By John E. Thompson
We wrote some time ago about a lower federal court’s determination in Glatt v. Fox Searchlight Pictures that at least two unpaid interns were “employees” for federal Fair Labor Standards Act purposes.
This ruling is now being reviewed by the New York-based Second U.S. Circuit Court of Appeals (with jurisdiction over Connecticut, New York, and Vermont). The U.S. Department of Labor has submitted a friend-of-the-court brief in which it supports the lower court’s decision.
The Labor Department’s filing provides some interesting insight into its views about when an intern is an “employee” for purposes of the FLSA’s requirements. Read more…
What do you say if a job applicant asks you this?
“What makes this company a great place to work? What outside evidence (rankings/awards) do you have to prove this is a great place to work? What is the company going to do in the next year to make it better?” Read more…
“This is not good. One of the guys on the marketing team I work with just got fired. OMG, they just fired another one. It is just crazy around here now.”
As I read the text messages, I could feel the tension that must have permeated this workplace.
The text was from someone who had been in the world of work for four years out of college. This situation with them went on for two days, and as I got the blow-by-blow, it felt like being in a war zone. Read more…
A common complaint made about development programs is the concern that it will create employee turnover.
As employees develop new capabilities they will be unsatisfied staying in their current roles and will begin actively seeking opportunities elsewhere. People argue that “if we develop our employees other people will hire them away.”
Or as some managers put it, “Why should I develop people just so others can poach them from me?”
Concerns about talent poaching are misguided and extremely detrimental to long-term organizational health. Read more…
Remember cartoon character George Jetson’s grueling two-hour workday, which earned him a deluxe apartment in the sky? Whatever happened to that future?
Instead of enjoying a shrinking work week due to better technology, as we’ve expected for decades, the average American work week has actually grown to nearly 60 hours!
How is it that we have less discretionary time and work harder than ever, even though technological breakthroughs have made us all incredibly productive? Read more…
By Annie Lau
As the global market grows seemingly smaller, more and more companies are expanding their reach around the world.
Some companies send U.S. employees overseas, while others hire locally, or even utilize local independent contractors. As in the United States, companies must be mindful of the risks involved when hiring independent contractors in their international operations.
While different countries have different levels of scrutiny when it comes to determining who is an independent contractor and who is an employee, many of the principles remain the same. The main questions deal with the company’s control over the person’s work. Read more…
Organizations the world over are investing big sums in high-potential employee (HiPo) development programs because they rightly see that developing their employees is the best and most efficient way to find their firm’s future leaders.
And the rewards can be great: CEB research shows that organizations with strong leadership can double their revenue and profit growth.
But all this investment is for naught if a firm’s brightest and best take all their “world class” training and hot foot it off to a competitor. SHL Talent Management research shows that a staggering 55 percent drop out of HiPo programs. Read more…
Bad managers cost businesses billions of dollars each year.
One of the most important decisions leaders make is simply whom they hire as managers, according to research by the Gallup Organization. Yet Gallup finds companies fail to choose the candidate with the right talent for the job 82 percent of the time.
This is an alarming problem for employee engagement and the development of high-performing cultures. Without the raw natural talent to individualize, focus on each employee’s needs and strengths, boldly review their team members, rally people around a cause, and execute efficient processes, the day-to-day experience will burn out both the manager and their team. Read more…
Why are you in HR?
Perhaps I could end this post with the title alone because it’s a poignant question. If you work in HR or make money off of HR, have you asked yourself lately why you are here?
Most will say they work in HR because they “love to work with people,” or they “like making a difference in organizations.” The funny thing is, the more you work in HR the more you find that the relationship you have with your employees is a bit of a sordid tale, and that making a difference is a periodic win that graces you with its presence maybe every solar eclipse.
So again I ask — why are you in HR? Read more…