Archive for the ‘downsizing’ Category

3 Tips to Stress-Free Recruiting

Wednesday, June 23rd, 2010

Guest post by Angela Showell, CPEhr’s Recruiting Manager

The strengthening economy means more employers will be looking to hire new staff.  As the need to hire more employees increases, business owners may feel tense due to the lasting effects of the recession… a post traumatic stress of sorts. It leaves them feeling that the money being spent in new hire packages and compensation has yet to be earned and/or that they’re still in the red. Recruiters and hiring managers may feel a bit in the weeds also. Going from “not really busy” to “extremely busy” can be stressful, but the latter scenario is probably preferred – stress and all – considering the other option could be a trip to the unemployment line.

Three Stress-Free Tips

As CPEhr’s Recruiting Manager, my line of work includes performing the entire recruiting process for our clients.  However, during this period of such economic turmoil, many of them have taken to task their own recruiting efforts and the abundance of resumes is something that often overwhelms them.  When they call me for advice on how I handle the pressure from the volume, I provide the following three simple points:

  1. Change your perspective and don’t view the number of resumes as something intimidating.  Instead, try to consider it as a treat that there are so many capable candidates who are willing and want to work;
  2. Don’t try to look at the resumes as they come into your inbox.  The better approach is to receive the bulk of resumes (typically the first 2 weeks of the job posting) and set aside a block of time in which to go through them all and finally
  3. Make sure the job posting is in a reputable place, i.e., a site that was created specifically for employers looking for candidates and job seekers searching for employment.  With this approach, you’ll tend to receive more serious inquiries.

Another Way To Avoid Recruiting Stress – Outsource It!

Of course, if you prefer to avoid the stress of hiring altogether, CPEhr provides a complete Recruiting Service. Our unique, personalized approach to recruiting consists of more than 20 fundamental measures which allow us to focus on our candidates’ strengths as well as the needs of the position.

Our process includes:

  1. Fully understanding your company’s culture
  2. Developing the appropriate job description, title, and compensation range and
  3. Identifying, analyzing, and investigating candidates based on position requirements and, more importantly, personality traits and tendencies.

CPEhr offers its clients this premium, comprehensive recruiting service at deeply discounted rates, 50%-70% below standard market fees. We are so confident in our customized, modern and detailed approach to finding your next, best employee that we back it with a 90-day guarantee.

For more information contact our Recruiting Department at 877-842-4988, or email

How To Avoid Employee Lawsuits – 5 Management Best Practices

Friday, July 31st, 2009

It is generally accepted in the Human Resources field that there is a direct correlation between times of recession and dramatic increases in employee lawsuits.  Even the best of companies are not safe from litigation. As employee unemployment pushes past 10%, it is natural to for employees to begin fearing for their future. Additionally, with employers scrambling to contain costs, reducing headcount is usually the first area to be considered. Employees, often feeling they have been wronged, will fight back. How? By filing a lawsuit.

The EEOC (Equal Employment Opportunity Commission) reported over 116,00 cases filed in 2008. These cases included wide range of charges including age, disability, race and gender claims. Employees won, on average, 60% of the time. Total claims paid out by employers was over $353 million!

How can you protect your company?

There are several simple steps that all employers can take to greatly reduce the vulnerability of their company. We will touch upon the key areas here and expound upon them in later posts.

1. Management must be educated. While a manager is often viewed as a leader, trainer, or director of their staff, they are often overlooked as an extension of the company. Management practices are considered employment practices, and a manager that takes a wrong step can be pinned directly back on the employer. Therefore, it is imperative that all managers AT THE LEAST should be aware of the laws, and to know when they are being violated. They are not expected to be experts, but they are expected to recognize a problem and bring it to Human Resources before acting.

2. Run an ethical organization. Employees are much less prone to file a lawsuit if they feel they have been treated fairly. Equitable and fair treatment of one employee to another will often defuse 90% of complaints; and they want to see employees that break the rules held accountable.

Remember the following – employees don’t usually quit companies, they usually quite managers.

3. Be a positive motivator and leader. Most employees are hired excited and ready to work. But as time passes, they fall into a rut and see the work as just a “job”. They lose interest, or worse, become disgruntled looking for a way out. It is imperative that managers enable their staff to maintain that enthusiasm. It may be hard, day in and day out, but with a positive attitude and a little creativity it can easily be accomplished.

4. Keep communication open. Employees who feel comfortable approaching their manager will feel less compelled to quit and file a lawsuit. A manager should be assertive – firm with set boundaries, but treats employees with respect – not aggressive.  A hostile, “in your face” attitude makes employees afraid and defensive. If concerns arise, they will not approach their manager. Instead, they may quit and sue.

5. Document! In the Human Resources field there is a common refrain, “Document everything!” If something isn’t documented, then it never happened. From a casual, verbal observance (such as, “I’ve noticed you’re coming in late. Please try to be on time”) to a formal, written warning, documentation begins the paper trail that can ultimately make the difference between a successful defense, and a failed one. Consider the following interactions; all should be documented: acknowledgments, casual observances, written warnings, performance appraisals, and input from other departments.

With an attention to the five above key guidelines, managers will be well on their way to preventing lawsuits. While it is impossible to anticipate every eventuality, management best-practices will help reduce the possibility of lawsuits, and improve overall morale and productivity.

In upcoming posts we will delve into these areas in more detail.

Layoffs in a Weak Economy – The Final Chapter: The Survivors

Thursday, June 4th, 2009

So you considered the alternatives, researched the law, reviewed the employees to be let go, and you do it. Now what? More often than not, the remaining employees will most likely be responsible to pick up the workload left by their departing coworkers and it is likely that the morale of all the employees will be affected.

Don’t forget the human side of downsizing.

Employees are people too. Whether you intend on keeping, or firing an employee, treat them fairly and with respect. Recognize that layoffs affect all employees, not only those being let go, so show compassion in all your activities; it is likely to go a long way in shoring up the respect of your staff.

Bonuses and incentives.

Best practices encourage bonuses or recognition rewards to show your appreciation for your staff. In tough economic times this may not be feasible, but many inexpensive incentive programs exist. Be creative, think out of the box, and you and your remaining staff will enjoy a successful business relationship.

Remember – you are not alone.

While the process of downsizing can be painful for any size organization, know you are not alone. Unfortunately, our unemployment statistics tell us many employers are going through some level of layoffs as well. Some are confident to go through the process alone. However, many are not, and have reached out to professional HR firms to assist them through this difficult period. If you anticipate laying off staff, we  highly recommend contacting an HR Consulting or HR Outsourcing firm to help you. CPEhr has a team of experts ready to guide you. Be confident you are doing the right thing!

Layoffs in a Weak Economy – Consideration #3 – The Selection Process

Wednesday, June 3rd, 2009

Once you’ve determined you must let staff go, and you’ve researched all the relevant laws and guidelines, your next step is to determine WHO to layoff.

A specific selection process serves as a documented method of selecting employees that are laid off. A written documentation of the process will defend the organization against discrimination charges like American with Disabilities Act (ADA), Title VII, California’s Fair Employment and Housing Act (FEHA).

“Seniority and performance appraisals are common methods in selecting the employees that are laid off. Selecting a process and consistently applying it will help if faced with unlawful termination claims,” says Linda Robinson, CPEhr’s Training Manager.

Layoffs in a Weak Economy – Consideration #2 – The WARN Act

Wednesday, June 3rd, 2009

Yesterday we discussed alternatives to laying off staff. If you have exhausted alternatives and are forced to downsize, be sure to educate yourself on the myriad of laws that can affect your termination decisions. One of the most important federal laws governing layoffs is WARN – the Worker Adjustment and Retraining Notification Act.

WARN applies to organizations with 100 or more full-time employees or 100 or more employees who regularly combined total of 4,000 hours (non) overtime in a week. WARN requires employers that fall under the act, to give employees, state and local officials a 60 days notice to mass layoffs or plant closures that are expected to last for at least six months. According to the law, mass layoffs are defined as a 33 percent reduction in the workforce or the layoff of 500 employees within a 30-day period.

WARN further requires employers of unionized employees to give the union 60 days’ notice when any of their members will be laid off. Nonunion employees must receive individual notice, which may be included with the employee’s paychecks or mailed to them. In addition, some states have laws similar to the WARN, those laws may have additional requirements.

Be sure to familiarize yourself with this important law. If you are concerned with your ability to remain compliant, consider the support of a Human Resources Consulting firm to help guide you and assist in maintaining your compliance.

Layoffs in a Weak Economy – Important Considerations before Downsizing

Tuesday, June 2nd, 2009

California businesses received a glimmer of hope in these difficult times as the state unemployment rate FELL in April to 11%, down slightly from an all-time high of 11.2% in March. Despite this good news, layoffs continue at record pace, and employers must be well informed to avoid making termination mistakes. In our first post, we would like to highlight some key points employers must consider before downsizing.

Consideration #1 – Alternatives To Downsizing:
There may be other alternatives to saving money during a challenging economic time.  Consider the following:

  1. Freeze new hire positions, pay or bonuses
  2. Reduce salaries, fringe benefits, or 401 (k) matching
  3. Reduce work hours or adopt alternative work schedules
  4. Make selective, performance-based terminations
  5. Provide incentives for early retirement
  6. Telecommuting
  7. Job Sharing

These cost-cutting options will allow the organization the ability to retain talented employees who are familiar with the goals of the organization, while not being placed in the position to hiring and training brand new employees once the economy bounces back. If effectively communicated, employees will appreciate an organization that works diligently to look for alternatives to downsizing.