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YOU HAVE A BAD REVIEW ON GLASSDOOR. NOW WHAT?

Hiring used to be a one-way street—employers held the key to dream careers, and hopeful job seekers waited for them to open doors. After a great interview, companies could call up former coworkers for references on a prospective employee. But what could the applicant do?
Unless they knew someone personally who worked at the company, candidates were traditionally out of luck when it came to getting a second opinion on the culture, work and leadership of a company. But today, with sites like Glassdoor, Paysa, and Fairygodboss, candidates can read all about what employees (current and former) think about your company in just a few clicks.
It’s a new world for employers, and it’s a difficult one to navigate. If an employee writes a bad review about your company, how should you react?

Ignore the Extreme

I recently received an email from a reader who wanted to know if they should respond to online attacks on their company from an employee who quit in… 1986. He liked to post Glassdoor reviews and even created blogs to smear the company. The posts were filled with grammar and spelling errors, and were clearly meant to do more harm than help potential candidates avoid a bad job. I advised the reader to leave the posts alone—these sites will remove posts that are fake or unreliable, and, like any crowdsourced content, one horrible review won’t mean much to prospects if it doesn’t match up with the rest of the comments.

Reflect on the Feedback

If your reviews claim the culture is negative, salary is under market, or vacation time isn’t possible, don’t dismiss them. Sure, your company policies may be impeccable, but if individual managers aren’t treating team members with respect, alerting leadership about high performers or approving time off, it doesn’t matter what the policies say.
This does not mean going on a witch-hunt to figure out which employee wrote the review in order to set him or her straight. It means reflecting on the feedback, and evaluating whether or not it’s true. If the complaints are about a lack of vacation, run a report on vacation usage. Does one department have a ton of unused vacation on the books? If your company is small, you can probably see for yourself that no one in IT has taken a vacation recently.
But what if the charge is more subjective, such as “the culture is oppressive”? The answer is to talk to employees, management and your executive team. You can hold in-person meetings, or run an anonymous feedback survey.

Review Your Policies

After researching the verity of a review, take a closer look at your policies. You may find that certain policies, even those created with good intentions, have backfired.
For example, let’s say you have a strict policy of no more than a 10 percent raise with a promotion. That sounds fair, until you realize that the 10 percent raise rarely brings employee up to a market rate salary when they reach the manager level. You may have a huge drop-off of employees in that position, and turnover is expensive—especially for more senior roles.
The same is true for onerous review processes or forced rankings. There may be good reasons behind these policies, but they may not be creating the results you hoped for. Practice more transparency with employees, and consider weighing the eventual impact of certain policies on your retention rate and engagement levels.

Respond—Yes, Really

Review sites like Glassdoor actually want you to respond to reviews. As Lisa Holden, Employer Communications Manager at Glassdoor, wrote to me, “Glassdoor makes sure everyone is entitled to their opinion about a company, and that includes the employer… Since 90 percent of folks find the employer perspective useful when learning about jobs and companies, [responding] is a great way to make sure your voice is part of this discussion.”
In your response, just remember to state the facts and offer your support either way. For example: “Our policy at Acme Inc. is to allow everyone 3 weeks of paid time off, in addition to holidays. We’ve looked into this allegation and found that some managers were preventing employees from using their vacation, and we are working to rectify that situation. Please come to HR if you’re not able to use your vacation. We have your back.”
When it comes to more subjective reviews like culture, respond with care. Instead of, “Yeah, well, we like it here! Good riddance!” or “We’re sorry you feel this way,” try “Thanks for bringing this to our attention! We want to make sure everyone feels comfortable and will take your thoughts into consideration.”
Don’t forget to respond to positive comments as well. Overall, feedback that goes two ways is a great thing—just as your employees develop throughout their careers, your business should develop as it grows and expands. A listening ear, clear communication and thoughtful policies can go a long way toward making your company a great place to work.

Earn up to $6,000 in Grants Towards your Medical Assisting Degree!

UPDATE: The Medical Assisting Grant offered for the May 2016 semester is no longer being offered. To determine if you’re eligible to receive grant, scholarship or loan funding to help pay for your education, please contact the financial aid department at Bryant & Stratton College.
Bryant & Stratton College recently introduced an exciting educational grant program for new Medical Assisting students who began their degree program in May 2016.
Qualifying students enrolling in our Medical Assisting associate degree program were eligible for up to $6,000 in funds, awarded through the Medical Assisting Opportunity Grant Program. This new grant provided students with valuable savings as they pursue a rewarding degree in Medical Assisting.
The Medical Assisting associate degree program provides a high-quality education designed to propel graduating students into the medical assisting career field. In addition to academics, Bryant & Stratton College focuses on career-ready education as a cornerstone of this program.  Key employer feedback was utilized in determining the courses and career preparation which make up this degree program. A strong mix of classroom and lab work ensures that students complete the program with a foundation in the theory and practice necessary to succeed as a Medical Assistant.
With the Medical Assisting Opportunity grant, students gain a decided financial advantage towards a degree program in an exciting, growing professional field.
Upon applying for the Medical Assisting program, students work with their personal admissions and financial aid representatives to apply for any medical assistant scholarships or grants available. All courses must be completed and GPA requirements must be met for the grant to be awarded.
To find out if you qualify for a Medical Assistant grant or scholarship call 1-888-836-9748 or apply today!

THE SECRET TO MEANINGFUL GOALS IS ASKING ‘WHY’ FIRST

During the first few weeks of every year, the majority of our conversations in the workplace are centered on goals. What are your personal resolutions? Professional resolutions? What are our team\’s objectives? How should our company change or advance this year?
We eventually come away with plans, timelines, and both \”safe\” and \”reach\” goals. I have no doubt that, for most of us, a considerable amount of time and thought goes into planning these annual objectives. But do we understand why we\’re setting goals in the first place?
In order to set meaningful goals that truly push our limits and help us improve, it is crucial to understand what motivates us to set goals — and whether those are meaningful and healthy motivations.

A Toe-Dip into Goal Theory

The literature of goal-setting theory offers two different psychological approaches: performance-oriented goal setting and learning-oriented goal setting.
People who are performance-oriented are also known as \”extrinsically motivated.\” They determine their success by the amount of recognition they receive from others. Performance-oriented people like awards, money and recognition. They want to be the best on the team, in the company and in the industry. And generally, they don\’t mind finding the easiest way to get there.
Learning-oriented people, on the other hand, are \”intrinsically motivated.\” They measure success by the process as opposed to the destination. They enjoy learning new things and often engage in activities for the sole purpose of trying something unfamiliar — even if they are not the best at it. They don\’t like cutting corners, and instead prefer to fully immerse themselves in a new project, activity or topic until they fully understand it.
But perhaps the most significant difference between performance- and learning-oriented people is how each group views failure. As you might guess, performance-oriented people avoid failure at all costs. Learning-oriented people? They tend to see failure as necessary.

The Importance of Balance—and Falling

Originally, psychologists categorized people as either performance- or learning-oriented people, until studies emerged showing that people can be multiple goal-oriented. In other words, we may be extrinsically motivated in some areas of life, and intrinsically motivated in or for others. Sometimes, it\’s a mix of both.
This range of motivations begs us to be honest with ourselves and others when setting goals: Are you taking a performance-oriented approach, or a learning-oriented approach? Both are of value, but relying too much on one or the other could be harmful. HR pros should ensure that managers are providing their individual employees and the team with a mix of both — you can have a sales quota, but it shouldn\’t come at the expense of great customer service, management skills and creativity.
Most importantly, while goal setting requires striking a balance between performance and learning, it also requires not being afraid to fall along the way.
During your goal setting meetings this month — whether it\’s with your direct team, the C-suite or an individual employee — focus on penning down a few objectives outside of the collective comfort zone. Demonstrate that failure is integral to success. (And for those performance-oriented people, try framing failure in a new light with a \”Best Failure of the Year\” award — making a gusty risk may not go as planned, but there\’s always a lesson to be learned.)

Always Be Developing

As you finalize your goals for this year, also remember that progress isn\’t just annual — it\’s ongoing. Continue to revisit the goals you set, and continue to think about the creating a balance between performance and learning, and success and failure.
I often repeat the phrase \”always be developing\” to my team at Cornerstone, because I believe that our potential is limitless — we can always do more, learn more and see more. This can be a scary thing, yes, but it should also be exciting. If you apply the same mentality to your goal setting and development this year, I guarantee you will be surprised by the things you never knew you could accomplish.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Should I Stop Using Social Media?

We’ve all heard horror stories about individuals who have gotten fired from their job or weren’t considered for a job because of something they posted on Facebook or Twitter. These cautionary tales have us double and triple checking our privacy settings.
Does this mean you should stop using social media if you are on the job hunt or as a safe way to approach career management? According to panelists from the “Job Ready or Not?” event, hosted by Bryant & Stratton College Online, if used appropriately, social media can be an asset during your job search. The event’s panel consisted of HR and hiring experts from CareerBuilder, Enterprise, Humana, Marriott International and Microsoft.
Rather than offering anecdotes about why you should be careful about what photos you post, panelists focused on how to leverage social media to your advantage. Become an expert According to director of digital talent for Marriott International, Jessica Lee, one of the best ways to leverage social media is to position yourself as a subject matter expert.
“You have people who are accountants, for example, who are blogging using social media to share best practices,” she says. “You have healthcare experts, everyone from people in the pharmaceutical space to hospitals, who are sharing articles, having conversations, and putting themselves out there so that they can position themselves as experts.”
How can you position yourself as an expert? Share relevant industry articles on Facebook, Twitter, Pinterest, or LinkedIn and remember to add your own thoughts and commentary to the post. Join the conversation Maybe you don’t feel comfortable enough to become a subject matter expert. That doesn’t mean that you can’t use social media to your advantage.
Another option is to join the conversation already being held about your industry. Pay attention to major influencers and pipe in when you have something to contribute. Doing this will not only show off your knowledge but also has potential to help you grow your network.
“It’s a bit of an organic process,” explains Lee, “and over time, I think that’s where things can grow and flourish.”
Have you recently worked on a project you’re especially proud of? Use social media to share your projects or portfolios with others and get them noticed. LinkedIn recently added functionality that allows individuals to upload files. Take advantage of this to bolster your profile. While you’re on LinkedIn, Heather Tinguely, program manager of Global Talent Labs at Microsoft, also suggests checking that your profile is up to date. Update your employability skills and make it a habit to update your profile with relevant achievements as they happen so you don’t forget about them when it’s time to update your resume.
Also, don’t be shy about asking colleagues and supervisors for recommendations.
“Make sure that you have references on there, because that’s your virtual [resume],” says Tingly.
Bryant & Stratton College Online is dedicated to helping students improve their employability skills and become job ready. Through outcomes-based education and career training, Bryant & Stratton College Online helps students learn the technical skills as well as the soft skills they’ll need to be successful in a career. If you are interested in learning more about the online degree programs at Bryant & Stratton College Online, please call 1.888.447.3528 to speak with an admissions representative.

UVM Students Find Local Food Hub Inspiration in Vermont

The temperature was 12 below when a busload of UVM students arrived at a nondescript business park off Route 100 in Waitsfield.
From the outside, the green, industrial building didn’t look like a thriving food enterprise. But on the inside – with 4,000 square-feet of freezers, storage, a loading dock, and processing space – it became immediately clear to students that local food was the mission.
The Mad River Food Hub hosted 25 students in UVM’s new Food Hub Management Certificate Program for a two-hour tour and Q&A session last week. Students in the program met in Vermont last week to attend lectures and visit local food hubs, distributors, businesses – including The Intervale Food Hub, Black River Produce, and the Mad River Food Hub.
The visits gave students a powerful impression of Vermont’s commitment to the local food system.
“The food hubs we visited this week varied greatly in size, strategy and incorporation, but one common thread was the passion and drive of the managers and employees,” said student Benjamin Bartley, food access director at The Arcadia Center for Sustainable Food & Agriculture in Alexandra, Va. “As one food hub owner explained, this is a dynamic business, built on the strength of relationships. We need more people in the good food movement.”

Touring the Mad River Food Hub

Robin Morris is the founder of the Mad River Food Hub. He is teaching UVM Food Hub Program students two modules on finance in February. Joshua Gibbs, the Mad River Food Hub’s General Manager, will be teaching students about food safety in March. Last week’s tour gave students an up close look at the facility’s operations and space.
Morris, who was instrumental in getting the UVM Food Hub Program established, told students he saw a need to help train food hub employees the essentials of food hub management. High quality staffing is one of the greatest challenges food hubs face and remains a key factor to their success.
The Mad River Food Hub’s facilities and services include shared-use meat and vegetable processing rooms, dry and cold storage, logistics, management, and local distribution. The facility is also a food business incubator that provides producers with the space and equipment to start a business without having to take on debts up front.
“We’re helping early stage food businesses scale up their production to meet growing demand for fresh, local food year-round,” Morris told the students, walking them through a large freezer (formerly owned by American Flatbread) stocked with beef, produce, and dairy.
Open since 2011, the Mad River Food Hub is a fully equipped, licensed vegetable and USDA inspected meat processing facility. It’s currently the only food hub in the Northeast to have a USDA inspected meat processing facility that is available to local farms and meat processors for shared use.
Morris, the former CFO of American Flatbread, told students how helping to build local, small food businesses supports the local economy and increases local food production, thereby contributing to a more robust food system.
UVM students tour one of the freezers at the Mad River Food Hub.

Students look around a freezer at the Mad River Food Hub.
Still, with food hubs popping up around Vermont and the rest of the country, Morris told students he needed a way to differentiate his business. He accomplished that by offering meat processing at the Mad River Food Hub.
“There is a clear need for meat processing and distribution in Vermont,” he says, noting that the Vermont Farm to Plate’s Strategic Plan calls for additional meat processing facilities by 2020. “Also, with the short growing season in Vermont, the best way to make the Mad River Food Hub financially viable was to add meat processing. When we included meat into our business plan, we saw that we could be financially viable.”
But it’s not just about the bottom line. “The number one thing you need are customers,” he explained. “Here at Mad River Food Hub, our customers are our partners.”

Finding Success with a Local Food Hub

The focus on customer service is why Greg Bove loves his job. Bove, a UVM alumnus who lives in Montpelier, works for the Mad River Food Hub as the facilities and operations supervisor. He’s also a student in the UVM Food Hub Program.
Bove wears many hats at the Mad River Food Hub. His job mainly involves making sure the production rooms and loading dock are clean and sanitized; stocking the food hub with sufficient paper goods, cleaning supplies, and packaging materials for customers; and helping the food hub’s driver prepare the day’s delivery route.
“My ultimate goal is to maintain customer satisfaction. Our customers rent space in our shared processing facility to create foods ranging from soup to pet food and chorizo to bean cookies,” Bove said. “While each customer is truly unique, all customers require a clean and safe environment to make their goods, a well-orchestrated facility where they can make the best use of their rental time and storage space, and an efficient distribution route for our driver to distribute the goods through central Vermont.”
Bove echoes Morris’s commitment to the importance of building and maintaining relationships with food producers, farmers and customers.
“While working here at the Mad River Food Hub, I have witnessed a culture of maintaining long-term relationships with our clients,” Bove said. “Good food is made when you have good relationships. Especially when dealing with local food and farmers, relationships are far superior to rigid rules and binding contracts. Seasonal crops can fail and the winter may take away real incomes. Any good food hub should harbor these enormous risks a farmer takes on independently.”

The Rise of Food Hubs

There are about 300 food hubs around the country. Sixty-two percent of food hubs in the United States have been in existence for five years or less.
By USDA definition, a food hub is a business or organization that actively manages the aggregation, distribution, and marketing of source-identified food products primarily from local and regional producers to strengthen their ability to satisfy wholesale, retail, and institutional demand.
“Food hubs are important because they serve the needs of both farmers and consumers. Our current food system values efficiency and corporate profits at the cost of producing truly safe food and system resiliency,” explained Bartley, the food access director of The Arcadia Center for Sustainable Food & Agriculture. “Food hubs are helping to reverse the commodification of what is inherently best when it’s most fresh and the genuine result of an organic, biological process. Food hubs value source identification, responsible production and farm viability, and these values help to strengthen local communities and the food movement.”
Vermont is home to several food hubs, including the Intervale Food Hub, Windham Farm and Food Network, Rutland Area Farm and Food Link, and Mad River Food Hub.
Vermont food hubs – and their values – are clearly setting an example for the rest of the country.
“Vermont is definitely a beacon of hope for those of us trying to improve our food system,” said student Kim Bayer, who is involved on developing the Washtenaw Food Hub in Ann Arbor, Michigan. “The growing mainstream support for local food, the diversity of food hub business models, and Vermont’s progressive legislative support and funding for its food community in general are all very inspiring.”
UVM Food Hub Program students toured the Mad River Food Hub.

UVM Food Hub Program students recently toured the Mad River Food Hub

Study Links Childhood Trauma With Chronic Disease in Adults

A major study has found that childhood abuse, neglect and other traumatic stressors are major risk factors for chronic health problems later in life.
Almost two-thirds of the participants in the Adverse Childhood Experiences (ACE) Study by the U.S. Centers for Disease Control and Kaiser Permanente reported at least one case of a childhood stressor, and more than one out of five reported three or more stressors. As those stressors increased, so did the risks for various adult health problems ranging from alcoholism and alcohol abuse to sexually transmitted diseases and unintended pregnancies.
“Using epidemiology and biostatistics, tools of public health education and training, these researchers were able to discover something very important about the breadth of factors that impact children’s health during their childhood, and years later, when they are adults,” said Jan Carney, M.D., M.P.H., associate dean for public health, professor of medicine and lead faculty for the University of Vermont’s online graduate public health certificate program. “Their findings have broad implications for prevention, and are being used by public health, mental health and social service agencies, and healthcare leaders and professionals, both in the U.S. and internationally.”
Participants were asked to report whether they had experienced these stressors:
  • Childhood abuse (emotional, physical or sexual)
  • Neglect (emotional or physical)
  • Household dysfunction (mother treated violently; household substance abuse; household mental illness; parental separation or divorce; or incarcerated household member)
The initial phase of the study was conducted by Kaiser Permanente from 1995 to 1997, when more than 17,000 participants – all Health Maintenance Organization (HMO) members – had standard physical exams and answered questions about their childhood experiences. The study used an ACE score to determine the total amount of stress during childhood.
The study’s principal investigators – Robert F. Anda, M.D., M.S., with the CDC and Vincent J. Felitti, M.D., with Kaiser Permanente – used this information as baseline data. They now are tracking the medical status of the 17,337 participants, 54 percent of whom are female and 46 percent male.
Interest in the study is growing. Recently, the CDC notes, investigators in Canada, China, Jordan, Norway, the Philippines and the United Kingdom have replicated the ACE Study or used its questionnaire. The World Health Organization and several American cities and states are also accessing and applying the data.
In addition, the study has resulted in more than 50 scientific articles and over 100 conference and workshop presentations. Recently, Dr. Felitti presented his findings in October at a Vermont conference of health care leaders, including public health and medical professionals.
Adverse Childhood Experiences and the Impact on Adult Health
Participants in the Adverse Childhood Experiences (ACE) Study by the U.S. Centers for Disease Control and Kaiser Permanente reported the number of childhood stressors they had experienced, resulting in an ACE Score. As the number of ACEs increased, so did the risk for the following health problems:
  • Alcoholism and alcohol abuse
  • Chronic obstructive pulmonary disease (COPD)
  • Depression
  • Fetal death
  • Health-related quality of life
  • Illicit drug use
  • Ischemic heart disease (IHD)
  • Liver disease
  • Risk for intimate partner violence
  • Multiple sexual partners
  • Sexually transmitted diseases (STDs)
  • Smoking
  • Suicide attempts Unintended pregnancies
  • Early initiation of smoking
  • Early initiation of sexual activity
  • Adolescent pregnancy

Bryant & Stratton College Allied Health Club Helps Community and Each Other

The most important word in this student groups’ title, is “allied”. Together, they raise money to help local nonprofits. Together, they host blood drives to bring much needed blood to the sick. Together they are students in both medical and non-medical fields driven by a single mission: to help their community. 
“I personally like the enthusiasm our club brings to brain storm ideas on fundraisers and where to donate our fundraising funds to,” said Len Lukasik president of the Allied Health Club, at the Bryant & Stratton College Milwaukee campus. “we work together to help out each other in so many different ways, that we are almost like a big family. it shows how our club members get behind one student who is asking for club participation and then receives a bunch of volunteers to help out in an event,” he said.
every year the club holds a minimum of six fundraisers. each time, the profits are donated to a local organization such as the american red cross, the aids resource center or the milwaukee women’s center, among others. and, each time you see a blood drive on campus, that too is the work of the allied health club as they partner with the blood center of wisconsin. student membership is free. each member is only asked to give “time, treasure or talent,” lukasik said.
what they gain is immeasurable. lukasik said through their volunteer work, the students have an opportunity to build soft skills in teamwork and leadership roles. they are also able to network with executives in each of the local organizations and build connections that will help them in the workplace after graduation. allied health club director, boakai paasewe, md, said this opportunity for students to work in the community gives them a competitive advantage.
“these students learn the importance of giving back to the community which is very important for their chosen field of work,” he said. “in addition, they learn about time management and prioritizing.”
club members not only help the community outside campus walls, but inside their own classrooms as well. students in this club look to each other for guidance when they are struggling with a class assignment. paasewe said since the club is made up of students from various academic levels, it is easy to find a mentor or tutor in the group if you need help.
“a student who is working (and going to school) and finding it difficult to find time to study, will find a student with a similar situation who is succeeding,” he said. and working together, they will both succeed.

Setting a Path for Young HR Professionals by Joining the SHRM

Here’s a great way to learn the ropes, set a career course and make contacts before you ever leave the college classroom: join the Society for Human Resource Management (SHRM).
Professional associations like this are not just for professionals. These organizations are happy to train, groom and teach the newest up and coming stars in their fields.
And SHRM membership is among the best when it comes to setting HR professionals on the path to success.
Director of Academic Initiatives for SHRM, Nancy Woolever, MAIS, SPHR, has outlined a list for HR students to follow as they complete their education and move into the field in order to be successful.
First, become involved with your local SHRM chapter. “A lot of professionals are just as interested in meeting students and giving them internships,” Woolever said. In fact, making those early connections, and leveraging as many opportunities as possible to complete an internship may help students land an HR job after graduation.
“Every time we do a study, consistently 90 percent of employers or above require at least six months, but preferably a minimum of one to two years of experience in HR to get your foot in the door for an interview,” Woolever said. “How are you going to do that if you haven’t taken internships?”
Next, even after you have the internship under your belt, keep your connections with SHRM. When students convert their membership from student to professional status, they also get an upgrade. The professional SHRM membership benefits provide members with professional development opportunities, conferences, seminars and virtual programs valuable to members fresh in their career and knowledge base.
Also, a shift to professional status gives members access to SHRM’s knowledge center online which is staffed by seasoned HR professionals who can answer member’s questions and point them toward resources.
SHRM’s website also offers a way for young professionals to connect in their local area. “The program is neat in that it connects them with people who are likely going through the same types of issues they are going through,” Woolever said.
After a student has graduated and become established in their career, Woolever said SHRM pushes its members to gain the competency required of all HR professionals.
Upon graduation, Woolever said students will have mastered their technical expertise. SHRM has modeled eight additional behavioral competency models for HR professionals to develop over the course of their career. They have also determined through extensive, global studies what order professionals should master each competency in order to move to the next career stage.
The last step Woolever lays out for students is to strongly suggest they become certified. Student members of SHRM can pursue the certified professional rating as seniors, as can young professionals. Students pursuing bachelor’s degrees can also sit for the industry’s Capstone exam up to one year before and one year after graduation.
While students can certainly start their career with an associate’s degree, Woolever highly suggests students make their goal to have at least a bachelor’s degree.
“If they’re seriously considering HR as their life’s work, they should seriously start with a bachelor’s,” Woolever said. “A lot of people do go back for a master’s of science in HR or an MBA with a focus in HR. It’s not only for the betterment of the profession but for the betterment of the individual in achieving long-term career goals.”
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

WHAT PAID FAMILY LEAVE COULD MEAN FOR YOUR BUSINESS

Paid family leave helps many people afford the time off they desperately need, but it also has a major impact on organizations. If your company currently has more than 50 employees, then you\’re likely already familiar with the Family Medical Leave Act (FMLA) and fall under its jurisdiction. The law guarantees certain employees up to 12 work weeks of unpaid leave each year with no threat of job loss. The problem, however, is that because it\’s unpaid, many people can\’t afford to take time off, even though they\’re legally allowed to.
To alleviate the financial pressure of taking unpaid time off , there\’s been some recent political discussion about implementing a paid family leave through a payroll deduction, and some states, including California, Rhode Island and New Jersey, have already implemented plans. New York was the latest to introduce a paid leave plan, which rolled out on January 1, 2018.
Nothing\’s been decided at the federal level yet, but if your state is the next one to enact a paid family leave plan, will you be ready? Here\’s what it might mean for your business.

The Rules

Paid family leave is funded through a staff-wide payroll deduction, instead of requiring each employer to self-fund the leave. But other rules vary from state to state. In New York, for example, everyone who has worked a minimum number of hours (26 weeks for people who work 20 hours a week or more, and 175 days for people who work less than 20 hours a week), qualifies. New Jersey law, meanwhile, is unique because it doesn\’t offer job protection during the duration of paid leave.
Ultimately, your state\’s law may vary greatly from existing legislature, so pay close attention to the wording of any plans that earn approval.

The Reality

With paid leave on the table, it\’s likely that more people will take advantage of it. For example, mothers and fathers are equally entitled to FMLA when a new baby arrives, but right now only 22 percent of fathers take advantage of it. You can expect that number to jump somewhat.
However, there is a caveat—no paid leave plan covers 100 percent of salary. New York currently covers 50 percent of salary, capping the benefit at a maximum of $652.96 per paycheck. As a result, though there may be an uptick in employees opting for a paid leave, it likely won\’t be drastic.

The Cost

The cost to individuals under participating states\’ existing plans are minimal. The payroll deductions range from 0.8 percent to 1.2 percent, with various maximum caps. In New York, the maximum you\’ll pay is about $85 annually, while the maximum contribution in California is $960.
But what happens when the government miscalculates the amount of money needed? Could it mean increased contributions or decreased payouts? It\’s hasn\’t been a problem so far—California\’s law has been running for 10 years and remains solvent. Still, that doesn\’t mean that each state is on top of the costs. And, once a benefit is implemented, if there isn\’t enough money to pay out, it will be difficult to roll it back. Keep an eye on your state\’s payout projections to prepare for any bumps along the road.

Who Will Take Leave?

While having a baby is one of the top reasons for paid leave, the new plan isn\’t just for growing families. Many of these plans have been limited strictly to parents taking care of children—for example, a sick child can also be a reason for a leave, or the placement of a foster child. In New York, however, the leave also extends to employees taking care of elderly parents or grandparents.
Paid family leave is crucial for employees, but its impact on businesses will depend on how the programs are implemented, and the makeup of your workforce. Keep your eyes and ears open, and be vocal—let your local and federal lawmakers know what will be best for businesses in your state.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Kris Akins: A Life Changing Experience

Working as a cashier in a grocery store, Kris Akins knew enough about the business world to realize that it offered many opportunities, but a college degree would be necessary to make the most of them.
Her goal was to get a degree with a broad focus so she could use it in many different ways. She found that the Bryant & Stratton College Online’s associate degree in Business offered just the approach she was looking for: a broad-based business curriculum offered in a convenient format that would enable her to continue working while a student.
A single mom of four kids and also a full-time employee when she started the program, Kris was concerned about being able to juggle her various responsibilities, but the online format helped because she didn’t have to worry about getting a babysitter or getting to classes at a specific time.
Asked how she managed to keep herself motivated through several years of school, parenting and work responsibilities that Kris pointed out.
“I just wanted to do it and get it done. I had a goal at the end: I wanted to better myself and get a better job.”
The effort paid off for Kris in a job that calls on the business knowledge she gained in her degree program as well as on her people skills. A Program Assistant for a New York-based Head Start program, Kris gets to split her time between administrative activities and working with the children and babies. She notes that the combination is perfect because she doesn’t get bored with her “desk job” knowing she can interact with the kids, but she can also enjoy the peace and quiet of her administrative role when the babies start crying!
Kris has a realistic take on both the challenges and benefits of returning to school as a single working mom. She suggested that those in a similar situation and considering college try to line up supportive family members or friends to help out as you go through the program, because “it can be a lot of work.” But she also believes that, in terms of motivation, it’s important to think of the future, noting that “in this day and age, you have to have a degree” to compete in the job market.
Although Kris undertook quite a challenge combining work, single parenting and school, her advice for others with similar circumstances is to just “know that you can do it.” Kris has experienced firsthand the fact that it’s a tough job market for everyone, but especially hard for people without a college degree.
Her recommendation regarding going to college: “Going to Bryant & Stratton College Online gives a person the opportunity for growth and pride. You know, it’s a risk, but it’s worth it, as long as you’re willing to put in the hard time and hard work. It’s a good investment.”
Recently married, Kris has proven not only to herself but to her four children the value of believing that hard work and dedication can overcome obstacles. She is her own best example.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Study Links Childhood Trauma With Chronic Disease in Adults

A major study has found that childhood abuse, neglect and other traumatic stressors are major risk factors for chronic health problems later in life.
Almost two-thirds of the participants in the Adverse Childhood Experiences (ACE) Study by the U.S. Centers for Disease Control and Kaiser Permanente reported at least one case of a childhood stressor, and more than one out of five reported three or more stressors. As those stressors increased, so did the risks for various adult health problems ranging from alcoholism and alcohol abuse to sexually transmitted diseases and unintended pregnancies.
“Using epidemiology and biostatistics, tools of public health education and training, these researchers were able to discover something very important about the breadth of factors that impact children’s health during their childhood, and years later, when they are adults,” said Jan Carney, M.D., M.P.H., associate dean for public health, professor of medicine and lead faculty for the University of Vermont’s online graduate public health certificate program. “Their findings have broad implications for prevention, and are being used by public health, mental health and social service agencies, and healthcare leaders and professionals, both in the U.S. and internationally.”
Participants were asked to report whether they had experienced these stressors:
  • Childhood abuse (emotional, physical or sexual)
  • Neglect (emotional or physical)
  • Household dysfunction (mother treated violently; household substance abuse; household mental illness; parental separation or divorce; or incarcerated household member)
The initial phase of the study was conducted by Kaiser Permanente from 1995 to 1997, when more than 17,000 participants – all Health Maintenance Organization (HMO) members – had standard physical exams and answered questions about their childhood experiences. The study used an ACE score to determine the total amount of stress during childhood.
The study’s principal investigators – Robert F. Anda, M.D., M.S., with the CDC and Vincent J. Felitti, M.D., with Kaiser Permanente – used this information as baseline data. They now are tracking the medical status of the 17,337 participants, 54 percent of whom are female and 46 percent male.
Interest in the study is growing. Recently, the CDC notes, investigators in Canada, China, Jordan, Norway, the Philippines and the United Kingdom have replicated the ACE Study or used its questionnaire. The World Health Organization and several American cities and states are also accessing and applying the data.
In addition, the study has resulted in more than 50 scientific articles and over 100 conference and workshop presentations. Recently, Dr. Felitti presented his findings in October at a Vermont conference of health care leaders, including public health and medical professionals.
Adverse Childhood Experiences and the Impact on Adult Health
Participants in the Adverse Childhood Experiences (ACE) Study by the U.S. Centers for Disease Control and Kaiser Permanente reported the number of childhood stressors they had experienced, resulting in an ACE Score. As the number of ACEs increased, so did the risk for the following health problems:
  • Alcoholism and alcohol abuse
  • Chronic obstructive pulmonary disease (COPD)
  • Depression
  • Fetal death
  • Health-related quality of life
  • Illicit drug use
  • Ischemic heart disease (IHD)
  • Liver disease
  • Risk for intimate partner violence
  • Multiple sexual partners
  • Sexually transmitted diseases (STDs)
  • Smoking
  • Suicide attempts Unintended pregnancies
  • Early initiation of smoking
  • Early initiation of sexual activity
  • Adolescent pregnancy
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

TEAM BUILDING EXERCISES AREN’T JUST FOR FUN—THEY’RE CRITICAL TO EMPLOYEE ENGAGEMENT

Companies and employees are increasingly focused on finding a healthy work-life balance, but that doesn’t mean the two need to be entirely separated. We spend the majority of our days in the workplace—which means we spend a majority of our days with our coworkers, and it turns out, we’re happier if these coworkers are our friends, too.
According to recent studies, office friendships increase employee engagement, satisfaction and productivity. LinkedIn found that 46 percent of professionals across industries believe having friends at work is important to their overall happiness. Similarly, a 2012 Gallup report revealed that 50 percent of employees with a best friend at work reported a strong connection to their company—compared to just 10 percent of employees without a best friend at the office.
How can companies encourage office friendships? One way is through team building—even if your employees don’t turn out to be BFFs, they’ll get to know each other better and engage in conversations that don’t revolve around the latest client project. I spoke with Ido Rabiner, CEO and co-founder of Strayboots, an organization that specializes in team building through scavenger hunts, about the importance of team building and personal relationships in the workplace.

Does it really matter if employees know each other on a personal level?

Knowing your teammates better, even just one small new detail, can improve your connection at work and create a healthier office environment. If people are more sensitive and responsive to each other, they’ll be better working together. I’m not talking about invading their privacy, but about getting to know your teammates as people first.

Why is it important to build up teams?

Your “human resource” is the most precious part of your organization. Research shows that companies with a 5 percent increase in employee engagement report 3 percent higher revenues the following year. In other words, team building exercises can have a direct impact on the quality of the work itself, in addition to improving employee engagement and loyalty.

How do you design team building activities to meet employees’ diverse interests?

We deal with this every day because teams, by definition, are diverse and we want to make sure everyone on the team feels included. We work with our clients to incorporate different types of challenges and layers into the scavenger hunt that align with different themes or objectives. All of our scavenger hunts can be fully customized to address a specific need, whether it’s taking the teams through specific areas to get to know their new office location, or adding company-focused questions and branding to improve their knowledge of the business.

When’s the ideal time for team building exercises? Nights? Weekends? During the week day?

Every team has its own agenda and company culture, so it varies from group to group. We’ve seen that most teams prefer doing their hunts in the early afternoon on weekdays, when people are still fresh and can make the most of their adventure. After all, it’s a fun activity and companies want full participation, so weekends and nights won’t work for everyone.

Why is it important to invest in team building exercises outside of actual work?

Employees need to feel that their company cares about investing in helping them become better teammates. Setting aside a special time and place for team building exercises communicates the message that it’s a mutual commitment.

Instructor Blog: Why English 101?

Students may wonder why ENGL 101 is required at Bryant & Stratton College. Why is writing research papers relevant for our students? The two biggest reasons are success in other courses, and to master writing and research skills that will be used in any field.
Success at Bryant & Stratton ENGL 101 is focused on learning how to incorporate research into a paper. This skill will be used in other courses to demonstrate learning in your field. Particularly for the portfolio projects in your field, it is essential to be able to have a basic grasp of in-text citation and the reference page.  Instructors and peers should be able to easily distinguish between outside sources and the writer’s own ideas. Also, being able to discuss ideas from sources demonstrates to instructors a level of understanding of course concepts and is a valuable part of the learning process. Students learn more by incorporating reading material into a research paper than by simply reading it.
One of the institutional outcomes at Bryant &Stratton is information literacy. An institutional outcome is a skill not directly related to a specific program, but essential for the knowledge needed to be a college graduate. Information Literacy means being able to locate information and integrate it into a document. While this may not seem like a skill used in certain fields, it represents essential critical thinking abilities. It is information literacy that teaches us how to look up information, and how to evaluate information for credibility. Information literacy guides us on everything from researching issues related to voting, to discerning which websites to believe on expected salaries.
While students may not actually write papers after graduating, the skills learned in the process of writing papers are essential for other kinds of documents as well as critical thinking in evaluating information. The skills used in writing research papers include outlining, creating a main point, supporting with research, and revision. These skills would be used for detailed emails to employers or colleagues, or a presentation. 
Even if APA formatting is not used, it is still important to have an understanding of how to integrate outside sources to support your own ideas. Strong writing skills are also part of the soft skills employers seek. The article “The Importance of Good Writing Skills in the Workplace” on the Small Business Chronicle website explains that writing skills are part of a how an employee comes across: “People with good writing skills are generally seen as more credible” (O’Farrell 2016, para. 4).  Even work emails are an opportunity to show professionalism. By practicing the skills of writing and research, our students will be prepared to excel in the courses related to their field, as well as possess the writing and research skills needed to be confident in the workplace writing they will need to do, beginning with the perfect resume!

LEARNING CORNER WITH JEFFREY PFEFFER: HOW HIGH WAGES CAN PAY FOR THEMSELVES

Companies, and even governments, often try to hold down wages in an effort to reduce their labor costs. Following 9/11, when the airline industry experienced mass cancellations, almost all airlines—except for Southwest—not only had layoffs, but obtained large wage concessions from their workers. When U.S.-based automakers struggled to turn a profit, they negotiated two-tier wage structures where new employees would make less money. The recession of 2008 accelerated this trend: “Pay cuts, sometimes the result of downgrades in rank or shortened workweeks, are occurring more frequently than at any time since the Great Depression,” wrote the New York Times in 2009. Pay for the average worker remains constrained today, possibly one explanation for ongoing financial stress and political turbulence.
But contrary to what many company leaders, Wall Street workers and HR professionals seem to believe, employees’ rate of pay is not synonymous with labor costs (which reflect not just the rate of pay but also productivity). Moreover, labor costs have little bearing on competitiveness or profitability. Many companies in Silicon Valley pay very well, but, because of their business models, are extremely profitable. But lower wages do lead to ill health and financial stress, indicators of diminished well-being.
Evidence suggests that if companies paid more, not only would they help their employees, they would actually help themselves. Here’s the logic.

Higher Wages = Higher Profits

In 1914, Henry Ford introduced a $5 per day wage at the Ford Motor Company, more than doubling the prior rate of pay. According to Robert Lacey’s book, Ford: The Men and the Machine, the move aroused the ire of The Wall Street Journal, which accused Ford of “economic blunders if not crimes.” The result: diminished turnover, higher quality workers and higher productivity and profits.
About 100 years later, Dan Price, CEO of Gravity Payments, generated mammoth publicity—and skepticism from Fox Business—when he announced a $70,000 annual minimum wage for Gravity’s employees. The much-talked-about move drove customer leads through the roof, and Gravity, a relatively small company of about 200 employees, received thousands of employment inquiries. Profits have never been higher.
These are not just interesting examples. They’re consistent with fundamental ideas in economics. The principle of efficiency wages refers to paying above market to improve workers’ productivity levels. As economist Lawrence Katz explained, “High wages can help reduce turnover, elicit worker effort, prevent worker collective action [unionization], and attract higher quality employees.” Evidence suggests that with more motivated and higher quality workers, less supervision is required because the employees are less likely to shirk responsibilities and are more qualified, thereby saving on supervisory costs.
Because of the profit-enhancing, cost-reducing effects of higher wages, in the end, paying more might actually reduce labor costs. Higher wages can, therefore, actually pay for themselves.  
A contemporary illustration of this phenomenon can be seen in University of Colorado professor Wayne Cascio’s detailed comparison of Costco with Walmart’s Sam’s Club. As Cascio documented, Costco pays higher wages and offers more generous benefits than Sam’s Club, making its labor costs higher. But turnover at Sam’s Club was 44 percent, while it was only 17 percent at Costco, saving literally hundreds of millions of dollars on replacing employees. He went on to explain that, “Costco generated $21,805 in U.S. operating profit per employee, compared to $11,615 at Sam’s Club,” meaning that Costco’s more experienced, more productive workforce more than offset its higher cost.
In labor markets, as in many other markets, you get what you pay for.

Minimizing Labor Costs Does Not Equal Increasing Profits

Minimizing labor costs should not be a company’s primary objective. In many instances, even in contract manufacturing, labor costs are a relatively small proportion of total costs. As a senior executive at Levi’s, the clothing company, told me years ago, spending a lot of time trying to reduce costs of something that accounts for a small proportion of total costs—and in apparel manufacturing, labor costs are truly minuscule—is misplaced emphasis.
Companies are much more interested in maximizing their profits, the difference between revenue minus expenses. Profits come from product and service innovation, productivity and outstanding levels of customer service that generate customer loyalty—all things produced by a workforce that is engaged and cares.
So what happens when those factors are missing? The airline industry, with its almost omnipresent wage reductions and conflict with employees, serves as a cautionary example. Joe Sharkey, the former New York Times travel columnist reported that a survey by the Travel Industry Association “found that the consensus among travelers was that air travel was bad and getting worse.” As a result, fed-up fliers deferred 12 million business trips and 29 million leisure trips, costing the airlines the revenue from these 41 million foregone journeys.

So What Can HR Do?

HR executives should take the lead in bringing these higher wage arguments and the associated evidence to senior management so that companies can make more sensible decisions concerning pay levels.
It’s also worth noting that the arguments about holding down wages somehow never apply to the C-suite, where the ratio of CEO to average employee pay has soared over the past few decades. However, the importance of recruiting and retaining talent extends beyond executives to the entire workforce (a notion that HR teams should be championing), which is why paying more can pay off.
To be fair, high pay is only relative (compared to what competitors are offering), which is why if every company tried to put this advice into practice, it wouldn’t work. But given the overwhelming tendency to think that simply reducing labor costs will increase profits, this is not a concern I would worry about. After all, few auto companies followed Ford’s lead, and I don’t see lots of payment processing companies emulating Gravity Payments. 
As economic research has reported for decades, paying people more is not just good for those individuals, it means better business. That’s why some of the companies that pay—and treat—their employees well have the best financial results.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

WHY FAILURE SHOULD ALWAYS BE AN OPTION

One of the best pieces of advice I ever received was to focus on moving the needle, rather than achieving perfection. “Get 80 percent of the way there,” said one of our senior leaders, “And fix what was missed later.” It\’s a nugget of wisdom I wish I had learned earlier in my career—and, as such, I\’ve gotten in the habit of sharing it with every new employee on my team.
What\’s wrong with perfection? All too often, we place pressure on others and ourselves to create the perfect report or complete a perfect project. But instead of driving innovation and improving performance (as one would assume), this pursuit of perfection actually stunts creativity and limits achievement.
Think about it: If your goal is to deliver flawless work, you\’re likely going to stick within the boundaries of what you know, whether that\’s your own work or what you\’ve seen others do before you. And while there\’s something to be said for understanding \”what works,\” there\’s more to be said for figuring out what works even better.
Today\’s work landscape values innovation over tradition—coloring outside of the lines over checking boxes. The people (and, subsequently, organizations) that succeed today are the ones willing to try something new. In order to foster a culture of pushing the envelope, you can\’t strive for perfection—instead, you need to make peace with failure.

The Beauty of Failure

Of course, opening ourselves up to the idea of failure isn\’t easy. Our instinct as managers is to guide people towards success, to police growth and ensure that everyone is capable of fulfilling their responsibilities.
Employees don\’t tend towards failure either, because the typical organization doesn\’t reward failure; it rewards a crossed-off to-do list and achieved goals.But it\’s time for a shift in perspective. This doesn\’t mean creating a culture of failure, but creating a culture where the chance of failure is okay. If you want your employees to swing for the fences, you need to ensure that they\’re comfortable striking out once in a while.

Create Opportunities to Miss the Mark

Encouraging failure is not only antithetical to the traditional way of managing, it\’s also risky. As a manager, how do you allow employees to fail without discouraging them or jeopardizing your work?
The key is to think about failure strategically. Yes, allowing someone to miss the mark on any initiative is inherently messy and unpredictable, but if you approach the possibility of failure with a purpose, you will ultimately achieve more in the end.
First, be deliberate about providing opportunities where failure is an option. A culture of innovation isn\’t simply created by telling employees to take risks and think big—you need to create actual opportunities for them to do so. In addition to providing your team with projects and responsibilities where they can excel, provide them with \”stretch assignments\” that exist just beyond their comfort zone.
Second, step outside of the comfort zone with them — if you\’re going to put people in a situation where failure is either imminent or highly probable, be ready to coach them back out of it. The last thing you want to do as a manager is put someone in a position where they might fail, and not provide them with the resources (whether it\’s yourself, a fellow teammate or a mentor) to fix it.

The Secret Sauce

The ultimate secret to fostering a positive view of failure is feedback. From the beginning to the end of a project, managers should create a culture of open communication with employees.
This starts by setting the right expectations: Don\’t give your employees a stretch assignment unknowingly—this will only confuse them, and likely stress them out. A stretch is achievable, but with a degree of risk. Tasks that are easy to complete will create a sense of boredom in employees. Let\’s say you\’re planning a training session for your department. You want Molly to lead the session; and while she\’s helped you put together slides and materials for past events, she\’s never presented one herself. Sit down with her and let her know you want her to take on the next session, but emphasize that you\’re intentionally putting her in an uncomfortable place—you don\’t expect her to know exactly what to do, and that\’s okay.
Next, ask about Molly\’s concerns, and define a way to assuage them during the process: What are your biggest hesitations? What will you do when you\’re lost? Where do you want my help? Then, provide guidance along the way, but make sure she\’s developing and practicing it on her own first. If you want Molly to grow, you should be there as a sounding board for the stretch project—not a collaborator.
Finally, after the presentation, ask for her feedback first: What went well? What went poorly? What would you do differently? Then, offer your own commentary — and make sure you deliver it in the best way. Molly might prefer feedback \”right between the eyes,\” whereas Mike prefers you couch criticism between praise.
Offering opportunities for your employees to take a risk will not only encourage them to proactively think outside the box, but also show them that failure is not the enemy. Complacency is the enemy—and in our dynamic, fast-paced world, it\’s the ones who dare greatly who ultimately succeed.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1