by Triangle Performance Staff | May 30, 2007 | Kevin Berchelmann, Organizational Effectiveness
Well, after much ado, gnashing, angst, and so forth…
President Bush signed the legislation increase the federal minimum wage to $7.25 per hour. This will occur in three phases or steps over the next two years or so.
Obviously, this will have some impact on all employers, and some more so than others.
Here’s the time line: The federal minimum wage will increase from $5.15 per hour to:
$5.85 p/h on July 24, 2007,
$6.55 p/h on July 24, 2008, and
$7.25 p/h July 24, 2009
Some states have minimum wages set above the federal level already; I’m not going to try to tell you anything at all in that regard — I know when I’m not an expert on something! (more…)
by D. Kevin Berchelmann | May 30, 2007 | Executive Improvement, Kevin Berchelmann
Well, my last post mentioned an organization’s processes, and how they act as one part of the Triangle making up a performance management foundation.
The next part of that Triangle is Motivation.
Or, aptly subtitled, “Sure I can… but why should I?” (more…)
by D. Kevin Berchelmann | May 28, 2007 | Brazen Leader, Human Resources, Kevin Berchelmann
So, you’ve done a great job of negotiating, gnashing, arm-twisting and crying, along with some redesign choices that made the numbers get all dizzy in your head. The results are in: you actually will not see a net increase in cost of medical benefits for the upcoming renewal year.
Don’t laugh, it can happen.
So, do we pass along this miracle event to employees in the form of a zero-contribution increase? Wow, would that be amazing or what!?
Don’t do it. Continue the gradual increasing of employee contributions every single year. The fact that this ONE year prevented the company from realizing additional expenses doesn’t negate the prior 15 years with consistent double-digit trending. In all likelihood, you haven’t passed along all the increases to employees — why, then, would you not afford yourself a modicum of recovery in your one good year?
Manage the communications; speak to your ability to maintain costs better than the public this year, resulting in a nominal increase to employee contributions. Employees expect it, and the business needs to share as many costs as possible regarding healthcare. We can’t afford NOT to.
by D. Kevin Berchelmann | May 28, 2007 | Brazen Leader, Executive Improvement, Kevin Berchelmann, Miscellaneous Business Topics, Organizational Effectiveness
As you probably know by now, Ken Lay (Enron Founder, Chairman) passed away early this morning. There are many who would cheer in the street. I’d like to offer this small group a counter-perspective…
I knew Ken Lay personally. Not intimately, but I met and sat with him a half-dozen times or so at board meetings (not Enron), and he and Linda were at the same table as Traci and I at a couple of not-for-profit gigs in Houston.
I knew him as a good man. He seemed kind, caring, and thoughtful. Personally brilliant, he managed loosely from the start — an employee autonomy that made Enron successful, and was also his undoing. I won’t opine on his guilt or innocence; he was tried and convicted with evidence I could not see. To give you pause for thought, however, just consider (religious or not, consider the meaning):
There, but for the grace of God, go I.
Just think about it for a minute. Can everything you’ve ever done in business withstand that sort of scrutiny? Not simply “doing the right thing,” but can it withstand harsh, hostile scrutiny from an entity with unlimited resources, hell-bent on destroying you??
What if that entity could coerce — threaten — tens of witnesses to either testify against you or spend many more years in jail? Would all your supporters hold up?
What if, those who weren’t convicted via plea deals, all your purported “business friends,” those who could present fact and testimony that could make a difference, were threatened as well. Called “unindicted co-conspirators,” and threatened with indictments if they testified? Would they still rally to your defense and support, knowing it won’t simply cost them their jobs, but their freedom??
What if “I discussed with my attorney” meant nothing to those attacking you?? How about “our auditors approved it,” or “my board voted on it with full knowledge??” What if NONE OF THOSE could stand as a defense… could your entire business life withstand that level of scrutiny and accountability??
I’m not sure… it sure does give one pause, though, doesn’t it?
It’s easy to say “we should be held to a higher standard.” Frankly, I agree. But to how high a standard do we manage?
Whatever level today, it needs to be higher tomorrow. This degree of scrutiny, oversight, and transparency isn’t simply “going away,” or temporary. It’s here to stay, and we should be prepared to manage accordingly. We must. It’s the right thing, and we have clear marching orders.
by Triangle Performance Staff | May 25, 2007 | Kevin Berchelmann, Organizational Effectiveness
This is Part 1 of a 3-part post.
My firm’s name is Triangle Performance, LLC. The Triangle comes from a model I developed about the foundations of employee (mostly managerial) performance. These foundations include Processes, Knowledge, and Motivation (3 foundations, 3 corners of a Triangle, you get the picture…).
Now, I know that most of you (outside of a few other consultants) could give a squat about models, methodologies, and so forth.
You simply want results. Rightfully so.
(more…)
by Triangle Performance Staff | May 22, 2007 | Kevin Berchelmann, Organizational Effectiveness
I currently coach a couple of Human Resources professionals, both at the Director-level. Interestingly, they both asked me, in a span of two weeks and independent of each other, how to really grow and succeed in HR; how to become a real “player” in the business, to command respect, and to develop the credibility necessary to make real-life strategic contributions.
Of course, I had comments — I never promise that what works for me will work for you; only that these DID work for someone… me.
1. Read voraciously. Understand the concepts and philosophy along with the application. Management and leadership theory are necessary foundations — not so you can spout them and sound all mensa-like, but so you can use credible theory when developing your own method of application.
(more…)
