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July 2009

2009.07.31

上司の悪口

洋の東西を問わず、上司は悪者。
悪口のはけ口もネットの世界に広がっている様子。
アメリカの上司の悪口サイト トップ5!?

http://www.Jobvent.com
Home page says "Inside information about the jobs and employers we love—and hate. And for newbie research, "Jobvent is the website for people who are about to start a new job and want to see what other people think of working there." Posts Top 10 "I Love My Job" ratings—and Top 10 "I Hate My Job" ratings.

http://www.Hateboss.com
Home page says "The Online Community for Venting Job Frustrations! We Don't Judge." Oh, Oh—has ads for employment attorneys!

http://www.Bossbitching.com/
Home page says "Boss Bitching is a user-driven social content website that allows anonymous postings of stories about bosses and a way to comment." Readers can rate stories as: 1) Boss Is a P****, 2) Sounds bad, or 3) Stop Complaining!

http://www.Workrant.com/
Home page says "Stressed at work? Thinking "I hate my job," "I hate my boss," or "I hate my co-workers"? You need a Workrant! Rant away all your work rage—anonymousl—and ease the frustration." Lets employees post their rants on FaceBook. Caution: site also lets employees post videos.

http://www.Rantasaurus-rex.com/
Home page says "Your Daily Rant and Sarcasm Fix." Readers can give comments, their own advice, and Blogger's Choice Awards.

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2009.07.22

【調査】初任給が下がる

調査によれば、米国の大学卒の初任給がほんのわずかだが下落している。2008年に$49,693だったものが、2009年に$49,307という平均値が出た。

Starting Salaries for New Grads
The average starting salary offer for new college graduates dipped from $49,693 in 2008 to $49,307 in 2009, according to a report by the National Association of Colleges and Employers (NACE).

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にほんブログ村 経営ブログ 人事・総務へ

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2009.07.15

【法改正】連邦最低賃金が7/24から7.25ドルになります

連邦最低賃金が来る7/24/2009より$7.25になります。私のいるカリフォルニアでは既に最低賃金が$8なので影響はありませんが、7/24からは少なくとも時給$7.25を支払う必要があります。

Will New Minimum Wage Affect You?
The federal minimum wage will increase from $6.55 per hour to $7.25 per hour on July 24, 2009–the third of three scheduled increases to the federal minimum wage. All told, employers in most states will be required to pay a higher minimum wage beginning July 24.

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2009.07.10

【クイズ】今週のチャレンジ 17歳の従業員

17歳の従業員を雇った。仕事上、車を運転してもらわないといけないが、1週間のうち、何%までなら車を運転する時間に割いても大丈夫だろうか?

An employer hires a 17 year-old employee. The employee's job involves driving during daylight hours in a vehicle of less than 6,000 pounds. Under federal law, what is the maximum amount of time in a workweek the employee can spend driving?

A) 20% of the work time in any workweek
B) 10% of the work time in any workweek
C) 50% of the work time in any workweek
D) 70% of the work time in any workweek
E) Trick question. Federal law doesn't allow 17-year-old employees to drive on the job.

回答がお知りになりたい方はメールでご連絡下さい。
norikazu_yamaguchi@nifty.com


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2009.07.09

【判例】年齢差別を訴えるには明確な証拠が必要

年齢差別を訴えるには、明確な証拠が必要だと判断された。証拠がなければ、企業側もその訴えから防衛する必要もない、ということだ。EEOCの統計を先日も確認したが、http://www.eeoc.gov/stats/charges.html昨年あたりからかなり訴えが増えている。不況下で職を失う人も増えているので、解雇の後の訴えも増えているかもしれない。訴えにも様々な内容レベルのものがあるが、今回の判例ではやはり明確な証拠が必要だと判断された。根拠無く訴える人を減らすことにつながればよいと思う。お客さんの声を聞いていると、本当に根拠無く訴えてきた例もある。ありえない状況と作り話。これが訴訟大国アメリカか!とあきれたが、今回のような判例は私としては歓迎だ。

Direct Evidence Must Support Age Discrimination Claim

When an employee claims age discrimination in violation of the federal Age Discrimination in Employment Act (ADEA), the employee must provide direct evidence that age discrimination actually occurred. An employer does not have to defend an adverse employment decision under the ADEA unless the employee can prove that the decision was made because of his or her age. Gross v. FBL Financial Services, Inc. 2009 U.S. LEXIS 4535 (2009)

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【調査】CEOの年収$1 効果なし?

調査によれば、業績の悪い企業のCEOが年収$1にしても、さして犠牲を払っているとは思われていないことが分かった。調査で扱った中で、41社のCEOが$1以下の年収で働いているが、その中でも18社のCEOが$60億ドル以上の株式を所有。これでは、みせかけの犠牲と思われても仕方がない。見せ掛けの犠牲はすぐに見破られるということか。

$1 Salary Not a Big Sacrifice for CEO
A research firm recently conducted a study to analyze the effects of chief executive officers' decisions to give up most of their salary and bonus.

The Corporate Library looked at 41 CEOs who voluntarily served without a salary ($1 or less) or a cash bonus, finding that other forms of compensation and stock holdings meant that their forfeiture of salary and bonuses was in many cases purely symbolic. For example, 18 of the CEOs had a combined total of almost $6 billion in stock of the companies at which they are employed.

“The CEOs' shareholdings, as well as other forms of compensation, lead us to conclude that the voluntary forfeiture of salary and cash bonus is largely symbolic,” said Research Associate Greg Ruel, author of the study.

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2009.07.08

【トレンド】え!Twitterで採用活動?

Linked inで採用活動というのは、けっこううなづけるが、Twitterでも?
Twitterで会社案内ページを創るということだろうか?

これがオンラインセミナーになるのだから、SNSの存在の大きさが分かる。日本では常識?それともこれから日本へ波及だろうか?

▼セミナーの概要

"2009 Recruiting: Feed Your Talent Pipeline Using Twitter, Facebook, and Other Social Media"
In May alone, 37.3 million people visited Twitter, and smart HR managers are using the popular blog site – along with others like Facebook and LinkedIn® – to feed the talent pipeline.

But "tweet" with caution when scouting for talent. Anyone can create content and post it online, which means false information could make its way into your decision process. And your online searches could result in costly litigation if a job applicant claims you've invaded her privacy.
Learn how to use social networking sites to find top talent while avoiding legal entanglements by participating in this interactive live event. In just 90 minutes, an experienced employment law attorney will answer your toughest questions, including:
Is Twitter the best place to find job applicants who "live" online? What's the best way to use it for effective recruiting?
How can I use Twitter, Facebook, or LinkedIn® to get our branding messages out more quickly?
What type of information should I avoid on social networking sites when searching for talent?
How do I handle information found online that I would NEVER ask about in an interview?
What's the best way to use Twitter to build a "following" among active and passive job candidates?
How can I avoid posting "tweets" that could be construed as harassing or discriminatory?
What are the legal risks if one of my employees posts content on a company-run blog or social networking site?
What action should I take if employees post our company logo on their private social networking sites for blogs?
And there's more...
HOW TO REGISTER:
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About our presenter:
Attorney Margaret (Molly) M. DiBianca's practice at Young Conaway's Employment Law Group is equal parts litigation and client counseling. She represents employers in a variety of industries in employment rights claims, discrimination matters and equal employment disputes at the state and federal court level. Molly is a monthly contributor to the Delaware Employment Law Letter.
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2009.07.04

【EXEMPT】フローチャート

ExemptとNon-Exemptの定義の仕方は永遠の課題とも言えるほど質問が絶えない。実はFLSAという法律にも厳密に回答が書いてあるわけではないので、議論を呼んでも仕方がない。それでも、ガイドラインはあるので、そのガイドラインに沿いながら判断するしかない。

▼フローチャートとしては下記のものがシンプルで見やすく整理されている。
http://compensation.blr.com/comp_docs/153763_54.pdf

Exemptは文字通り残業代からExempt(免除)されるポジションのこと。
日本風に言えば、残業代の出ない管理職のことだ。
日本では管理職は会社が決定すると思うが、米国では法律が残業代の免除を決める。

カリフォルニアではExemptの最低賃金があり、2009年は年間$33,280が最低賃金だ。(最低賃金X2X2080がExemptの年間最低賃金算出の公式)

また、カリフォルニア州のComputer専門職のExemptは最低賃金が別途定められている。
2009年は年間$79,050が最低賃金だ。
▼過去のComputer専門職のExempt最低賃金の推移は下記のページで見ることが出来る。
http://www.dir.ca.gov/iwc/computerSoftwareEmployees.html

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2009.07.02

【ニュース】I-9のオーディットが650以上の企業に

I-9のオーディットが650以上の企業に入っているということだ。I-9は米国で働く資格があることを確認するための書類だが、特に提出を求められているわけではないので、I-9の書類を整備していない企業も多いかもしれない。オーディットが入る前にI-9の記入を採用時に徹底したい。

ICE Sends Over 650 Employers I-9 Audit Notices in Nationwide Immigration Enforcement Initiative

Six hundred fifty-two employers throughout the country are receiving I-9 Notice of Inspections (NOIs) from the Department of Homeland Security's Immigration and Customs Enforcement (ICE) unit, the Government has announced. ICE is the federal agency responsible for investigating employers

▼出所
http://www.jacksonlewis.com/legalupdates/article.cfm?aid=1775

▼緊急提言 無料レポート 50部限定です。今すぐお申し込みを。
http://www.jinjikanri.com/campaign/


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2009.07.01

【報酬】不況下で優秀人材を逃さない8つの方法

Coffee Beanで書いています。
メールボックスに気になる記事が「不況下で優秀人材を逃さない8つの方法」
この具体的な「8つの方法」、というタイトルに惹かれてクリック。

この手の記事で共通するのは、やはり奇策はないなあ、ということ。
基本をしっかり、当たり前のことを当たり前にする。
原理原則に従う。

原理原則がなかなか実行できないからこういう記事が常に、いろいろな形で出てくるのでしょうね。
あなたも実践していますか?8つの方法。


8 steps employers should take to retain high-potential employees without alienating the rest of the workforce.

1.Don't stop focusing on their career development needs.
Even in a tough economy, high-potential employees have other opportunities. Consider developing a retention strategy for these employees that includes a strong career development focus. Give them special projects and make sure they are taking advantage of training and development opportunities.

2.Re-emphasize corporate values and ethics.
“These employees want to believe that the company stands for something special, distinctive” Klein said. “During difficult periods, savvy employees pay close attention to their leaders to see whether the business' short-term needs are balanced against longer-term company and people values.”

3.Be transparent.
These employees are the future leaders of the company, so share as much information as possible with them, for example by inviting them to select briefings with top management. This kind of behavior shows trust. The alternative is leaving them feeling uninvolved and susceptible to outside offers.

4.Continue to reinforce their need for camaraderie.
“High-potential employees (HIPOs) enjoy being recognized, and want to work with other HIPOs,” Klein said. “A major concern of these employees is whether or not the company is able to both attract and retain top talent, so working with like-minded employees sharpens that perception.”

5..Do more than just cut costs.
High performers are keenly aware of organizational inefficiencies and poor strategy execution; a bad economy only exacerbates these feelings. Cutting costs is a tactic; HIPO's want to be assured that the leadership is focusing on the longer-term.

6.Involve them in the solutions.
“HIPO's want to make a difference,” Klein said. “They are seeking ‘partnership' situations where they can contribute. Put them in charge of ad hoc teams focused on addressing some of the more difficult problems facing the company.”

7.Show them they are valued.
“With economic rewards often curtailed, it becomes even more important for these employees to feel valued,” Klein said. “Failure to treat them as such will create a resentment that can contribute to their leaving.”

8.Address compensation concerns.
While these HIPO's do understand what difficult times mean, they also want to ensure that it is still in their interests to stay. Companies need to think creatively about what these employees consider rewarding (e.g., deferred rewards, accelerated advancement opportunities), and dialog with them on these issues.


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http://www.jinjikanri.com/campaign/


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