Thứ Năm, 23 tháng 1, 2014

What Does an Employee Relations Manager Do?

The duties of an employee relations manager often vary, depending on the needs of the company. These managers usually have the responsibility of handling issues that may develop between the general work force and management. In addition, they often work in human resources, and may handle employment interviews, work evaluations and in some cases be responsible for employee termination.

In some instances, an employee relations manager may have the responsibility of working with various union representatives. This could include bargaining, contract negotiations, and determining the validity of union grievances. Labor unions are organizations formed by workers within a specific work group to help protect workers from unfair labor practices and to help ensure they are receiving the highest possible wages and benefits.

Most countries and regions have laws designed to protect workers and to ensure that practices of hiring and firing are not prejudicial. In many cases, an employee relations manager oversees employment and termination to make sure these laws are upheld. In addition, they will often help laid off or terminated employees gain access to unemployment benefits or new jobs. This is especially important when the terminated employees start looking for new employment. Most of the time, it will be the employee relations manager who will be responsible for verifying their references.

In some companies, people who work in employee relations also have the responsibility of handling health care benefits. This is especially true with smaller businesses that are not large enough to warrant their own health insurance divisions. In these companies, an employee relations manager would likely help with employee insurance claims, and may sometimes act as an arbitrator involving problems that may arise involving health care coverage.

Salary expectations for an employee relations manager vary a great deal depending on experience, education, and the company. In the United States, the average salary for this position is around $88,000 US Dollars (USD). The highest percentile averages are around $116,000 USD, and the lowest salary averages are around $65,000 USD. Most companies consider an employee relations manager as a member of their human resource team.

People interested in a career as an employee relations manager should probably seek a degree in business or administrative services. Course work in psychology or social services may also be beneficial in obtaining work within this field. In addition, having a working knowledge of labor laws and their application may also be helpful.

Wisegeek.Com/what-does-an-employee-relations-manager-do.Htm

Thứ Tư, 22 tháng 1, 2014

What Is Human Resource Economics?

Human resource economics is a term that is used to describe the collective strategies and approaches that seek to address the utilization of labor within the workforce and how that utilization has an impact on the greater economic well-being of a nation or other locality. Typically, this type of economics considers the impact of employee turnover, unemployment, and even the role of labor unions and governmental policies on the efficient utilization of human resources. The general idea of human resource economics is to understand factors that interact to help grow and sustain the use of labor within the workplace to the mutual benefit of the employer and the employee, while also measuring the impact of that relationship on the economy in general.

Using human resource economics in terms of function within a company usually involves attempting to match the skills sets required for a particular job position with the abilities of a specific employee. This process calls for evaluating the talents of the employee, relating them to the work available and determining if both the employer and the employee will benefit from the placement. In the best possible scenario, the employee is happy and looks forward to coming to work, taking pleasure in what is accomplished during the workday. At the same time, the employer is satisfied with the productivity of the employee and there is no need to spend time, money, and effort attempting to replace that employee.

On a larger scale, human resource economics will often focus on assessing employment issues that impact the greater economy. This can mean addressing issues of unemployment in one or more industries, and how those figures impact consumer spending and general stimulation of the economy. Attention to the impact of employment laws, whether positive or negative, is also part of this process. Even the role of unions in protecting the rights of employees and how those regulations impact the ability of employers to sustain a business operation over the long term  human resource share  are considered as part of the economic aspects of human resources strategies and initiatives.

The scope of human resource economics seeks to understand and manage the effective usage of labor so that all parties involved benefit. This means job placement that meets the needs of both employee and employer, while also providing opportunities for growth that benefits both parties in the future. From there, the impact of those efforts on the stability of the economy are taken into consideration, which in turn helps to enact legislation that amends current labor practices or possibly paves the way for implementation of new practices that ultimately benefit everyone involved with that economy.

Wisegeek.Com/what-is-human-resource-economics.Htm

Chủ Nhật, 19 tháng 1, 2014

Change Your Employees’ View of Change

The general thinking is that people don’t like change. In reality, humans are born loving change. Think about it … babies cry until you change them. Also, why do we take vacations? Because we want a change. We need to get out of our usual surroundings and see something new. In this case, change is a choice, and we like it.

But there is also a negative side to change, and that is when the change affects you personally and you didn’t see it coming. However, most of those changes that come “out of nowhere” are actually very visible months or even years before the change hits. When do people get burglar alarms? After being robbed! We all tend to react to change and put out fires more than we anticipate what will happen based on the direction change is heading.

It’s time to become more anticipatory in terms of change so you can see it coming. Only then can you use change as an opportunity for growth rather than a crisis to be managed.

How to Be Anticipatory

There are two types of change that you can use to see the future accurately. First is cyclical change. You’re in the midst of cyclical change every day: weather cycles, biological cycles, business cycles … these are all examples of cyclical change. In the United States, you know exactly when the next presidential election will be, when the next full moon will be, plus many other key things that cycle with time. You know that if the stock market goes up, it will eventually go down. Cycles are everywhere; you just have to be aware of them.

The second is linear change. Once this type of change hits, you’re never going back to the old way. For example, once you get a smart phone you’re never going back to a dumb phone. Once the people in China park their bicycle and get a car, they will not go back to the bicycle as their primary form of transportation. It’s one-way change with many predictable consequences.

When you look around and determine what cycles you experience in your business, as well as what linear changes have been happening and then look out from there, you can turn the predictable changes into an advantage. That’s how you can be anticipatory and turn much of today’s uncertainty into certainty.

Certainties fall into two categories: Hard Trends and Soft Trends. A Hard Trend is a projection based on measurable, tangible, and fully predictable facts. A Soft Trend is a trend that “might” happen. That means you can change or influence a Soft Trend. For example, saying that Baby Boomers will age is a Hard Trend—it will happen; it’s a future fact. But saying because over the past ten years fewer people have been becoming doctors means there won’t be enough doctors to treat aging Baby Boomers is a Soft Trend—it’s something we can choose to address or ignore; it’s a future maybe. Being the able to tell the difference between the two will enable your organization to transform its culture into one that profits from change, uncertainty, and burgeoning trends.

Change the View

To get employees at all levels to embrace change, you have to give them the confidence that certainty brings by having them get involved in identifying the Hard Trends that will happen. Therefore, encourage them to…

Make a list of all the Hard Trends that are taking place in your industry, so you know what you can be certain about.
Make a list of all the Soft Trends taking place in your industry, so you can see what you can change or influence.
Answer: What do I know will happen in the next few weeks, months, and years? And how can I innovate to take advantage of what I now know for certain about the future?

Additionally, let your employees know one more certainty: that their roles will change over the next five years. Tell them, “The people you report to can define what your new role is, but it would be better if you dictated your new role based on Hard Trends. You can either allow yourself to become less relevant or even obsolete, or you can see where your career is going and get the training and tools you need to become increasingly relevant and thrive.” In addition, have them go to certainties.Com for a list of the 12 career certainties that will shape every profession going forward.

Finally, realize that how you view the future shapes how you act today. And how you act today shapes your future. Therefore, your futureview becomes the future you. What is the futureview of your employees, business partners, and customers? When you manage the futureview and elevate it based on the Hard Trends and the certainties that are before you, your employees will actually embrace the changes before them. Remember, the good old days are not behind us. They’re ahead of us. Let’s make them happen together.

Daniel Burrus | linkedin.Com/today/post/article/20140116172936-48342529-change-your-employees-view-of-change?trk=object-title
Best Selling Author, Innovation Expert & Global Futurist, Entrepreneur, Strategic Advisor & Keynote Speaker