Human Resources

Under the new California Worker's Compensation Reform package, workers that can perform modified work duties and whose employers fail to make a bona fide offer for them to return to work will receive a 15 percent increase in their benefits. On the other hand, injured workers that refuse to return to work after receiving a reasonable job offer from their employers will be penalized by receiving 15 percent less in worker's compensation benefits if they are physically able to perform the job. Only companies with more than 50 employees are affected by the provision. Firms are often reluctant to rehire injured workers because of the need for special accommodations, worker lawsuits or fear of the injured worker incurring a worse injury.
Information courtesy of the San Diego Union-Tribune, April 28, 2004.

New State Senate Bill May Result In Corporate Bounty Hunters
Senate Bill 796 gives employees incentives for turning in their employers to the Department of Labor. The bill covers both major (unpaid overtime, child labor, etc.) and the thousands of minor violations of the state's labor code that an employer can commit. Any documented violation can result in a $100 fine. A $200 fine is levied for each additional documented violation. These fines are multiplied by the number of employees and the number of weeks that a violation occurs. Experts say that no employer adheres completely to the state's thousands of labor laws. The amount of the potential fines can result in thousands and even millions (larger corporations) in fines against a company. Many analysts fear that employees that are danger of losing their jobs due to poor performance may file complaints in retaliation. The employee filing the complaint receives 25 percent of all fines levied.
Information courtesy of the San Diego Union-Tribune, March 1, 2004.

Employee Illnesses Costly to Employers
Nearly half our country's population - about 125 million people - suffer from at least one chronic health condition. Sixty million people have multiple chronic conditions. These conditions coupled with smoking and common illnesses such as the flu and colds strongly impact employer health care costs and employee productivity. Consider this:

• On average employers pay $2000 per employee per year for all health-related conditions (more than $250 billion total).
• Heart disease affects more than 61 million and related costs total $351 billion every year.
• One-tenth of health-care dollars are spent on diabetes.
• Depression affects 19 million U.S. adults and costs employers $44 billion annually.
• Obesity results in $45.8 billion in direct medical costs each year and $18.9 billion in lost productivity due to weight-related death and disability.
• Annually, flu-related complications will cause between 10,000-40,000 deaths and result in 50,000-300,000 hospital stays costing $1-3 billion in direct medical care and untold indirect costs due to lost productivity.
• Smoking-related diseases cost $97.2 billion annually in medical expenses and lost productivity.
• Additional productivity is lost when employees engage in the practice of "presenteeism," attending work and working even when the employee is ill or in pain (i.e. back pain).

Working Smarter
Keeping everyone in the loop and knowing what personnel resources are available can be important when it comes to maximizing employee efficiency. According to Apartment Professional:

• 67 percent of employees feel that there is someone at the company that could help them do their job better, but 39 percent don't know how to locate these colleagues.
• 60 percent of employees say work is duplicated because people are unaware of one another's work.
• 54 percent of employees say that opportunities to innovate are lost because the right people do not work together.
• 51 percent of employees say that the wrong decisions are made because the right people are not in the loop.

Keeping Employees
The labor gap that began in the early 1990s is expected to continue. Next Generation Consulting predicts that there will be a shortage of 10 million employees across all sectors of employment. Another study by the same organization found that companies with the "most progressive people practices" have 50 percent less turnover, 3.5 times greater sales per employee and have three times greater market value to book value for their shares.
Information courtesy of the Apartment Professional, January/February 2004.

8 Out of 10 Americans Want a New Job
According to a survey by the Society of Human Resource Professionals eight out of ten American workers are planning on looking for a new job when the economy improves. Years of cuts in benefits, inadequate or non-existent raises, layoffs, mandatory overtime and fewer paid holidays and sick days has left many employees frazzled and ready to look elsewhere. Although, SHRP acknowledges that the number is "very, very high," it says there's a difference between "looking and jumping ship."

• 83% of workers are planning on looking for a new job when the economy heats up.
• 35% of "top-performers" in corporations are considering leaving their jobs.
• 60% of workers feel pressured to work too much.
• 83% of employees want to spend more time with their families.
• 56% of workers are somewhat or completely dissatisfied with their jobs.

Alcohol Abuse Linked to Increased Absence at Work
A study by the University of Buffalo found that employees that abused alcohol were twice as likely to call in sick the day after alcohol use. 280 employees from three major companies were surveyed. Data was collected from employees, a friend or relative familiar with their drinking behavior and human resource departments.

The Importance of Company Culture
A company's bottom line is directly linked to having a strong and purposeful company culture. A study by John Kotter and James Heskett, described in their book Corporate Culture and Performance, found that companies that work actively to manage their corporate cultures well outperformed companies that don't. According to the survey over a ten-year period companies that managed their cultures well:

• Revenue increased 682% compared to 166%.
• Stock prices increased 901% compared to 74%
• Net income increased 756% compared to 1%.
• Job growth increased 282% compared to 36%.

Why People Leave the Industry and What We Can Do
According to a survey of 200 graduates of the Residential Management Program at Virginia Tech by the magazine Apartment Professional, highest to lowest, here are some things that cause people to leave the property management industry:

1. Poor pay & benefits
2. Personal and family reasons
3. Poor work environment
4. Lack of meaningful work
5. Lack of pride in organization and mission
6. Lack of exciting and challenging work
7. Location
8. Lack of opportunity and growth

1. Opportunity for growth and career development
2. Pay and benefits
3. Great people
4. Meaningful work
5. Flexibility
6. Fair pay and benefits
7. Being part of a team
8. Job security
9. Autonomy

What Employees Want
More successful businesses are moving towards creating programs that reward employees for their contributions and improve business performance. Companies should be willing to share both risks and rewards with employees when the company does well. In its article, "Ten Ways to Attract and Retain Great Employees," The Insurance Journal-West the authors found that in order to keep top performers, high pay isn't enough. Good employees are also looking for work that is challenging and rewarding. In addition, a flexible work schedule that allows for a balanced life is another motivating perk.
Information courtesy of the Insurance Journal-West, June 9, 2003

Diversity Programs Under Debate
A weak economy and a new report have many employers questioning whether diversity training and programs are actually effective. The research suggests that diversity programs have virtually no impact on bottom-line performance. This comes at the same time that discrimination complaints are on the rise. Race-based claims filed with the Equal Employment Opportunity Commission reached 30,000, the highest rate in seven years, in 2002. Many experts agree that diversity training is still needed - even though the effect on the bottom line is difficult to measure. With the current economy many employers are cutting back on employee training. In addition, researchers have found few direct effects from diversity training on performance. There is some criticism of the study because only four of the Fortune 500 companies (the only ones that would participate) were surveyed.
Information courtesy of USA Today.

It's Not What You Say...
A study done at UCLA a few years ago showed that a person's performance during an interview was judged mainly on non-verbal communication. They found that words only impacted 7 percent of the evaluation, while voice quality and non-verbal communication accounted for 38 and 55 percent respectively. Here are a few ways to improve this valuable skill:

• Smile
• Know the right way to shake hands. Your hand should be warm and dry and the handshake should be firm - but not too hard.
• Make appropriate eye contact. Focus on the speaker, but don't stare (which comes across as overly aggressive).
• Respect personal boundaries. Maintain an appropriate distance between you and the speaker.
• Practice good posture. Your mom was right when she told you, "Don't slouch." It looks sloppy and you come across as being tired.
• Don't fidget.
• It's natural to talk with your hands but don't overdo it.

More Women Working Past Retirement Age
According to the Bureau of Labor Statistics more women are planning on working after they turn 55. This number is expected to increase to 12.4 million; a 51.7 increase from what the number is currently. This is attributed to more women in executive positions, and more companies adopting flexible-time policies. It has become more acceptable for women to take time off to have children or care for aging parents. In addition, about half of baby boomers will be unable to afford retirement at 55.
Information courtesy of the San Diego Union Tribune, "Graying, but staying," by Meg Richards, July 7, 2003.

Having a Job Doesn't Equal Security
Many employees are thankful to have a regular paycheck in the current economy, however, that doesn't mean that the employed are worry-free. Many employees are over-stressed and burned-out due to increased job demands, increased workloads, fear of layoffs, or feeling stuck in their job.
Some information courtesy of the San Diego Union Tribune.

Avoiding Overload
Many employees are taking on additional responsibilities. Here are a few tips to help lighten the workload and avoiding burnout:

• Talk to your supervisor to know which assignments have priority or use our priority planning forced-choice method.
• Set boundaries for yourself. Don't be a perfectionist and set limits on what you're willing to do.
• If you're being pushed beyond your limits; say you need some time off.
• Don't stay late every night.
• Take care of yourself physically: work out, eat properly, etc.
• Get more job-related training - particularly if its employer sponsored.
• Try learning a new skill or setting challenges that will make your job more interesting. Try to find a skill that will serve you both in your current job and in a future job.
• Get a hobby - one that's not related to your job. Take a little time off for yourself and find something you enjoy doing that's not related to your job.

Wage Gap May be Due to Personal Choices
According to Bureau of Labor Statistics, women earn about 73 percent of what men do. The gap has been attributed to the fact that many women place more importance on their home and family life than on their careers. The wage gap is almost non-existent for women that have never left the workforce to have children. According to a study by the Center for Policy Alternatives and Lifetime Television, 71 percent of women prefer jobs with more flexibility and benefits compared to higher paying jobs. In addition, 85 percent of women offered flexible hours by their employers have taken advantage of the opportunity. Women are also far more likely to work part-time (5-1 ratio) than men. Another reason women are earning less is because they're not negotiating for themselves. A fall 2002, study by Carl Frohlinger, a managing partner of the Shadow Negotiation, a firm that specializes in teaching women to negotiate more effectively, found that many women are reluctant to negotiate for themselves. The study found that many women do not negotiate compensation and are uncomfortable doing it for themselves.

Hiring is a Set of Skills
Too many bosses rely on their gut instinct when making hiring decisions. A disciplined approach is better. Here are some practices that increase the probability for consistent success:

• Focus on skills - frame interview questions to reveal whether a candidate has what it takes.
• Get specific examples of how the candidate has handled different situations at work.
• Get a second opinion. Ask colleagues to interview a candidate and share their findings with you.
• Put the interviewee at ease. You'll get better answers and make a good impression.
• Seek a frank discussion of both strengths and weaknesses.
• Don't play psychiatrist. Focus on specific behaviors instead of a personality assessment.
• Don't ignore job interest. Make sure your candidate is motivated in order to reduce the likelihood of turnover.
• Don't rush to fill the opening.
• Don't rely on memory alone. Take sufficient notes to give all candidates a fair chance.
• Avoid the halo effect. Don't let one outstanding skill or trait overshadow something less attractive.

Training Budget
A national industry company is considering the following line items appropriate for training the onsite employee in their budget:

1. $4000 per onsite employee
2. $8000 per corporate employee

Resolutions for Job Seekers
If you're planning a career move as one of your New Year's resolutions, here are five things you can do to enhance your chances of success:

1. Figure out your strengths. Ask what am I good at? Consider taking a career assessment test. Look for a job that matches your interests with your skill level. A "good fit" is critical when it comes to happiness and career success.
2. Polish your Resume. Your resume is a sales tool and your prospective employer's introduction to you. Take a critical look at it. It should immediately highlight your skills and achievements without wasting time on unnecessary details.
3. Create a Road Map. Know where you want to go. A professional development plan outlines training needs and goals necessary to move up the career ladder. The plan can be used a discussion tool with your supervisor for advancement opportunities. Update the plan regularly with new information and goals to advance your skills and keep your career on track.
4. Be a Lifetime Learner. It's not enough to flourish the diploma or certification you acquired several years ago. You need to keep learning to keep up with changing technology and industry changes. Constant learning sends the message that you are interested in helping the business achieve success.
5. Never Stop Networking. Networking is an excellent way to enhance a job search; however once you've landed your dream job it's important to keep networking. As more people are exposed to your abilities, your chances for advancement increase (whether in or outside the company).

More Moms Are Staying Home
The number of stay-at-home parents rose to 41.3 percent last year according to the Bureau of Labor Statistics. This is the highest level in two decades. The change is attributed, in part, to fewer women being on the "Mommy Track." During more prosperous times when there was more of a labor shortage, employers were more willing to work with part-time schedules for mothers that included raises and perks. However, more women are finding that they are being expected to do more in fewer hours. This has caused many part-time employees to decide it's simply not worth it. Layoffs, stagnant wages and the high cost of day care also contribute to the increase in the number of stay-at-home parents.
Some information courtesy of the Chicago Tribune.

Sick-day Abuse on the Rise
According to a recent survey by a human resources firm, CCH, Inc., two-thirds of all unscheduled sick days are taken for reasons for other than illness. This is up from 45 percent in 1995. According to the survey:

• 33 percent of sick days were actually taken for personal illness,
• 24 percent were for family issues,
• 21 percent were for personal needs,
• 12 percent were for stress and
• 10 percent were due to an entitlement mentality.

Too Much Information
A solid resume can be undone by including unnecessary information in the "personal" section of a resume. Many job seekers make the mistake of listing irrelevant information such their height, weight, health, hobbies and marital or family details. This can really hurt when it comes to being hired. The only information that should be included in the "personal" section of a resume is things that are relevant to the job and wouldn't be listed elsewhere on the resume.
Some information courtesy of the San Diego Union Tribune, "Keep Irrelevant Personal Stuff From Killing Resume," December 23, 2002.

Poor Handwriting a Pervasive Problem
Chicken scratch is often seen as a sign of intelligence and creativity, but it could actually be costing your company. Zaner-Blose, Inc., a company that publishes handwriting textbooks, estimates that poor handwriting costs U.S. businesses $200 million a year in lost business. Problems range from mistakes in addresses and phone numbers to illegible personal and financial information. In addition, more forms are "read" by computers, which are often unable to process illegible information.
Some information courtesy of the San Diego Union Tribune, December 23, 2002.

Making Policy is Easy
Start with a cage containing five monkeys. Inside the cage hang a banana on a string and place a set of stairs under it. Before long, a monkey will go to the stairs and start to climb towards the banana.

As soon as he touches the stairs, spray all of the other monkeys with very cold high-pressure water. After a while, another monkey makes an attempt with the same result -- all the other monkeys are sprayed with cold water. Pretty soon, when another monkey tries to climb the stairs, the other monkeys will try to prevent it.

Now, put away the cold water. Remove one monkey from the cage and replace it with a new one. The new monkey sees the banana and wants to climb the stairs. To his surprise and horror, all of the other monkeys attack him. After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted.

Next, remove another of the original five monkeys and replace it with a new one. The newcomer goes to the stairs and is attacked. The previous newcomer takes part in the punishment with enthusiasm!

Likewise, replace a third original monkey with a new one, then a fourth, then the fifth. Every time the newest monkey takes to the stairs, he is attacked. None of the monkeys that are beating him have any idea why they were not permitted to climb the stairs or why they are participating in the beating of the newest monkey. After replacing all of the original monkeys, none of the remaining monkeys have ever been sprayed with cold water.

Nevertheless, no monkey ever again approaches the stairs to try for the banana.

Why not?

Because as far as they know that's the way it's always been done around here.

And that, my friends, is how company policy begins.
-- Unknown Author

Onsite Training
According to an online survey by Multifamily Executive, the most valuable form of training is onsite. Here are the results of the survey:

• 37.5 percent said onsite training was the most valuable.
• 25 percent choose an off-site company meeting.
• 18.8 percent said that off-site training at a facility was the most valuable.
• Distance learning, local conferences and national conferences each got 6.3 percent of the votes.

Team Dysfunction
The founder of a billion-dollar company once said, "If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time." If getting your company to cooperate seems more like a fantasy than a reality, here are a few useful strategies for identifying and reducing team dysfunction.

First, ask a few questions to identify whether there is team dysfunction. If the answer to many of them is no, it's time to root out dysfunction.

• Do team members openly and readily share their thoughts and opinions?
• Are meeting rousing and productive?
• Are decisions quickly reached and does the team avoid getting bogged down by consensus?
• Are team members able to confront each other about shortcomings?
• Are your team members "team players?" Do they put the team's interest ahead of their own?

Effective Leaders and Efficient Managers
Successful leaders blend the best traits of both the innovative leader and the "good" manager. Here's a few things you can to do improve your leadership style:

1. Recognize your own weaknesses.
2. Improve through training and reading where you need help.
3. Surround yourself with people with complementary skills (people who are strong where you're weak).
4. Make a change in your style where needed.
5. Recognize the need for constant self-improvement and evaluation.

Leadership in Action
People have to experience good leadership skills in order to build them, according to Yvonne Murchison, former president of LEAD San Diego. LEAD hosted a worldwide leadership conference in San Diego. Attendees honed leadership skills through service and learned about "banking time," a concept that involves donating service in exchange for favors. "If you wan to get extraordinary things done in an organization on a regular basis, just tell people they can do it," said Jim Kouzes the keynote speaker and an author.
Information courtesy of the San Diego Union Tribune "Leadership in action is focus of conference" By Deborah Ensor. May 25, 2002.

Getting the Most Out of New Hires
Training makes a big difference when it comes to retaining new hires according to, A Different (and Effective) Approach to Training Employees, an article by Amy Gordon in the May-June issue of Mailing Systems Technology. Gordon observed that new employees that were put directly to work without any formal training were more likely to quit after a short period of time. In addition, these employees were less productive and made more errors leading to higher production costs. This was because:

• New employees were intimidated by the noise, stress and distractions of their new workplace.
• Good, productive employees don't always make the best trainers.
• Often new hires were trained to do the easiest tasks and had no knowledge of how to do more difficult things.
• Opinions were formed by the attitudes of other employees instead of by management's goals and mission. This leads to more negative feelings.

Bad Credit Bad News For Employers
Personal financial problems may not be so personal anymore. Studies have found that an employee's financial problems can interfere with productivity at work. Managers should meet with employees that are acting counterproductively. If at least part of the problem is personal finances there a number of things employers can do to help the problem. These include personal finance training though referrals to support organizations, classroom training and company sponsored online education programs.
Courtesy of the San Diego Union Tribune January 14, 2002.

Economy Affects Work Choices for Moms
More moms are choosing to stay home with their infants thanks to the strong economy of the past few years according to the Census Bureau. The number of working women with infant children dropped to 55 percent last year; down from 59 percent in 1998. This is the first major drop since 1976 when the bureau began tracking the information. Not all families were able to benefit, however. The census also showed that the women most likely to stay home were white, college-educated women who lived with their husbands. There was no drop in the number of working mothers who were under 30, have only a high school education or are African-American or Hispanic. Heather Boushey, an economist, attributes the change to the increase in men's wages during the late nineties. More affluent families were able to choose their lifestyle and how they would raise their families. The lack of affordable housing, reliable transportation and childcare can make it harder for mothers at the other end of the economic spectrum to make headway. The recent downturn in the economy and layoffs could be disastrous for moms at the lower end of the spectrum.
Courtesy of the San Diego Union-Tribune "Work Choices for Moms Shift With the Times," November 5, 2001.

Recession Has More People Turning to Coaches
More companies and employees are turning to career coaches to cope with the uncertain economy. The recession, combined with recent events and 1.5 million layoffs since the beginning of the year, has many people rethinking their career choices and their priorities. In addition, companies are utilizing coaches to help their employees deal with job cuts. Career coaches act as both cheerleaders and guidance counselors to help employees find out what suits them, how to get it and what changes need to be made in order to find a good career "fit."
Courtesy of the San Diego Union-Tribune, "In Your Corner," November 5, 2001

Working Moms Favor Perks
It takes more than a day-care center to make the top 100 firms in the recently released list by Working Mother magazine. The best firms help mothers balance careers with the rest of their lives according to the magazine. Some of the perks that helped companies make the grade included on-site auto mechanics, allowing moms to work from home the first twelve months and giving formula to new moms for the first year. Sixty-nine percent of companies offered on-site or nearby child-care facilities, and more companies are offering elder-care counseling and referral services. The top ten (in alphabetical order) are: Bristol-Myers Squibb, Citigroup, Fannie Mae, IBM, Marriott International, Morgan Stanley Dean Witter, Pricewaterhouse Coopers, Procter & Gamble, Prudential, and Texas Instruments. The full list is available online at www.workingmother.com.
Courtesy of the San Diego Union-Tribune, "Nice Perks Find Favor With Working Moms," by Maria Coder of the Associated Press. October 15, 2001.

One Thing At a Time
Multitasking - the performance of more than one complex task at once - is draining to the human brain. Using magnetic resonance imaging scientists discovered that the brain has only a finite amount of space for performing complex tasks. Research shows that brain activity actually decreases when performing two demanding tasks simultaneously. Performance diminishes on both tasks more than if either task was performed singularly.
Courtesy of The New York Times News Service, published in the San Diego Union Tribune, "Multitasking Drains Brain," Sandra Blakeslee. July 31, 2001

Annual Reality Check
An annual review may help employees decide whether their job is worth staying in. Four questions may help them decide if the job is still right for them.

1. Has your industry gotten so competitive that it will be hard for you to succeed?
2. Are there steps that you can take to make yourself better than the competition?
3. Are you having more successes now than you did a year ago?
4. Are there reasons to believe than you will be more successful in a year than you are today?

Resume "Fibbing" Still at a High Level
A national survey conducted by a job screening service found that of out of four job applicants lied or provided inaccurate information about their past employment or education despite improved high-tech screening processes. The most common fibs and omissions were used to inflate a person's education or former job title. Some studies claim an even higher percentage, an informal survey by Careershop.com found that nearly 73% or people admitted to lying on their resumes. Falsehoods disqualify applicants about 10 percent of the time according to Edward Andler, author of The Complete Reference Checking Handbook.
Courtesy the San Diego Union Tribune, "Resume Fibbing Remains at 'consistently high level'" June 11, 2001

Job Hopping
Americans spend a lot of time job-hopping. The average tenure at a job is now three years. "It's wise to avoid too many changes or employers may question your loyalty," said Max Messmer chief executive of Robert Half International.
Courtesy of San Diego Union Tribune "Just Hopping Along" May 28, 2001

Why Workers Leave
When a valued employee leaves the company, it's important to discover why and most employers don't probe deep enough in the exit interview to find out. "More money" and "better opportunities" are answers that may hide the real reason an employee may have started looking elsewhere. Here are some reasons top performers don't stick around.

• They feel they skills are not being used adequately.
• Lack of confidence in management.
• Lack of opportunities for advancement and skills for growth.
• Lack of management feedback
• Pay
• Lack of training opportunities

Day of Reckoning
The performance review is back and what was once a benign chat about goals and achievements has become a tool to weed out poor performers. Many employees welcome the change so they can measure how they are doing and what is expected of them. Employees may also want to see incompetent colleagues or lazy co-workers get their just desserts. The performance reviews are often closely associated with ranking within the company. In many companies employees evaluated as "under-performers" are give six months to a year to improve performance, find another job within the company or get out. The downside of ranking is that it often creates a "toxic" climate within the company and a fearful atmosphere within the company.
Courtesy of the San Diego Union Tribune, "Day of Reckoning," by Michelle Quinn, Knight Ridder News Service, September 10, 2001

Worker Loyalty Elusive
According to a survey by Walker Information, an Indianapolis-based research company, only one in four workers are truly committed to their employer and plan to remain with the company for at least two years. The study found that 34 percent of workers are neither committed nor planning to stay and 37 percent of workers are planning to stay but are "just going through the motions." Marc Drizen, a vice-president at Walker, says that 37 percent of workers are the ones that are alarming because dissatisfied workers often put in minimal effort and can hurt a company's morale. According to Drizen, worker satisfaction is directly linked to a company's bottom line. Customers notice committed employees and are more likely to by loyal to a company with loyal employees.
Courtesy of the San Diego Union Tribune, "Worker loyalty, satisfaction are often elusive," Michael Kinsman, September 10, 2001.

Things That Bug
According to workplace experts and workers, these (in no particular order) are things that bother them:

• Using items and not returning them.
• Leaving the copy machine on a "weird" setting or not replacing paper or fixing problems.
• Saying you don't want to interrupt a person's work and then doing just that.
• Saying "I know. I know," when a person's trying to tell them something and it's obvious they don't know.
• Taking credit for things when they don't deserve it.
• Telling them something is bothering you, but refusing to talk about it.
• Manipulating others into doing their work, complaining about the way it is done.
• Pressuring you to make a suggestion, then becoming angry when you do.
• Drinking the last cup of coffee from the office coffee pot and not making a fresh pot of coffee.

Domestic Abuse Affects More than the Victim
Detecting domestic abuse and protecting workers from its effects is becoming as important as protecting workers from other safety hazards. A 1998 study by the Commonwealth Fund found that 31 percent of women report being abused by a husband or boyfriend at some point during their lives. Research indicates that men are also often victims although there is no reliable research on the subject. According to Blue Shield of California, domestic violence can manifest itself as absenteeism, lost productivity, damage to morale, corporate liability and a security risk. All of these affect the bottom line. In addition about one fourth of victims lose their jobs and 37 percent of female victims said that abuse has caused them to be late or miss work, or lose a job or promotion. One way companies can help is by providing access to services that help victims of domestic abuse.
Courtesy of the San Diego Union-Tribune, "Domestic Violence is a Work Issue," by Michael Kinsman. October 15, 2001.

Welcome Mat is Out
Recruiting and retaining Latino workers is becoming an increasingly important skill as companies seeking to target the fastest growing market in the nation. The Hispanic market has seen its buying power increase by 118 percent within the last 11 years. As the economy slows down many companies are seeking out ways to better attract and retain customers. Hiring representatives that are bilingual and who can navigate various cultural issues is one way firms can gain a competitive edge. Some hiring and retention steps include: evaluating current hiring policies and guard against inadvertent policies that may have tracked employees away from professional and management positions; be on guard against co-worker discrimination; use Latino employee networks for mentoring, training and to develop a friendly environment; provide opportunities for leadership development, support the development of Latino business organizations, design outreach initiatives; and develop and support internship initiatives.
Courtesy of the San Diego Union-Tribune, "Welcome Mat is Out," by Frank Green and data from the Knight-Ridder News Service. October 15, 2001.

Fine Line Between Success and Mediocrity
Talent doesn't necessarily equal success. Successful people are often able to make difficult distinctions that enable to have better relationships with co-workers, bosses, employees and customers. Workers that seem to be going nowhere despite talent may want to consider these five areas where the distinctions can be very fine-lined.

• Confidence vs. Arrogance - Be sure of yourself, but don't discount the strengths of others.
• Loyalty vs. Meekness - Be true to your boss, but don't brown-nose.
• Assertiveness vs. Stubbornness - Stand up for yourself, but be flexible enough to know when to let things be.
• Passion vs. Obsession - Be enthusiastic about your job without being a perfectionist or a workaholic.
• Humorous vs. Humorless - Have a sense of humor, but also know when and whether humor is appropriate.

10 Tips to Make Your Resume Stand Out
With recent layoffs and uncertain economic times employees are being confronted with the need to update their resumes. The following tips can make a resume stand out:

1. Start out by assessing your strengths.
2. Include your name, permanent address and telephone number at the top of your resume. Avoid using nicknames. If you use an e-mail address, make sure it sounds professional.
3. Customize your resume to fit the employer. The objective should be stated clearly. List all related work experience in the most recent order.
4. Describe how you made or saved the company money.
5. Avoid all irrelevant information.
6. Use the cover letter to explain strengths and accomplishments in a conversational and professional tone.
7. Take note of desired skills and accomplishment in the ad and those words in the resume and cover letter if possible.
8. Find a good editor to ensure there are no mistakes in spelling or grammar.
9. Provide references.
10. Look professional. Use high-quality white or off-white paper. Use a standard non-decorative font.
    

Desperation Can Hurt Job Hunting Success
Desperation is an enemy while searching for a job. During a recession people tend to panic and try to land every job that becomes available even ones they aren't qualified to maintain. Some think they'll never work again, according to Susan Geary, a San Diego based resume writer. Geary said two mistakes that job hunters make are - (1) loading up their resumes with skills and experience that aren't targeted to the job they're applying for and (2) is applying for jobs they don't want. She said employers want people who share common goals and believe in what there doing. Using your resume to get into an interview to which you aren't really committed can hurt your chances of getting any position with that company.
Information Courtesy of the San Diego Union Tribune, "Desperation is Enemy of Great Resume," by Michael Kinsman. November 19, 2001.

Constructive Criticism
Sometimes an employee's project needs more than a "little work." Constructive techniques improve skill levels, confidence and satisfaction. Some helpful techniques are:

• Have several conferences during the course of the project to keep it on track.
• Make your remarks constructive. Avoid using negative feedback to tear down or build yourself up.
• Follow-up.

Need Time?
Ever wonder where your time goes? Three out of four Americans say they never have enough time to do all the things they need to do. According to the results of a survey released by the Yankelvich Monitor Report 2000, people spend on average:

• 45 seconds a day brushing their teeth.
• 4 minutes filing government paperwork.
• 30 minutes looking for lost stuff.
• 41 minutes reading newspapers and magazines.
• 52 minutes on the phone.
• 1 hour eating.
• 1 hour reading, deleting and sending e-mail.
• 3 hours watching television.
• 4.8 hours average time spent by children spend using TVs, computers, video games or VCRs.
• 5.5 hours average time a mother spends with her children.

Coping with Change
With the constant changes going on in the workplace, "grinning and bearing it" isn't enough anymore. The changes that comes with constantly dealing with new technology, a shaky economy and corporate restructuring are causing a lot of stress for some people. Here are a few things to keep in mind to deal with the stress of adapting to a rapidly changing environment:

• Mentally sketch out the positive ramifications of the change
• Check out the new culture
• Network with new colleagues
• Start contributing to the new team
• Hold "Act and Ask" meetings
• Form community workgroups with common bonds.

Lay-Offs
More employees are complaining about how the lay-offs are occurring. Many recent lay-offs are rapid and leave the employees embittered against their former employers. Alan Horowitz, author of "The Unofficial Guide to Hiring and Firing," suggests that it's in the long-term interests of companies to lay-off employees in a way that is sensitive to the employees. He said that brutal lay-offs may hurt a company's reputation and chances of rehiring employees when times are better. Becoming indispensable can help employees survive corporate lay-offs. Necessary skills include: saving the company money, being adaptable, keeping the boss informed, staying on target and avoid creating dissent.
Courtesy of The San Diego Union Tribune 4-09-01, 3-19-01

Employee Stress Cuts Bottom Line
Work stress is estimated to cost American businesses about $10,000 annually per employee, in absenteeism, lower productivity and increasing health and worker's costs The National Institute of Occupational Health and Safety estimates that 40 percent of American workers suffer from job-related stress. While some employers offer stress management workshops, many employees are unable to take advantage of the programs because of professional and personal responsibilities. Participation in at least one enjoyable activity per week can help alleviate stress, although severe or chronic stress may take more time to remedy.
Courtesy of The San Diego Union Tribune 3-12-01

Employer Caring
While two-thirds of employees say they are committed to their employers, only 38 percent believe that their employer returns that loyalty. A recent survey by Wirthlin Worldwide shows that the gap has increased by 11 percentage points since 1998. The gaps are larger where there have been mergers or downsizing. Wirthlin suggests that helping employees to feel empowered and to relate with company values can help close the gap. Self-improvement and pride in contributing to company growth also improve employee morale, which in turn increase productivity by driving workers to do their best work.
Courtesy of The San Diego Union Tribune 3-26-01

Employee Rage
Displays of job rage are becoming more frequent according to a recent survey reported by the Opinion Research Corporation International. Forty-two percent of employees reported verbal abuse by others, 29 percent had screamed at co-workers, 23 percent had cried over work-related issues and 10 percent said they had witnessed physical violence. Workplace incivilities - loud talking or swearing, filching food from the employee refrigerator - are even more common. Annoyance is most likely to become destructive when employees feel threatened or powerless. Co-workers and former employees account for about 15 percent of workplace violence. Experts suggest many of these incidents could be avoided if the employees could vent and feel that their frustrations are heard.
Courtesy of Parade Magazine 3-18-01

Resilience Training
More managers are considering resilience an essential skill for employees. Many employees are having difficulty keeping their heads above water due to increasing pressure from global competition, new technologies, the tight labor market, the educated customer and the frantic pace of business. Resilience is seen as not only the ability to get over change, but also the ability to cope with and adapt to changes. More companies are investing in resilience training in order to help their employees cope with change. This training may include: taking things in perspective, relaxation techniques and focusing on important values.
Courtesy of The San Diego Union Tribune 4-16-01

The Hidden Paycheck
In order to attract and retain quality employees, employers may need to spell out the benefits that don't appear on the paycheck. According to a survey by the San Diego Employer's Association, employers spend up to 40 percent of a person's salary on benefits. This means that someone making $50,000 could be pulling an additional $20,000 in benefits. Yet, as few as, 20 percent of employers may be communicating the value of the benefit packages to prospective employees according to the SDEA. Hidden benefits can include the employer's share of taxes, workers comp, unemployment, paid leave and vacations, employee assistance programs, child care, flex spending accounts, tuition assistance, personal valet services and free meals.
*Courtesy of the San Diego Union Tribune, "The Benefits of Work Often Go Unnoticed," May 14, 2001

Job Applicants Flunk 3R's
More than one-third (34.1 percent) of job applicants failed tests on basic workplace skills last year according to the American Management Association. Basic skills were defined as functional literacy, the ability to read instructions, write reports and do arithmetic at the level to perform basic workplace functions. Even with recent downsizing, companies are still dealing with a shortage of qualified workers. The firm surveyed 1,627 companies. The number is down from 35.5 percent in 1998 and 38.3 percent in 1999. According to Human Capital Strategies and News, 53 percent of American Business Firms use some sort of pre-employment skills testing.
*Courtesy of the San Diego Union Tribune "Basically, They Flunked" May 14, 2001 and Sales Management with a Purpose, March 2001

High-cost Housing Makes Recruiting Difficult
The high-cost of housing in the Bay Area may make it difficult for employers to recruit new employees. The median price for a 4-bedroom, 2,200-square-foot home is $746,500 for San Francisco (2) and $860,100 for San Jose (1). The third-most expensive market, Honolulu is less than half as expensive as the number one market ($403,600). Two other cities, Washington and Los Angeles were above $360,000. New York comes in at $336,100 -- excluding Manhattan. Employers who don't make employee retention a top priority may have difficulty filling vacant positions.
*Courtesy San Diego Union Tribune "Bay Area Housing Costs Near Point of No Return," June 4, 2001

Nationwide Downsizing
Being a "good" employee may not be good enough to survive downsizing. Nationwide firings are up after 5 years of a tight labor market. Employees need to stay competitive in their fields and "go above and beyond the call of duty" in order to increase their chances of staying with a company. Employees who suspect their companies may be downsizing should know their strengths and where they would like to go in order to ease the process, if they should be fired.
*Courtesy San Diego Union Tribune "Downsizing Elsewhere Should Trigger 'What If' Alert on Home Front," June 4, 2001

Making Meetings More Efficient
Off-track meetings are a major time-waster for employees or clients that are already overloaded and short on time. A few suggestions for cutting meetings down:

• Let your employees leave early if the rest of the meeting doesn't concern them.
• Write an agenda covering each topic with an allotted time for each.
• Be a good moderator. Keep the meeting on track without hurting feelings.
• Keep it short.

Rudeness Rampant Among Americans
The United States was described as the "land of the rude" by Public Agenda, a nonprofit group for Pew Charitable Trusts. The study found that many Americans interviewed were sick of road rage, foul language, poor customer service and cell phone abuse.

A random survey of over 2,000 Americans found that:

• 88% said they often or sometimes came across someone rude or disrespectful.
• 79% saw lack of respect as a serious problem.
• 62% are bothered a lot by rude and disrespectful behavior in public.
• 57% of respondents making more that $75,000 a year report walking out of stores due to poor service.
• 41% said they have behaved this way.

Negligent Hiring
A Georgia appeals court has allowed a case against a rental property owner to proceed to trial to determine whether the housing provider is liable for the shooting death of a 14-year-old resident by a maintenance worker and unofficial security guard who had a criminal record (Stephens v. Greensboro Properties, Ltd., L.P., 2001 WL 10597. 2001). The trial court ruled that since no prior similar event had occurred on the property, the provider had no duty to the resident because the incident was not foreseeable. The appeals court overturned that ruling when it learned that the provider knew of the worker's criminal history when he was first accepted as a resident. In deciding to employ him, and subsequently arm him after he complained of receiving death threats, the court found that the housing provider should have known of the risk created and taken steps to prevent criminal acts, such as the shooting. Property owners are advised to perform background checks on all employees and to make prudent decisions based on that information.
*Courtesy of National Multi Housing Council/National Apartment Association Property Management Update March 23, 2001

Recruiting Perks
In a trend with a direct impact on the apartment industry, many companies have started offering housing or housing assistance, including rental subsidies, to recruit and retain employees. A recent survey by the Society for Human Resource Management found that nine percent of employers offered some form of housing assistance. The perk is being offered by university employers, large companies such as Xerox, and even local school districts, particularly in tight housing markets with high rents.
*Courtesy of National Multi Housing Council/National Apartment Association Property Management Update March 23, 2001

Hiring Expectations
Real estate and construction industry managers report that they expect to hire executive, professional and sales people at a slower rate than for all industries in the first six months of 2001, according to a new study by Management Recruiters International (MRI). Forty-eight percent of real estate and construction managers plan to increase their staffing, compared to 59 percent of all business managers. The latter is the highest reported in the survey's two-decade history. Six percent of both groups expect to downsize executive staffing. See www.brilliantpeople.com for more.
*Courtesy of National Multi Housing Council/National Apartment Association Property Management Update March 23, 2001

No Uniform Dress in Business World
Growing numbers of workers are making Casual Friday an everyday event. Not since the 1800s when powdered wigs and long robes were abandoned has the ruling class in the workplace seen such a shift in workplace dress. The emergence of business casual means that workers are choosing to dress the way their customers do. The revolution in dress codes has proved difficult for workers who must grapple with an unwritten dress code whose encryption can be tough to crack. Sociologists attribute the change to the new economy and the generational shift as younger workers enter the workforce.
Compiled from the San Diego Union Tribune.

Online Job Hunts No Guarantee
The chances of finding a new job online are slim without the traditional skills needed to land a job off-line. Although posting a resume on an Internet job board widens exposure, job hunters still must exercise important skills such as sparkling resumes, researching prospective employers and networking. Top employers usually have a wider selection of prospective employees to choose from, making it even more crucial to stand out. Networking is often the key to success. The Internet is an excellent tool for this. Savvy job seekers will use the Internet to research companies that interest them combined with traditional (and usually more successful) methods of job hunting.
Compiled from the San Diego Union Tribune.

Happily Paid is Better
If six out of ten employees are unhappy with their salaries, it's a bad sign for employers. A survey of more than 50,000 employees by The Discovery Group, a Massachusetts-based managing consulting firm, reveals that 60 percent of employees are unhappy with what their employers pay them. "Pay dissatisfaction often results in decreased motivation, decreased morale, poor work quality and increased turnover," says Bruce Katcher, an industrial psychologist who conducted the survey. Workers expressed displeasure with pay structures, pay levels and merit increases. Employees are least satisfied with the link between their pay and their job performance.
Courtesy of the San Diego Union Tribune.

Workplace Harassment
California has amended its Fair Employment and Housing Act to permit employees who perpetrate unlawful workplace harassment to be held personally liable. The new law, which is effective January 1, 2001, runs counter to rulings by eight of the 12 Federal Appellate Courts, which have declined to hold employees, including supervisors and managers, personally liable for harassment in the workplace. Given these developments, NAA/NMHC members are encouraged to develop anti-harassment policies and to consider conducting employee training on harassment in order to minimize their exposure to liability.
*Courtesy of National Multi Housing Council/National Apartment Association Property Management Update December 15, 2000

Human Resources
Use of online services to facilitate human resources functions is increasing dramatically, according to Towers Perrin. A new study by the firm shows an almost 30 percent rise in the number of companies using the Internet for benefit enrollment and a near 25 percent rise in online tracking for 401(k) plans. To date 90 percent of the online HR service centers support benefits as their main focus, but many firms report plans to expand the scope of services. Other findings indicate that the timeliness and accuracy of Internet sources are improving. The complete survey, "Moving to the Web", is available at the following site - www.towers.com/towers/services_products/frame_tp_hi.asp?target=TowersPerrin/hrsurvey.htm.
*Courtesy of National Multi Housing Council/National Apartment Association Property Management Update December15, 2000

Human Resources
Guest column by NMHC/NAA Vice President Jay Harris describes how apartment executives can use NMHC's new compensation and benefits survey to develop their human resources strategy. E-mail recipients can find the article in the National Real Estate Investor or online at www.nreionline.com/content/multifamily/0011/0011n13mfm_gc.html. The 200-page survey provides national, regional and market-specific compensation and benefits data for 18 apartment management job titles and allows real estate professionals to understand market trends and assess the competitiveness of their wage and benefit packages. The full survey can be purchased by visiting www.nmhc.org or by calling 202-974-2354.
*Courtesy of National Multi Housing Council/National Apartment Association Washington Update December 15,2000

Graduates
With implications for apartment demand, a survey of college students by JOBTRACK.COM says 60 percent plan to live with their parents after graduation 26 percent will stay one to six months, 11 percent for seven to 12 months, and 24 percent more than a year.
*Courtesy of National Multi Housing Council/National Apartment Association Washington Update November 17, 2000

Relocation Trends
Approximately 43 million U.S. residents, or 16 percent of the population, moved to a new residence between March 1998 and March 1999, according to a new report by the U.S. Census Bureau. Most movers (59.3 percent) stayed in the same county, 19.8 percent moved between counties in the same state, and 17.6 percent moved to a different state. Fully 33.2 percent of renters moved during the one-year period, compared to just 8.3 percent of homeowners.
*Courtesy of National Multi Housing Council/National Apartment Association Washington Update September 8, 2000

Mobility
The U.S. Census Bureau reports that mobility among Americans declined slightly from March 1997 to March 1998, the most recently available data. Approximately 16 percent of U.S. residents, or 43 million people, moved from one home to another during that period. One third of renters moved, compared to 8.2 percent of homeowners. The majority of moves were local, with 63.7 percent of movers staying in the same county. Another 18.5 percent moved from a different county in the same state, and 15 percent moved from a different state. The study found that young adults move the most. Only four percent of those 65 and over moved, while one-third of those in the 20 to 29 age group moved. See www.census.gov/Press-Release/www/2000/cb00-10.html for more information.
*Courtesy of National Multi Housing Council/National Apartment Association Washington Update June 9, 2000

Renter Advantage
Examining data from all 50 states in 1970 and 1990, the researchers found that states with higher homeownership rates have higher unemployment rates. They interpret this pattern as suggesting that homeownership may constrain labor mobility and thus lead to higher unemployment. Specifically, the higher costs of selling a house, compared to vacating an apartment, make unemployed homeowners reluctant to move to find a job. The availability of rental housing may improve the ability of workers to adjust to changing labor market conditions and in doing so promote national economic growth, this research underscores the need for a better balance between rental and for-sale housing in our national housing policy debates. The full report, Home Ownership and Unemployment in the U.S., is available online at www.nmhc.org/publicat/recent/.
*Courtesy of National Multi Housing Council/National Apartment Association Washington Update January 7, 2000

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