September 2007 Newsletter
IN THIS ISSUE
News from Dulles Chapter of SHRM and other timely HR information
October Chapter Meeting
"Managing Total Rewards"
Wednesday, October 17, 2007 (Breakfast Meeting)
Investments in people represent some of the largest line items in the budgets of companies throughout the United States. Yet these investments are often scrutinized less rigorously than routine purchases of capital goods. Well-deployed, dollars invested in people can deliver significant return on investment (ROI) through increased productivity and quality as well as reductions in turnover, absenteeism and unscheduled overtime.
Join Axiom Consulting Partners' Juan González, as he shares with you a model for allocating your investment in people and describes client experiences in putting “total rewards” to work in driving results. Axiom (www.axiomcp.com) is a management consulting firm that helps clients address meet their business objectives through their people.
With 20 years of professional experience as a consultant and executive in the field of human resources, Juan Pablo Gonzalez brings insight and expertise in the design and implementation of practical, high impact human resources solutions. Juan’s experience spans a range of strategic issues including employee and executive compensation program design, performance measurement and management, human resources strategy development, organization restructuring and post-merger integration. He has developed human resources solutions for Boards of Directors, management, professional and hourly employees in private, public and not-for-profit organizations. Juan’s clients have included leading employers in the fields of software/ telecommunications manufacturing, financial services, government contracting, consumer products, professional services and pharmaceuticals.
Juan has authored articles that have appeared in publications including the International Human Resource Journal and the American Management Association’s Compensation and Benefits Review. He is a former Director of the Human Resources Leadership Forum, an organizing committee member of the Human Resources Leadership Awards of Greater Washington, a 19-year member of World at Work and an active member of and speaker for several Washington, DC area human resources organizations
We welcome our October sponsor, The Cohen Benefits Group, an employee benefits consulting firm. In business since 1978, The Cohen Benefits Group has always been motivated to look beyond the normal mode of problem solving by seeking unique ways to overcome obstacles. They are innovators – driven to find a better solution, constantly taking on greater challenges and succeeding. Their years in the business have shown that they are advocates of their clients and not the insurance companies. They are in the business of changing the trend of rate increases and “healthcare headaches” for their clients. Robert Cohen will be attending to answer any questions. For more information, check out www.thecohenbenefitsgroup.com.
This program has been approved for 1.0 recertification credit hour through HRCI. For more information, visit www.hrci.org.
Register online at www.dullesshrm.org.
Embry Rucker Shelter Donations Update
Members who attended the August meeting donated $31! The Embry Rucker Community Shelter provides 70 beds each night for men, women, and families. In the winter, another 15 beds are made available to prevent hypothermia among people who are homeless. For more on how to help, check out www.restoninterfaith.org.
New California Certification from HRCI
Contributed by Chas Sumser, Certification Representative
Earlier this year, the Human Resource Certification Institute (HRCI) announced a new certification designed specifically for HR professionals practicing in California or who have HR responsibilities within the state of California.
In November 2005, the California State Council of SHRM approached HRCI requesting financial assistance in the development of a state-specific certification. The State Council identified the need, conducted the legwork, and identified the initial content areas to be tested. An undeniably strong case was made regarding the unique differences between federal and California state employment laws. Working with subject matter experts based in California, HRCI formed a task force that identified the differences between state and federal employment law and validated the CA-specific body of knowledge through a practitioner survey administered in mid-September.
According to Cornelia Springer, CAE, Executive Director of HRCI, “Because of the diverse demographics that employers face when working in the state, and the unique legal compliance and practice requirements, this designation is critical in determining an HR practitioner’s professional competence with California law.”
The exam was first offered in April 2007 and again at the SHRM National Conference in June 2007. The first computer-based version will be available for the December 2007-January 2008 testing window. Practitioners holding a current PHR or SPHR designation are eligible to sit for the California certification test, which is made up of 125 questions (100 scored and 25 pretest) focused entirely on the knowledge of the laws and practices specific to the state of California.
For further information, please visit www.hrci.org and follow the links to the certification overview.
Dulles SHRM 2007 Scholarship Program
Contributed by Nidhi Kanungo, Student Chapter Liaison & Scholarship Coordinator
The Dulles SHRM Chapter is pleased to announce our fifth annual scholarship program. In support of the development of our chapter members, sons and daughters of chapter members, and students from local SHRM chapters, we have allocated $2,000.00 for scholarships, and up to two $1,000.00 scholarships may be awarded.
To qualify, applicants must be:
- A chapter member in good standing, a son or daughter of a chapter member in good standing, or a member of a local student chapter during the time of application and receipt of the award; AND
- Enrolled in a full-time or part-time program earning a degree in HR or an HR- related concentration in a college-level or graduate program.
We encourage chapter members and other eligible individuals to apply! Pursuing an education is expensive, and we look forward to providing these funds to deserving students!
Applications will be available at chapter meetings and may also be downloaded from the Dulles SHRM website at www.dullesshrm.org. Applications are due by October 31, 2007. Please send completed applications to:
Dulles SHRM Scholarship Committee
P. O. Box 1249
Herndon, VA 20172
For more information, please contact Nidhi Kanungo at nidikan@yahoo.com or 571-426-3994.
Your Foundation at Work: "Building a Culture of Trust: The Starbucks Story"
Contributed by Marlene Mouanga, SHRM Foundation Representative
The 2006 invitation-only SHRM Foundation Thought Leaders Retreat featured keynoter David Pace, the top HR executive at Starbucks Coffee. Dave Pace explained how Starbucks' success is built on a strong culture of trust in their organization. Trust is at the foundation of exceptional performance in all businesses, and people want to be part of something they can believe in. Mr. Pace shared that building trust requires 1) defining what your organization stands for, 2) communicating the mission broadly, 3) living and breathing it, 4) using the mission as a decision filter, 5) allowing employees to hold management accountable, and 6) measuring progress. At Starbucks, HR plays a key role in creating this culture of trust, primarily by being an advocate for the employees. To be successful, HR should focus not on controlling, but on enabling employees. To view Dave Pace's full presentation, visit http://www.shrm.org/foundation/06tlr.asp.
The SHRM Foundation: 40 Years of Advancing the HR Profession
It’s time to Join the HR Revolution!
Register now for the 2007 VA State SHRM Conference – Oct 3-5
Join the HR Revolution by attending the 2007 Virginia State SHRM Conference & Expo, hosted by NOVA SHRM, Dulles SHRM, WTPF and the Virginia State Council, the state affiliate for the Society for Human Resource Management (SHRM), October 3-5 in Arlington, Virginia. This year’s theme is HR Revolution: Driving Competitive Advantage. This event attracts over 700 human resources professionals throughout Virginia and the Washington Metropolitan Area, representing virtually every industry, including organizations from small businesses to large industrial centers, as well as the government. Learn how to more effectively manage the talent in your organization. Register now for the conference to put this useful and practical information to work for you. The keynote speakers include Dan Pink, author of "Free Agent Nation," Robin Gerber, author of "Leadership the Eleanor Roosevelt Way," and Deborah Russell, Director of Workforce Issues for AARP.
This year's event will be held at the Hyatt Regency Crystal City at Reagan National Airport, just outside of Washington D.C. This modern hotel leaves no stone unturned in providing guests comfort and the ultimate in business convenience. Explore the website, www.2007SHRMVAstateConf.org to view the concurrent sessions and speakers, as well as the many other benefits that this conference has to offer. We look forward to seeing you in our nation's capital! Register for the 2007 Virginia State SHRM Conference and join other HR professionals from across Virginia seeking to expand their knowledge and gain practical knowledge they can put to work immediately.
Full Conference Registration Fees Include: opening reception on Wednesday, October 3, 2007 and all sessions Thursday, October 4 - Friday, October 5, 2007. Before 9/1 $395.00 After 9/1 $450.00
Pre-Conference Workshop Fees Separate fee for sessions on the afternoon of Wednesday, October 3, 2007
Before 9/1 $125.00 After 9/1 $150.00
POTENTIAL VOLUNTEERS: Thinking about volunteering to help for this year's VA State SHRM Conference? Volunteers are needed for all sorts of duties and are an integral part of making the conference a huge success. Best of all, volunteers are eligible for a discounted conference rate, so please view www.2007SHRMVAstateConf.org before registering for the conference to learn more. Qualified volunteers will be provided with a registration code for the discounted rate to use when registering for the 2007 conference.
Hotel Information: Hyatt Regency Crystal City at Reagan National Airport 2799 Jefferson Davis Highway Arlington, Virginia 22202 Tel: 703-418-1234 Fax: 703-418-1289 Conference Rates: $199.00 single or double available 10/02/07-10/06/07
Professional Development
Risk Management for the HR Professional
Ritz-Carlton Tysons Corner / October 3, 2007 – 8:00am – 11:30am
The Human Resource Professional plays a key role in every organization’s Risk Management practices. Join us to discuss ideas on how HR professionals can optimize Risk Management strategies in conjunction with other divisions in the organization. Topics for discussion will include: Proactive approaches to risk prevention and risk mitigation, Devising an integrated communication strategy among HR, Finance and Safety/Health, Opportunities to mitigate risk within the Human Resources division, Employment Practice Liability, Fiduciary Liability, Workers Compensation, Travel Accident and more. Questions? Please contact Ashley Walley at ashley.walley@wachovia.com or 202.772.4197.
Get Strategic Information to Add Value to HR’s Contribution!
Hilton Garden Inn, Richmond Innsbrook / October 23 – 25, 2007
Earn 21 STRATEGIC MANAGEMENT Recertification Credits. October 23, 2007—Leading Change in Difficult Situations (7 recertification credits*), October 24, 2007—Strategic Planning for Human Resource Issues (7 recertification credits*), October 25, 2007—Thinking Like Your CEO (7 recertification credits*). PLUS: We’ve included various On-the-Job Exercises that can EARN YOU MORE recertification credits! Early Bird Prices: Register Before October 11, 2007— Go to: www.ChangeManagementSeminar.com www.StrategicHRPlanning.com www.ThinkingLikeYourCEO.com
Inaugural National Conference on the Creative Economy
Being organized by the Fairfax County (Virginia) Economic Development Authority.
Notable speakers include Thomas Friedman, Richard Florida, Alvin Toffler, Frank Sesno and Anne Fisher. More is on the conference web site: http://www.creativeeconomies.org/. They are offering a special rate if 30 or more members register: As part of the group member discount plan, Dulles SHRM members would receive the following benefits when 30 or more (members or employees) register: One half-page ad in conference program (camera ready ad required), Reduced rate of $325.00 ($70.00 savings) for all members (when using an assigned promotional code), On-site name recognition (October 24 & 25), If membership participation exceeds 50; half page ad is upgraded to a FULL page. For more information on this package and other conference details, please contact: Connie Royal, Special Events Manager, Fairfax County Economic Development Authority, (703) 790-0600, croyal@fceda.org.
Taking Your Worksite Health Promotion Program to the Next Level
Allegany College of Maryland / October 25 – 26, 2007
Approved by HRCI for 11 contact hours, The Kailo Concept is a non-traditional approach to employee wellness applying evidence-based integrative wellness concepts. Outcomes include some of the highest levels of participation and satisfaction in the country, improvements in perceived health and happiness, and cost-savings due to reductions in stress and depression. Kailo has received a JCAHO "best practice" citation. If your organization is looking for a more meaningful approach to employee health and wellness this workshop is for you. Allegany College of Maryland, October 25 & 26, 2007, 9 – 4 p.m. Contact Linda Atkinson, 301-784-5526 or latkinson@allegany.edu www.alegany.edu
Welcome to New Members
Contributed by Lynn Padgett, Vice President, Membership
The Dulles Society of Human Resource Management SHRM welcomes our newest members. Thank you for choosing our chapter.
Lynda Alicudo, Managing Partner, Alicudo & Associates, LLC
Kathryn Bauch, HR Generalist, Cox Communications, Inc.
Janet Geib, President, JG Training & Developing, LLC
Eyad Hasan, Director of Human Resources and Development, BBC Express
Tamara Holt, AKA: Korman Communities
Juli Kim, HR Representative, Accenture
Jill Leonard
Veronica Losada
Elizabeth McGuire, Manager, Fairfax County Government
Elaine Miranda, HR Assistant, QuadraMed
Edwina Orndoff, Director of Operations, Kossler Jones & Company, LLC
Teresa Quigley, PHR, Manager, HR & Corporate Svcs, VIDAR Systems Corporation
Adrienne Snider, Senior HR Business Partner, Helios HR
Kimberly Sullivan, Technical Recruiter, Oberon Associates
Nicol Williams, Regional HR Manager, RR Donnelley
For members that join or renew and pay at the door, please remember to log into our system at www.dullesshrm.org and complete a new and/or renewing membership form if you haven’t already done so. Thank you.
Chapter Discussion Group
"Diversity Recruiting"
Thursday, October 11, 2007
Contributed by Cindy Loison, Discussion Group Director
When you think of Diversity Recruiting what comes to mind – numbers, untapped resources, goals, new mindsets, regulations, fresh approaches, matrixes, or work! Everywhere you go there seems to be people talking about Diversity Recruiting. Confusion sets in when no two are speaking about quite the same thing!
In preparation for this discussion, please reflect on the following questions:
- What does Diversity Recruiting mean?
- How is it accomplished?
- Do you have a unique strategy that you could share?
- What resources are out there?
- Which sources work well and which don’t?
- Does the way you recruit need to change?
- How do you maintain candidate quality?
Come join the discussion October 11 on Diversity Recruiting. What does it mean, how do you do it and how do you make it valuable. If you have experience with resources that have worked well please share them! Feel free to extend an invitation to interested colleagues.
Please confirm your participation by registering on-line, at least 24 hours in advance, at www.dullesshrm.org. If you have questions, feel free to call Cindy Loison at 703-265-7520. Participation is limited to the first 25 people who sign up.
Date: Thursday, October 11
Time: 7:30 a.m. to 9:30 a.m.
Place: AgustaWestlandBell
11700 Plaza America Drive, Suite 900
Reston, VA 20190
Phone: 703.373.8357; Contact: Tina Strasheim
Directions:
From points east:
Take Toll Road (VA 267) to exit 12 (VA602 – Reston Parkway)
Right on Reston Parkway
Right on Sunset Hills Road (1st light)
Right at 2nd light into Plaza America
Around circle, take 3rd right into parking garage. We are on 9th floor.
From points west:
Take Toll Road (VA 267) to exit 12 (VA602 – Reston Parkway)
Left on Reston Parkway
Right on Sunset Hills Road (2nd light)
Right at 2nd light into Plaza America
Around circle, take 3rd right into parking garage. We are on 9th floor.
Mark Your Calendar
2007 Chapter Breakfast/Dinner Meetings:
* November 14 (Dinner Meeting) – Presenters: Ed Ford & Jackie Snowden, Focus: Employee Recognition Programs
* December 5 (Dinner Meeting) – Holiday Party
New Regulations regarding Affirmative Action for Veterans
By Cornelia Gamlen, SPHR, President, GEMS Group ltd
cornelia@gemsgroup-hr.com www.gemsgroup-hr.com
Federal contractors should note that on August 8, 2007, the Department of Labor’s Office of Federal Contract Compliance Programs (OFCCP) published final rules regarding “Affirmative Action and Nondiscrimination Obligations of Contractors and Subcontractors Regarding Disabled Veterans, Recently Separated Veterans, Other Protected Veterans, and Armed Forces Service Medal Veterans”. The regulations become effective on September 7, 2007. A copy can be found at http://www.dol.gov/esa/ofccp/index.htm under “What’s New in OFCCP”.
Background: The Vietnam Era Veterans’ Readjustment Assistance Act of 1974 (‘‘VEVRAA’’) prohibits federal contractors from discriminating on the basis of veteran status and requires that they engage in affirmative action to employ and advance in employment certain categories of veterans. VEVRRA was amended in 2002 by the Jobs for Veterans Act (‘‘JVA’’). These regulations implement the amendments to the affirmative action provisions of the VEVRAA that were made by the JVA.
Significant changes under the JVA amendments:
- The JVA Increased coverage threshold from a contract $25,000 or more to a contract of $100,000 or more.
VEVRAA |
JVA Amendment |
Implementing Regulations
41 CFR 60-250 |
Implementing Regulations
41.CFR 60-300 (issued 8/8/07) |
Federal contracts before 12/1/2003 |
Federal Contracts entered into or modified on or after 12/1/03 |
- Contracts entered into before December 1, 2003 that have not been modified, are subject to the original regulations for those contracts.
- Contracts entered into before December 1, 2003 that have been modified, and contracts entered into after that date, are subject to the new regulations for those contracts.
- If you have contracts that fall into each of those categories, you are subject to both regulations. You should check with your contracts or procurement departments.
- The JVA changed the categories of veterans covered.
- It eliminated Vietnam Era Veteran (Many remain covered under other categories).
- It added Armed Forces Service Medal Veteran
- It expanded coverage for disabled veterans.
- It expanded coverage of recently separated veterans from 1 to 3 years.
Categories of Covered Veterans under
VEVRAA 41 CFR 60-250 |
JVA Amendment 41.CFR 60-300 |
Special disabled veteran means: (i) A veteran who is entitled to compensation under laws administered by the Department of Veterans Affairs for a disability: (A) Rated at 30 percent or more; or (B) Rated at 10 or 20 percent in the case of a veteran who has been determined under 38 U.S.C. 3106 to have a serious employment handicap; or (ii) A person who was discharged or released from active duty because of a service-connected disability. |
A Disabled Veteran means (1) A veteran of the U.S. military, ground, naval or air service who is entitled to compensation (or who but for the receipt of military retired pay would be entitled to compensation) under laws administered by the Secretary of Veterans Affairs, or (2) A person who was discharged or released from active duty because of a service-connected disability. |
Recently separated veteran means any veteran during the one-year period beginning on the date of such veteran’s discharge or release from active duty. |
Recently separated veteran means any veteran during the three-year period beginning on the date of such veteran’s discharge or release from active duty in the U.S. military, ground, naval or air service. |
Other protected veteran means a person who served on active duty during a war or in a campaign or expedition for which a campaign badge has been authorized, under laws administered by the Department of Defense. |
Other protected veteran means a veteran who served on active duty in the U.S. military, ground, naval or air
service during a war or in a campaign or expedition for which a campaign badge has been authorized, under the laws administered by the Department of Defense.* |
Veteran of the Vietnam era means a person who: (1) Served on active duty for a period of more than 180 days, and was discharged or released therefrom with other than a dishonorable discharge, if any part of such active duty occurred: (i) In the Republic of Vietnam between February 28, 1961, and May 7, 1975; or (ii) Between August 5, 1964, and May 7, 1975, in all other cases; or (2) Was discharged or released from active duty for a service-connected disability if any part of such active duty was performed: (i) In the Republic of Vietnam between February 28, 1961, and May 7, 1975; or (ii) Between August 5, 1964, and May 7, 1975, in all other cases. |
Armed Forces Service Medal Veteran means: any veteran who, while serving on active duty in the U.S. military, ground, naval or air service, participated in a United States military operation for which an Armed Forces service medal was awarded pursuant to Executive Order 12985 (61 FR 1209).*
|
* There are links on OFCCP’s web page at http://www.dol.gov/esa/ofccp/index.htm under “What’s New in OFCCP” for Campaign/Expeditionary Medial Operations and Armed Forces Service Medel.
|
- It modified the mandatory Job Listing Requirement
VEVRAA 41 CFR 60-250.5 |
JVA Amendment 41.CFR 60-300.5 |
List all employment openings…at an appropriate local employment service office of the state employment security agency wherein the opening occurs. Listing employment openings with the U.S. Department of Labor’s America’s Job Bank shall satisfy the requirement … (Note that America’s Job Bank closed on 6/30/07.) |
List all employment openings with the appropriate employment service delivery system where the opening occurs. Listing employment openings with the state workforce agency job bank or with the local employment service delivery system where the opening occurs will satisfy the requirement to list jobs with the appropriate employment service delivery system. |
OFCCP News Release: You can access the full news release regarding these new regulations on the OFCCP’s web page at http://www.dol.gov/esa/ofccp/index.htm under “What’s New in OFCCP”. The news release indicates: “The new regulations permit covered contractors to satisfy the mandatory listing requirement by listing job openings with the appropriate state workforce agency job bank or local employment delivery system. Many state workforce agency job banks accept job postings via the Internet, and a list of hyperlinks can be found at www.jobbankinfo.org. Contractors may use third parties, such as private or nonprofit sector job banks, Internet gateway and portal sites, and recruiting services and directories, to assist them with the transmission of job listings.”
You may also want to review the SHRM Related Article: “OFCCP Final Rule Will Change How Contractors Post Job Listings” http://www.shrm.org/law/library/CMS_022604.asp#P-6_0
VETS 100 Reporting. The JVA also impacts the VETS-100 reporting requirement. The VETS-100 reporting obligation and the report format belong to the DOL’s Veterans Education and Training Service (VETS) and not to the OFCCP. Accordingly, do not look to the OFCCP for guidance. The August 8, 2007 final rule does not cover VETS-100 reporting.
VETS published a Proposed Rule last August (August 8, 2006) to implement the JVA. VETS is proposing to entirely restructure the VETS-100 report to include the revised category of veterans. VETS is hoping to position itself to publish a Final Rule in time for contractors to file the VETS-100 report against the new format in time for the September 2008 (NOT 2007) VETS-100 report.
It would be best to wait to resurvey your workforce regarding veteran status until DOL’s Veterans Education and Training Service publishes its final regulations.
Contents of Affirmative Action Programs. Other than change the categories of veterans covered and increasing the contract coverage threshold, the regulations have not changed government contractors’ obligations for their Affirmative Action Programs. This is a good opportunity for you to review those obligations as contained in the newly published regulations.
Customized Employment: A New Competitive Edge
By Christopher Button, September 2007
Contributed by Evelyn Kaiser, Diversity/Workforce Education Director
Question: What is customized employment, and how can employers use it as a strategy to recruit and retain workers of all abilities?
Customized employment (CE) is a process through which the relationship between employer and employee is negotiated and personalized in a way that meets the needs of both. Whether knowingly or not, many HR professionals already apply the concepts of CE in their daily work. In fact, CE has been used to respond to increasing requests in recent years for greater workplace flexibility.
But CE is also a powerful tool in the HR professional's toolbox of strategies for increasing diversity, with particular applicability to individuals with perceived barriers to employment success-such as people with disabilities, disabled veterans, mature workers or people with limited English proficiency.
Consider one veteran. A former army personnel sergeant and administrative supervisor with a high level of determination and computer proficiency had skills to offer. She also had challenges: a service-connected disability and no home. Through a customized employment negotiation that addressed both her short-term and long-term goals while leveraging connections from various employment service systems, she now works as a chief administrative officer with a government organization.
Another experienced young professional, who had worked as a paralegal, sustained a spinal cord injury and erroneously believed that he would be unable to continue his career. Using customized employment strategies, he regained his confidence, furthered his education and attained a position as a paralegal at a law firm.
CE benefited both of these individuals, but it also benefited the employers who profited from their skills and experience. As a creative, flexible and voluntary process, CE allows employers and employees the opportunity to overcome obstacles by negotiating individual tasks and/or reassigning basic duties, with the ultimate goal being improved overall workplace productivity.
Customized employment is used by job seekers and existing employees whose changing circumstances require negotiation with an employer to customize employment tasks, expectations or working conditions. A working parent with child care needs may desire a modified schedule. A mature worker may request a reduced schedule and focus on certain job functions during his or her time on the job. An unemployed individual with a disability may have just the right skills to accomplish some, but not all, functions of a particular job. In all of these cases, customized employment may provide the answer to an employer's need to get the job done.
How Customized Employment Works
Customized employment starts with the development of an employment plan based on an individualized determination of the strengths, needs and interests of the job candidate. An employment professional can facilitate plan development and help the job seeker through a process that results in a blueprint for the job search and employment negotiation. A job developer or other personal representative of the job seeker, or the job seeker himself or herself then presents a preliminary proposal to an employer.
Many employers have negotiated an individualized job that meets both the applicant's employment needs and the employer's business needs. The negotiation can occur in numerous ways. While the working parent with child care needs may approach his or her employer directly to request a modified work schedule, some job seekers may want assistance through a third party to negotiate the right job. The negotiation process addresses areas such as job duties, terms of employment, services and supports necessary to carry out the job duties, and expectations adapted to the needs or special circumstances of one particular job seeker. The intent of customized employment is to align the job seeker's profile to a collection of job tasks that help an employer meet a specific need.
According to a 2006 study published in the Journal of Applied Rehabilitation Counseling, several employers who used CE strategies reported that doing so helped them meet a specific production or sales goal, increase customer satisfaction, improve operations, free other employees to handle customers and reduce backlogged work.
CE is effective because it takes into account the individual's strengths, interests and special circumstances and the needs of the employer, resulting in a unique job description that depicts a customized relationship. CE works because the focus is on one person at a time and one business at a time.
For more information:
http://www.dol.gov/odep/categories/workforce/cust_emp.htm.
Christopher Button is a supervisory policy advisor in the U.S. Department of Labor's Office of Disability Employment Policy (ODEP). Dr. Button's 35-year career in the disability arena includes work as a legislative aide on disability policy in the U. S. Senate and as senior manager with a national disability nonprofit organization. She has also worked as a special education teacher, school administrator and university instructor.
What is Unique about Transitioning into Technical Leadership?
Advice for the Technical Professional
By Donald Shandler, Ph.D.
A nationwide professional development trend is underway. Organizations are recognizing that leading in a technology-driven environment is a unique and challenging experience. Individuals who move from the role of technical professional to technical leader quickly discover that:
1. Your technology framework quickly expands.
The move from technical professional to technical leader is too often a trial by error experience. As a technical professional you often worked alone, perhaps on a small team and reached systematic closure to a project. Suddenly your role is expanded. You are now dealing with managing concurrent projects and reconciling the often conflicting demands of people, technologies and organizations. A new set of skills is needed.
2. Technical knowledge does not convert to “people” skills.
Technologists (scientists, engineers, IT professionals, etc.) develop sophisticated analytical and reasoning skills as a result of years of technical education. As new technical leaders they quickly discover that while their education places them on top of the technical realm, they now have a need for a new set of social interaction skills that deal primarily with people.
3. “Non-technical” is no longer “non-intelligent”.
Technical education (science, engineering, law, information technology, etc.) are disciplines that provide precise, often perfect solutions to complex problems. Some technical professionals develop an unfortunate bias that “if it can’t be measured it isn’t really worthwhile”. To some, “non-technical” means “non-intelligent” as they ask, “Why can’t people be more like programs?” This is a mindset that must change when transitioning into technical leadership.
4. “Letting go” early is a necessity.
Yes, you can do it faster, better than most, perhaps all of your staff. And, yet it is more gratifying “to do it yourself”. However, your new role as a technical leader now requires you to gain a new level of satisfaction in helping others to do the technical work. A window of time exists to initiate a “power conversion” process. You must convert your technical expertise (one form of power) to people skills (another form of power).
5. Managing technical professionals can be challenging.
“Technical professionals,” “knowledge workers,” the “new professionals,” are individuals, not unlike you, who often possess double or triple degrees. Their unique technical expertise is mirrored by their equally focused values, attitudes, and personal styles. Each individual has his/her very own “performance equation”. (What it takes to manage and motivate them.) Your job is to find and manage each individual’s performance equation.
6. Technical leaders must become organizational realists.
As a technical professional you probably expected your manager to serve as a critical buffer, protecting you from organizational politics and policies that prevented you from doing your job. Now, as a technical leader you not only must look over your shoulder to care for those technical professionals just like you, but also spend more time on political issues. “How can I scan the organizational environment and anticipate change?” “How can I identify the stakeholders who will provide support for additional resources?” Where are my champions?”
Tremendous leadership opportunities exist for the technical professional to become an effective technical leader. Addressing the previous six transition challenges is a first step.
Dr. Donald Shandler is Assistant Vice President, Graduate and Adult Education, Marymount University and can be reached at donald.shandler@marymount.edu. Material appearing in this article is selected from his book From Technical Specialist to Manager, Thompson Learning, Crisp Series. A Ph.D. from Ohio State University, Dr. Shandler oversees outreach to businesses, government agencies, community organizations and individuals throughout the Washington metropolitan area. In addition, he has administrative responsibility for the university’s new Reston Center offering graduate programs, post-baccalaureate certificate programs, and part-time degree completion programs for nontraditional students. In addition, Dr. Shandler is president of his own training and consulting company founded in 1986. Shandler Associates addresses the learning and performance needs of individuals, teams and organizations through theory-based and results-driven educational programs. Don and his Senior Associates provide consulting and research services, responding to the changing needs of public and private sector organizations. Special emphasis is placed on core competencies of Leadership and Professional Development and Human Capital Consulting. For further information: www.shandlerassociates.com. He has authored three books including Competency-based Learning: Designing and Implementing Successful Programs; Reengineering the Training Function: How to Align Training with the New Corporate Agenda; and, From Technical Specialist to Supervisor.
Region's Unemployment Rate Dropped to 3.3% in July
By Joe Coombs, Washington Business Journal - 11:19 AM EDT Wednesday, August 29, 2007
Senior Staff Reporter
Greater Washington's labor force remained a leader in job growth in July, according to data released Wednesday by the U.S. Bureau of Labor Statistics. The region had an unemployment rate of 3.3 percent in July, down from 3.5 percent in July 2006 and tied with the Phoenix area for the second-lowest rate among major metropolitan regions in the U.S. Greater Washington's labor force grew by 52,000 jobs in July on an annual basis, the sixth-largest gain in jobs for U.S. metro areas, according to the BLS report. The professional and business services sector, which includes high-demand jobs in the legal and accounting industries, grew by 20,600 jobs in Greater Washington in July. The government sector tacked on 8,100 jobs in July, and education and health services grew by 6,200 jobs in July in Greater Washington. The only sectors to report declines in job totals were manufacturing, which shed 600 jobs in July, and information services, which lost 300 jobs. The Richmond region had the nation's lowest unemployment rate for major metro areas in July, at 3.2 percent. The largest year-over-year employment gain was recorded in the Dallas region, which tacked on 91,000 jobs in July on an annual basis. The District's unemployment rate in July was 6 percent, down sharply from 6.6 percent in July 2006. The city's labor force grew by 11,400 jobs in July on an annual basis, according to the BLS report.
That’s all for this month unless you have any ideas or suggestions? This is your chapter - let us know what’s on your mind!
Mary Saily
President
Dulles SHRM
msaily@humanr.com
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