Blog BLR

Are Workplace Affairs Unethical? It Depends Who You Ask

With the workplace affairs of David Letterman and an ESPN baseball analyst in the headlines, the question of whether such liaisons are ethical is fodder for water cooler discussion. And a new study by the Ethics Resource Center says that while both sexes think these affairs are unwise, whether a person thinks they are unethical or not may break down along gender lines.

This sixth biennial National Business Ethics Survey by the Ethics Resource Center (ERC) was conducted in July and August, before the recent media attention to the subject. According to a press release on the study, a total of 83.6 percent of respondents said it was unacceptable to date one's boss. Of those who did say it was acceptable, two-thirds were men and one-third were women.

On the question of whether dating a co-worker is unethical, 47.5 percent said it was OK, while 50.6 percent didn't think it was a good idea. Here those thinking the practice was acceptable split roughly equally on gender lines, with 49 percent of men and 45 percent accepting workplace romances among peers. (Note: some respondents ha

About 8 percent of respondents said they had personally observed incidents of sexual harassment in the workplace in the last 6 months, but only about half (52 percent) reported it to management or the appropriate person listed in their company's sexual harassment policy.

Explaining this relatively low figure, ERC President Patricia J. Harned, Ph.D. says: “As we put together all the survey findings, we see a clear pattern that fear of being fired in a tough economy is a big factor in determining whether people report ethical transgressions.”

Source: HR STrange but True

15 Tips for Writing Tight Job Descriptions

Job descriptions -- two words certain to add gray hair to any HR professional. But writing and editing job descriptions doesn't have to be painful, and here are some tips from the HR Daily Advisor that will help expedite the process.

To achieve the two primary goals of job description writing—accuracy and brevity—you need to check and double-check the words you have chosen to describe each job activity. Here are 15 guidelines to follow:

1. Use a terse, direct style throughout the description.
2. Keep sentence structure as simple as possible; omit all words that don't contribute necessary information.
3. Be clear and use nontechnical language whenever possible. A good job description explains the objectives, duties, and responsibilities of a job so that they are understandable even to a layperson.
4. Avoid imprecise words such as "situation," "facilitate," "interface," etc. Ask yourself if the word you have used might be interpreted differently by two different people.
5. Begin each sentence with an active verb, third person singular. Always use the present tense.
6. Wherever possible, describe the desired outcome of the work, rather than the method for accomplishing that outcome. For example, instead of "writes down phones messages"—a task-oriented approach—you might say "accurately records phone messages."
7. Focus on essential activities. However, remember that a task that is performed frequently throughout the day may not be as essential to the job as something done only once or twice a week.
8. Avoid the narrative form. You are writing a job description, not a story.
9. Be consistent when using terms like "may" and "occasionally." Their meanings should be spelled out to avoid confusion. For example, make sure that if the word "occasionally" is used in the essential functions section of the description, the occasional work performed truly is essential to the job.
10. Avoid words that don't tell specifically what the employee does, such as "handles." Others you may want to avoid: "checks," "prepares," "examines," "sends." If these words are the most accurate and specific ones available, it may be acceptable to use them. But if a more specific term would describe the task more clearly, use it.
11. Refer to job titles rather than people. For example, "Reports to Human Resources Director" instead of "Reports to Estrella Simpson."
12. Be precise in defining responsibility. The degree of responsibility given indicates the importance of the job and is a vital factor in evaluating it.
13. Qualify whenever possible. Don't just say that a file clerk "files" materials; say that the clerk "files alphabetically."
14. Stick to a logical sequence in describing duties and responsibilities whenever possible.
15. Remember that the length of a job description does not indicate the importance of the job. The job description for the president of a firm can be put into one sentence: "Responsible for the successful operation of the company."

For more keys to to writing concise and legally compliant job descriptions visit the HR Daily Advisor.

Bob Brady Named B2B Publisher of the Year

We know it's not good form to toot your own horn, but sometimes you just have to. We're proud to announce that BLR founder and CEO Bob Brady has been named B2B Publisher of the Year, and inducted into the Mequoda Hall of Fame at the Mequoda Publisher of the Year Awards.

The Mequoda Group provides research, training and educational services exclusively for the publishing industry, including best practices for online media management and Internet marketing strategy.

The following report appeared in the Mequoda Daily:

Brady told publishers in the room that it's extremely important for your staff to understand the purpose of your company as a whole. "We have a .NET programmer who understands how marketing copy is a part of our efforts at BLR. Just the same, if you have an editor with no sense of marketing, you're losing an opportunity."

"I think one of the big reasons I've been successful at this, is that I was free to make mistakes, and there was no one around, because I own the company, to fire me," Brady joked. "In the culture that we're all in, we need to allow mistakes as long as we learn from them. You need to make mistakes and immediately know what you can improve next time."

Brady reminisced about the first time he used a CD, which was basically an encyclopedia on disc. He said, "I went in thinking, what can I do with a CD? I make books! But then I thought, I have 600 page books, that cost me $25 to mail. A light went off that this was a real opportunity."

Brady went on to explain that the Internet happened in the same fashion for him. "Being outside the company, talking to the "propeller heads", and people who are experimenting with new things can help you in your own business".

On the topic of creating new products, Brady told the audience that "the customer doesn't know what they want, it's our job to take on the challenge and figure that out."

Congratulations, Bob -- well deserved.

H1N1 Flu (Swine Flu) and Discrimination

As your organization takes steps to prevent the spread of the H1N1 (swine flu) virus this fall, it is also important to consider the potential for discrimination claims if any of your employees contract the illness.

The Equal Employment Opportunity Commission recently issued the following guidance pertaining to the swine flu and discrimination:

• Title VII of the Civil Rights Act prohibits employment discrimination on the basis of national origin (for example, discrimination against those of Mexican origin because the H1N1 break out started there).

• Title VII also prohibits national-origin discrimination against employees who work in the United States for covered employers, regardless of the employees' citizenship or work authorization. While federal law prohibits employers from employing individuals lacking work authorization, employers who nonetheless employ undocumented workers are prohibited from discriminating against those workers.

• Title I of the Americans with Disabilities Act regulates medical examinations and disability-related inquiries of employees and applicants and only permits them if certain conditions are met. For more information, go to the EEOC website http://www.eeoc.gov/facts/pandemic_flu.html .

BLR reminds employers that under both OSHA and corresponding state law, employers are required to maintain a safe and healthy workplace for their employees. Employers should clearly communicate their workplace illness policy to employees so workers understand their employer's expectations. As with any policy, an employer should apply its policy on workplace illnesses consistently to avoid claims of discrimination.

Social Media Secrets for HR: How to Attract the Best Job Applicants and Connect with Your Current Employees

Unless you've been living in a cave, you know that millions of Americans now use social media and networking tools like Twitter, Facebook, LinkedIn, and MySpace to stay in touch with far-flung friends and family.

The shocker? It’s not kids who are driving this trend. Studies show that adults ages 25 and up (particularly Baby Boomers) are much more likely to use services like Twitter than the 12-to-24 crowd.

That’s why social media is causing seismic changes in the ways many employers recruit new hires and communicate with their current employees. To find cream-of-the-crop candidates for your job openings these days, you’ll have to move beyond newspaper ads and job fairs. You also need to start thinking beyond paycheck stuffers and print newsletters to keep your employees updated on benefits changes, workplace policies, and other critical information.

Whether you’ve already experimented with social media, or you don’t know your tweets from your RSS feeds, we'd like to invite you to join us on Oct. 19 for a fun and informative webinar, "Social Media Secrets for HR: How to Attract the Best Job Applicants and Connect with Your Current Employees." Our two HR experts will share the best practices for using social networking tools for recruiting and employee communications. You’ll learn:

* How the leading online social media services work – from the perspectives of both HR professionals and your current (and future) employees

 * The initial steps you should take to create a presence on these sites for your organization

 * The most effective ways to use these tools to post job openings, make initial contact with candidates, and check their resumes and references (without running into trouble)

 * How social media can help you share workplace news (such as benefits updates and policy changes) with your employees

 * Why these sites can give you a big boost in utilization rates for wellness programs, retirement plans, and other employee benefits programs

 * The biggest mistakes employers make in using social networking tools – and how you can avoid repeating them

ABOUT THE SPEAKERS:

Jennifer Benz is chief strategist and founder of Benz Communications, an award-winning national employee benefits communications firm based in San Francisco. She works with dozens of clients around the country to create strategies that encourage employees to utilize their health care, wellness, financial, and related benefits. She writes and speaks frequently on employee benefits issues. Benz earned her bachelor’s degree from the University of Missouri.

Jessica Lee is the editor of Fistful of Talent, a leading human resources blog focused on recruiting and talent management issues. She also serves as senior employment manager for APCO Worldwide, a global public relations firm based in Washington, DC. She earned her bachelor’s degree at the University of Washington.

We hope you'll join us.

Ironic EEOC Complaint #2

A few weeks back, BLR's HR Strange but True reported on the case of an organization dedicated to the “prosperity and growth of the American Family” facing allegations that it discriminated against a pregnant woman. Now, the EEOC is accusing a company that provides services for people with disabilities of discriminating against applicants with disabilities. Is it too soon to call it a trend?

The EEOC alleges that Creative Networks discriminated against hearing-impaired applicants by failing to provide a reasonable accommodation during pre-employment training and orientation.

The agency alleges that Creative Networks forced hearing-impaired applicants to pay any costs for interpreting services that exceeded $200 or provide their own interpreter during an extensive training required for employment. The EEOC says the policy had the impact of excluding hearing impaired applicants who were unable to afford the additional costs or obtain their own interpreter.


In the lawsuit, the EEOC seeks back pay with interest and compensatory damages.

“How ironic--and disheartening--that this large employer that provides services to the disabled would deny a basic accommodation to a qualified applicant with a disability,” says EEOC Regional Attorney Mary Jo O'Neill.

More HR oddities at HR Strange but True.

Women-to-Women Mentoring Promotes Advancement, Retention

Men generally do a "fantastic job" of helping their male colleagues move up the corporate ladder, but women typically do not, says Thomasina Tafur, a former FedEx® senior manager who is now a consultant to HR executives on positioning females for leadership roles.

"I don't think it's deliberate or malicious," says Tafur, president of Thomasina Tafur Consulting (www.thomasinatafur.com). Women are often so focused on the climb themselves that they don't have time to look back down and give their female colleagues a hand, she says. "We have strived so hard just to get to the top."

Women mentor programs can help fill that gap. But how common are such programs? "Not very, that's the problem," she says. "I do not believe that there are enough mentor programs specifically geared toward women."

Two Key Elements

Women mentor programs primarily exist at larger companies where, for example, affirmative action requirements apply or public image is a top concern, according to Tafur. However, she says smaller companies can benefit as well because mentor programs for women can help tap a "unique talent pool."

Such programs also promote retention in companies of all sizes because they demonstrate a company's interest in investing in women's future and helping them excel within the organization, she explains. Having a mentor program says to a female employee, "we really care about you and your future."

Tafur identifies two key elements of an effective women mentor program. "First and foremost, you absolutely have to have buy-in from upper management," she says. "If your program does not have that, it's doomed from the beginning."

Second, mentors need to see themselves as "sponsors," take their roles seriously, and be held accountable for their work in this area, according to Tafur.

Read about Tafur's specific tips for HR professionals to consider when offering a women mentor program on HR.BLR.com

How to Create a Disability-Friendly Workplace

In today’s world, simply complying with the Americans with Disabilities Act (ADA) isn't enough for many employers. They want to be more proactive in creating a disability-friendly workplace. Here are some tips from BLR's HR team.

First of all, the following indicators show that an organization is willing to "walk the talk" of a disability-friendly workplace:

• The CEO is committed to a disability-friendly workplace.
• A written document to all staff affirms the commitment.
• Policies, procedures, and practices specifically mention disability.
• Persons with disabilities are on the board of directors.
• Employees and customers with disabilities appear in the annual report.
• Workers with disabilities are employed at all levels of the organization.
• The organization's products or services are marketed to customers with disabilities.

Educate Your Employees

Another key factor is educating all your employees about disabilities. Employees who are armed with facts will be less inclined to discriminate or fear. Some possibilities:

• Establish a training program or at least an information resource.
• Include disability-related materials in new employee orientation programs.
• Provide additional information on an ongoing basis.
• Form a disability support group.

It's also important to be known as a disability-friendly workplace to applicants. Consider the following:

• Make sure hiring and selection procedures comply with the ADA. Remember that the ADA prohibits disability-related questions or medical exams before a real offer is made.
• Make sure employment offices and interviewing locations are accessible.
• Be prepared to make reasonable accommodations to help individuals with disabilities during the hiring process. For example, provide assistance to a blind person who requests help in filling out an application. Or an applicant with an intellectual disability might need an accommodation such as providing someone to read or interpret application materials; demonstrating, rather than describing, what the job requires; or modifying tests, training materials, and/or policy manuals.
• Train and advance workers with disabilities.
• Make training materials available in alternate formats such as large print or Braille.

During an interview with a candidate with disabilities, do not speculate or try to imagine how you would perform a specific job if you had the applicant's disability. (However, you may ask a candidate with an obvious disability, or who has revealed a disability to you, how he or she would perform an essential function. You may also ask if the person would require accommodation and, if so, what type of accommodation.)

Concentrate on technical and professional knowledge, skills, abilities, experience, and interests, not on the disability.  Make sure all questions are job-related.

Read more tips on creating a disability-friendly workplace in the HR Daily Advisor.

Bad Case of the Mondays? Get a 'Happiness Makeover'

The movie Office Space popularized the phrase “a case of the Mondays” to describe when a worker is none too happy to be returning to work after the weekend. Now, a group hopes no worker has to suffer a case of the Mondays again.

The group, the American Happiness Association (AHA), will be hosting a teleseminar called “How to Love Mondays in a Job You Hate” later this month.

Launched in early 2009, the AHA is a nonprofit organization whose stated goal is to help people learn and practice ”sustainable happiness” in their lives, including at work. Leading the organization are Aymee Coget (CE0), Sandi Smith (COO), and Bob Nozik (VP).

Coget, who conducts "Happiness Makeovers," has a background in positive psychology. Smith has developed happiness coaching and training programs. Nozik is a physician and researcher. All three say they are definitely happy.

During the “How to Love Mondays in a Job You Hate” seminar, the AHA says it will discuss:

• How to interact with a challenging boss
• How to cope with and thrive in a job you dislike
• How to get your work-related needs met in spite of your job
• How to become a happiness activist in the workplace
• How to deal with boredom
• How to minimize job-related stress

We cannot vouch for the effectiveness of these happiness experts, but we sure know more than a few people who could use some help. By the way, International Happiness Day was July 10. Did you celebrate?

Read more about the lighter side of human resources in HR Strange but True.

Plastic Rocks, Metal Bricks, and Other Customer Service 'Treats'

On the occasion of Customer Service Week (Oct. 5-9)—when Customer Service reps finally get some recognition for their often thankless jobs—we thought it would be a good time to ask our Customer Service team here at BLR about some of their more unusual calls or experiences. We weren't disappointed.

To begin with, let's clear up one thing: BLR is not EPA, nor is it DOL—we get that a lot, and sometimes callers don't want to believe us. Take, for example, the person who called because her town wasn’t helping her make her neighbor fix whatever was oozing out of his yard into hers, and whatever it was, it smelled ...

Endorse My Rocks

Or how about this conversation:

Customer: "Hi, are you the EPA?"
CS Rep: "No, BLR is a private publishing company. We produce HR, Safety, and Environmental compliance and training products. Is there something we can help you with?"
Customer: "Yes! Can you please get the EPA to endorse my rocks?"
CS Rep: "I'm sorry? We are not affiliated with the EPA."
Customer: "Well, maybe you can endorse them. They are a new environmentally friendly foundation base for house building. Plastic rocks—they are very durable and do not leech chemicals into the environment. They provide good drainage and also prevent contractors from having to dig up rocks in the area, therefore providing an extra environmental benefit."
CS Rep: "Sir, I am sorry, but we do not endorse such items. We just publish compliance and training materials. Perhaps you should look up EPA.gov?"
Customer: "Oh, are you sure you can't endorse them? They really are a very good product."
CS Rep: "Sorry, that is beyond what we do. Was there anything else I can assist with?"
Customer: "No thanks. Have a good day."

B-L-R Does Not Spell D-E-A

One of our reps received about 10 e-mails from a person in California giving BLR the location of what he thought was a drug house. He believed prostitution and drug use was going on there. Each e-mail came with increasing urgency. "Hurry up because there are crack pipes everywhere ... You must show up armed, and be quiet or they will see you coming." When the rep explained that we are a publishing comapny with no authority to go to the house, the person got angry and said we were "fueling the fire" and probably involved with the drug house.

Feel My Pain

Then there was the call we received from a woman in a hysterical state, asking what the laws were with regard to limits on hours worked. She explained that her "child" (a woman in her 20's) was working two full-time jobs in California. The caller wanted to know if that was legal, or if there were any laws preventing employees from working too many hours. The rep explained that he didn't know of any restrictions on an employee working too many hours voluntarily, but to check with the DOL. She asked if we (BLR) could contact her daughter's employer and "make" them restrict her daughter's work hours. The rep said we could not. The caller then began sobbing, saying, "I hope you have children one day, I hope you feel this kind of pain!"

'And a One, And a Two ...'

On occasion we put our Customer Service reps in a difficult position because, as much as it pains us to admit it, BLR is not perfect. For instance, one time we accidentally shipped out a few CDs containing polka music instead of the safety training information that was supposed to be on them. You can only imagine the calls we got in response to that. And then there was the glitch in the billing system that resulted in some bills being sent out for 2 or 3 cents—with customers obligingly taping pennies to the invoices and sending them back.

Your Slumber Diva

But pennies are far from the strangest things our reps receive in the mail. Some of the more unusual include:

• Metal bricks sent by some wise guy in one of our prepaid return envelopes
• Pornography and condoms
• Air fresheners sent by one customer with all of his correspondence
• A letter signed by "Your Slumber DIVA! My Business Is Your Pleasure : )"

And the list goes on.

Those Dreaded Ceiling Microphones

Our reps admit that sometimes the strangeness happens right within the Customer Service Department itself, with no help needed from the outside world. Consider this story from one of our CS veterans:

"Back before I was a supervisor, new reps would sit in the cubicle next to me, and I would 'train' them. I was in the beginning stages of going over policies and procedures with a rep, and she must have said something that triggered my instincts … 'Oh, boy—we have a negative one here.'  I calmly responded with, 'Oh—be very careful with what you say.'  I pointed to the ceiling and said, 'There are microphones up there.' I didn't think in a million years that the rep took me seriously. Years (and I am talking years) went by. She was a good rep, but then all good things come to end, and it was time for her to leave. As I was helping her pack her things, I said something and she looked at me quite sincerely, and said, pointing to the ceiling, 'Oh—don't forget there are microphones in the ceiling.' I did not have the heart to tell her ...."

So here's to you, Customer Service reps—thanks for all the great work you do, and we promise not to make your job any harder by sending out polka CDs or bills for 2 cents—at least not this week.

And, in celebration of Customer Service Week, BLR is making a gift of free training. We invite everyone to come view one of our most popular customer service training courses, "Customer Service Skills: How We Can All Improve." It's free for you to use as often as you'd like. And it's just one of 21 courses that will be included in our new Customer Service Library, which will be available later this fall. So please stop by and take a look.