Monarch Beverage has been recognized as a Best Place to Work in Indiana five times. CEO Phil Terry explains how that recognition helps with both validation and recruitment.
Nominations are now open for the 2016 contest!
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WHAT: WellCert Level 1 Certified Wellness Program Coordinator (CWPC) training course
WHEN: October 29-30, 8 a.m. – 5 p.m.
WHERE: Indiana Chamber Conference Center
WHO SHOULD ATTEND?
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– Presidents, CEOs, CFOs and COOs
– Benefit managers
– Wellness committee members
– Human resource staff
PRICE: $1,350, Wellness Council member price: $1,050 with code WI-Member-15
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Every once in a while, something really fires me up. Today’s trigger is about misconceptions regarding women engineers.
First, there’s the words of wisdom (insert heavy sarcasm) of Nobel Peace Prize winner Tim Hunt. This summer, he declared – at the World Conference of Science Journalists – that labs should be segregated by sex. “Let me tell you about my trouble with girls,” he reportedly mused. “You fall in love with them, they fall in love with you and when you criticize them, they cry!”
Shameful, indeed. It reminded me of another recent high-profile controversy, this time involving Isis Wenger. The brilliant OneLogin platform engineer unwittingly found herself at the center of a firestorm when she posed for a recruiting photo.
To both the company and Wenger’s surprise, what got people talking about the campaign wasn’t the image of its security engineer wearing a black hat and hackers shirt … Instead, it was the photo of Wenger. TechCrunch reported a taste of what people had to say about it:
“This is some weird haphazard branding. I think they want to appeal to women, but are probably just appealing to dudes. Perhaps that’s the intention all along. But I’m curious people with brains find this quote (appearing on Wenger’s shirt) remotely plausible if women in particular buy this image of what a female software engineer looks like. Idk. Weird.”
And here’s what another guy said:
“If their intention is to attract more women, then it would have been a better to choose a picture with a warm, friendly smile rather than a sexy smirk. …”
To change the way people think about engineers, Wenger started the hashtag #ILookLikeAnEngineer.
“#ILookLikeAnEngineer is intentionally not gender specific,” Wenger says. “External appearances and the number of X chromosomes a person has is hardly a measure of engineering ability. My goal is to help redefine “what an engineer should look like” because I think that is a step towards eliminating sub-conscious bias towards diversity in tech.”
Wenger’s hashtag has inspired women to post their own photos illustrating that they also “look like an engineer.”
You go, ladies!
The National Conference of State Legislatures breaks down some recent job statistics and trends. A few of the numbers:
Great minds think alike.
Jill Lehman, vice president of administration and chief people officer at Ontario Systems (an Indiana Chamber member since 1992), views its collaboration with Indiana INTERNnet – an internship-matching program linking employers, students, high schools, colleges and universities – as a perfect fit.
Based in Muncie, Ontario Systems is a leading accounts receivable technology and services provider.
“Indiana has great students. It has great talent. We believe in trying to find that talent, keep that talent and grow that talent,” Lehman emphasizes. “Our mission is very similar to the mission of Indiana INTERNnet. It’s definitely something we want to be a part of.”
During a telephone conversation in July, Lehman raved about the 12 students participating in Ontario Systems’ summer internship program. Three were EARN Indiana-eligible. EARN (Employment Aid Readiness Network) is a partnership between Indiana INTERNnet and the Indiana Commission for Higher Education that allows employers to be reimbursed for up to 50% of their interns’ wages from the state.
Lehman’s take on the initiative? “It’s phenomenal.”
Ontario Systems’ summer interns included mainly college juniors, seniors and recent graduates. They gained experience in areas ranging from software engineering, client support, legal, human resources and marketing.
“We’re getting great ideas generated from the students as we look at different ways to approach how we do work and solve problems,” Lehman declares. “We’re really excited that our interns are wanting to continue their careers with us – whether it’s through part-time employment or full-time employment depending on where they’re at (college student vs. graduate). And we’re able to have quality jobs for them right here in Muncie, Indiana.”
The Dolly Parton song and film “9 to 5” are 35 years old. If recreated today, there would undoubtedly need to be a new title.
A new CareerBuilder survey indicates that, much like flip phones and fax machines, the traditional eight-hour work day may be on its way out. More than 1,000 full-time workers in information technology, financial services, sales, and professional and business services – industries that historically have more traditional work hours – participated in the nationwide study, conducted online by Harris Poll on behalf of CareerBuilder, to discuss their habits and attitudes toward the traditional nine-to-five work day.
According to the survey, 63 percent of workers in these industries believe “working nine to five” is an outdated concept, and a significant number have a hard time leaving the office mentally. Nearly 1 in 4 (24 percent) check work emails during activities with family and friends.
Today, many workers in these industries find themselves working outside of the traditional eight-hour time frame: 50 percent of these workers say they check or respond to work emails outside of work, and nearly 2 in 5 (38 percent) say they continue to work outside of office hours.
Though staying connected to the office outside of required office hours may seem like a burden, most of these workers (62 percent) perceive it as a choice rather than an obligation.
“Workers want more flexibility in their schedules, and with improvements in technology that enable employees to check in at any time, from anywhere, it makes sense to allow employees to work outside the traditional nine-to-five schedule,” says Rosemary Haefner, chief human resources officer of CareerBuilder. “Moving away from a nine-to-five work week may not be possible for some companies (yet), but if done right, allowing employees more freedom and flexibility with their schedules can improve morale, boost productivity and increase retention rates.”
But just because the office – or the blackberry – is out of sight, it doesn’t necessarily mean it’s out of mind: 20 percent of these workers say work is the last thing they think about before they go to bed, and more than twice as many (42 percent) say it’s the first thing they think about when they wake up. Nearly 1 in 5 of these workers (17 percent) say they have a tough time enjoying leisure activities because they are thinking about work.
Male workers in these fields are more likely than female workers to work outside of office hours (44 percent versus 32 percent); check or respond to work emails outside of work (59 percent versus 42 percent); and check on work activities while they are out with friends and family (30 percent versus 18 percent).
Female workers, however, are more likely than male workers to go to bed thinking about work (23 percent versus 16 percent).
When it comes to working outside of traditional office hours, 31 percent of 18- to 24-year-old workers in these fields will work outside of office hours, compared to 50 percent of 45- to 54-year-old workers and 38 percent of workers ages 55 and above. Meanwhile, 52 percent of workers ages 18-24 check or respond to work emails outside of work, versus 46 percent of workers ages 55 and above.
The operative word in the headline above this post is ALL. With that being a factor, the answer is probably a resounding No. It’s just human nature.
A recent Ragan Communications’ article (based on a survey by Viking) identified lateness, whining and eating smelly food as office workers’ most annoying habits. Ragan reports:
More than 40 percent of respondents said the annoyances made them consider leaving their jobs — with a striking 5 percent having actually quit.
The top 20 most annoying habits by rank:
1. Being regularly late
2. Whining all the time
3. Eating stinking food
4. Taking lots of cigarette breaks
5. Deliberately taking a long time to do something/constant procrastination
6. Not replacing things that run out (e.g., printer paper, coffee)
7. Talking on the phone too loudly
8. Having bad hygiene (coffee breath, BO, visibly dirty clothes)
10. Spraying deodorants, aftershaves and perfumes at desk
11. Coming to work when very ill
12. Texting/using mobile phone all day
13. Having an untidy desk
14. Talking too much about private life
15. Invading personal space
16. Not making a tea round
18.Constantly tapping/clicking pens/typing too loud
19. Stealing other people’s food/lunch
20. Using jargon
Only a third of respondents were prepared to try and solve a given problem, with a further 30 percent saying they avoided approaching the problem in order to avoid conflict.
Women are more likely to be riled by an empty toilet paper holder, whereas men ranked office gossip as a top bad habit. When it comes to confrontation, women are more likely to keep quiet to keep the peace.
Knox County ARC has 36 locations across the county, including five group homes, 25 waiver homes and several plants. Amy O’Dell, director of human resources, leverages Indiana Chamber membership to make sure HR operations are running smoothly.
The organization, which has been an Indiana Chamber since 1992, works with people who have developmental and intellectual disabilities, providing jobs/skills training, housing, and even school and preschool programs to the community.
To help O’Dell stay on top of industry regulations, she calls the Chamber at least once a quarter with HR questions.
“(I call when) I need to bounce ideas off someone else who understands where I am coming from with the HR laws and regulations,” O’Dell explains.
O’Dell notes that she has used the Chamber’s HR Helpline for everything from ordering posters to handling difficult staffing situations. She says Michelle Kavanaugh, human resources director at the Chamber, is like “an extension of the HR department.”
“I would recommend it because Michelle is very knowledgeable and has a lot of experience in HR, and I trust the feedback she gives me,” O’Dell remarks. “She is very willing to get on the phone and listen to all the details. She always has time to help.”
O’Dell has also used Chamber membership to attend conferences, at a discounted rate, that helped her gain additional training, including a workshop on the Family Medical Leave Act and the annual HR conference.
The Chamber’s helpline, though, may be a “best kept secret” for HR professionals, says O’Dell.
“It is something I use instead of calling an attorney right off the bat,” she explains. “It is definitely a huge resource to companies, so I hope they know it’s there and they utilize it.”
The percentage of job seekers relocating for new positions declined in the first half of 2015, suggesting that as the recovery spreads, individuals are able to find better employment opportunities in their local market.
Over the first two quarters of the year, 10 percent of job seekers moved for new employment, according to the latest job search data from global outplacement consultancy Challenger, Gray & Christmas, Inc. That was down from an average of 15 percent in the last half of 2014. In the first half of 2014, 11.4 percent of job seekers relocated for new positions.
The relocation rate in the last six months of 2014 was the highest since the first half of 2009, when an average of 16.3 percent of job seekers moved in the immediate wake of the recession.
The Challenger relocation rate is based on a quarterly survey of approximately 1,000 job seekers who concluded their search by finding employment, starting a business or retiring.
“The tipping point for relocation is very sensitive. Most people do not want to pick up stakes and move solely for employment. We tend to see relocation surge at the onset of recessions and in the early stages of recovery, as different geographical areas are impacted at different times. However, as recovery spreads and jobs become more available throughout the country, relocation begins to ebb,” said John A. Challenger, chief executive officer of Challenger, Gray & Christmas.
Nationally, the unemployment rate stood at 5.3 percent in June. However, there were 183 metropolitan areas below that level as of May, according to the latest available data on state and local employment from the U.S. Bureau of Labor Statistics.
“Furthermore, there were 148 metropolitan areas with an unemployment rate below 5.0 percent, at which point the balance of power in the job market shifts away from employers and toward job seekers,” noted Challenger.
“As local job markets improve around the country, there is less incentive to move. Employment alone is not a strong enough factor. There would have to be some other motivation, whether that’s family, health, lifestyle, or cost-of-living,” he added.
Are great leaders born or made? The answer is simple: Great leaders are “made” – and embracing learning opportunities is a key step.
The Indiana Chamber’s annual Human Resources Conference & Expo provides a variety of tools to boost leadership skills. Lindsey Lux, a regular attendee, enjoys the panel discussions, legal updates and collaboration with fellow HR professionals.
Lux is vice president of operations at MDwise — an Indiana Chamber member since 2007. Headquartered in Indianapolis, the Indiana nonprofit health insurance company is focused on giving uninsured and underserved Hoosiers the compassionate service and care they want and need.
“The legal presenters at the conference have given interesting presentations with real-world applicability,” she comments. “The conference is the best in Indiana to earn strategic recertification credits necessary to maintain my SPHR (senior professional in human resources).”
Lux participated in a focus group with other past attendees regarding ways to enhance the event.
“Most conferences ask you to complete a satisfaction survey once you are finished. This is the first time I’ve been asked to discuss (my input) face-to-face with attendees,” she emphasizes.
Reflecting on an especially memorable experience at the Human Resources Conference, Lux describes a session about leadership development.
“I walked away with a workbook full of information after having clearly identified my values, my company strategy, goals, etc.,” she recalls. “It’s nice to leave a session feeling empowered to improve in areas as an individual and as an organization.”