work. This includes developing business with new clients, growing business with existing clients, and oversight and/or execution on projects in all three service offerings.

For full details of the position follow this link:http://tinyurl.com/lexdec6

Or contact Molly McCoy, CEO/Founder hrQ.

On July 17th BAHREC hosted another stellar program featuring "Gamification" or "Gamified Learning" at SAP's Palo Alto Executive Center.  The event featured Jordan Fladell of "M Level" and Max Meadow of "Slalom Consulting" discussing the benefits of gaming as a method of learning.  As an added benefit all attendees were provide the opportunity to download two games, developed by M Level specifically for BAHREC.

As all attendees at the meeting loaded their smart phones or tablets with the app from M Level (mlevel.com) Jordan and Max discussed gamified learning and why it can be very successful.  It is really simple stated Jordan, "Most people spend the early part of their lives competing for grades and awards.  Then they enter the workforce.  Competition is there, but it is different.  In business you must be self motivated and there is not teacher or assistant to guide you through the process.  Learning can stagnate.  And the competition is fierce, but not for grades but promotions, pay increases and just having a job.  What gamified learning achieves is the ability to provide learning opportunities in an atmosphere that is fun and promotes competition...thus increasing learning!"

Not to say that this concept wasn't lost on the audience.  As Jordan and Max spoke many of the attendees were playing the two games repeatedly with countdown buzzers going off as individuals logged on to the game!  Nancy Nelson, a board member and attendee, was seen playing the game several times and was overheard saying that she couldn't finish fourth.

Brenda Rogers, VP of Program Development for BAHREC was amazed by the participation and engagement of the attendees.  Even though the game was launched weeks ahead of the program, only four people actually played the game prior to the meeting.  Introduce a little bit of competition and pride and, by the end of the meeting, over 20 attendees had played the game, repeatedly.

So if you are looking for a great way to enhance learning at your organization look to gamification or gamified learning as a great solution.

BAHREC would like to thank David Swanson and his staff for their excellent efforts in hosting the event at SAP.  It is a great opportunity to see some of the Bay Area's leading companies facilities up close and personal.  

To find out more information about M Level or Slalom please contact:

Jordan Fladell, EVP M Level.  jordanf@mlevel.com or Max Meadow, Practice Area Director. masm@slalom.com

David Conmy

Keep the following dates open!  On April 23, 24th and 25th 2014 CalSHRM will be hosting their annual State Legislative and HR Conference.  This is a great session for all HR Professionals who are interested in understanding and learning about employment trends in the state.

The 23rd will be a pre-conference workshop focusing on labor law, and the remaining days will focusing on advocacy and trends in the state of California.

Don't miss this session.  The 2013 Conference was the highest rated conference ever put on by CalSHRM and SHRM.

At today's CalSHRM meeting it was announced that all SHRM call center representatives will now be California certified.

This is a great news if you are a SHRM member and need California specific help. 

Randstad Human Resources is partnering with a global medical technologies client in search of a Sr. HR Business Partner who will be the key contribute in aligning global HR and business objectives.  The Senior HR Business Partner enables the strategy and execution of the business by translating key initiatives to meet organizational capability needs.   Develops and establishes partnerships across the HR function to deliver value added service to management and employees that promote the business objectives of the organization.

• Contribute to business strategy by helping to identify and build organizational capabilities, behaviors, structures, and processes.
• Business results focused, and able to develop solutions and alignment of teams.
• Promote best practices and help to create an environment that supports the company value system to drive a high performance culture.
• Analyze HR trends and metrics in partnership with the HR Team to develop solutions, programs and policies.
• Manage and resolve complex employee relations issues and coach business leaders to build strong teams and drive performance.
• Maintain in-depth knowledge of legal requirements related to day-to-day operations to ensure regulatory compliance.  
• Drive lean transformation across the businesses, across disciplines, to the production floor.
• Provide integration leadership on M&A activities.
• Provide guidance and input on business unit structures, workforce planning, and succession planning.
• Plan and implement HR programs and services along with identifying skills and training needs.

Requirements:

• 10+ years HR Business Partner exp.
• BA/BS in HR, Business, or related field required.
• Experience working within a large organization required.
• Must have Industrial, High Tech, or manufacturing experience including engineering.
• Experience with mergers and acquisitions required.
• Global HR support experience required.
• Ability to work cross-culturally with solid business acumen.
• Excellent verbal and written communication skills.
• Effective analytical and problem-solving skills.
• Ability to travel up to 25% domestic and international.

Please contact:

Juelyie Lee

National Executive Recruiter

Randstad Human Resources, formerly Human Resources International (HRi)

Minneapolis, MN

T: 651-683-2447
juelyie.lee@randstadusa.com | www.randstadhumanresources.com

Want to break away from the crowd and attract the best talent?  Looking to implement effective flexible work schedules for your business?

When Work Works is an initiative sponsored by SHRM and the Families and Work Institute promoting flexibe work programs that work for employers and employees.  

For more information please contact Linda Magyar at linda.magyar@pillsburylaw.com.  

Linda is the California SHRM advocate for the program and can provide you with more information on this subject.