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		<title>McGladrey: HR Update</title>
		<description><![CDATA[HR Update offers timely news and information on the human resources industry. Published quarterly, HR Update tackles a variety of topics including executive compensation, performance management programs, and staffing system design.]]></description>
		<link>http://mcgladrey.com/</link>
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			<title>Auditing the HR Function Is it Time for a Checkup?</title>
			<link>http://mcgladrey.com/HR-Update/Auditing-the-HR-Function-Is-it-Time-for-a-Checkup</link>
			<guid>http://mcgladrey.com/HR-Update/Auditing-the-HR-Function-Is-it-Time-for-a-Checkup</guid>
			<description><![CDATA[(Third Quarter 2010) The demands for an organization's Human Resources team have increased dramatically in the past few years alone. Reporting requirements have increased and filings have become more prevalent, while staffing has often been reduced due to the recent recession. A Human Resources audit can be a proactive step to assess what is being done correctly, what is not, and opportunities to improve human resources practices.
Objective
The overall objective of an HR audit is to examine the documentation and processes utilized by the human resources function for the purpose of improving performance and reducing risk for an organization. While an HR audit can take on different forms, it usually includes a review of all written human resource materials currently in use and an evaluation of the effectiveness of related employment procedures and practices. We suggest that the following areas be evaluated in an effective Human Resources audit:]]></description>
		<dc:creator>RSM McGladrey</dc:creator>
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			<title>Expanded Health Plan Coverage for Adult Children</title>
			<link>http://mcgladrey.com/HR-Update/Expanded-Health-Plan-Coverage-for-Adult-Children</link>
			<guid>http://mcgladrey.com/HR-Update/Expanded-Health-Plan-Coverage-for-Adult-Children</guid>
			<description><![CDATA[(Third Quarter 2010) This article is the first in a series about the new health care reform legislation, commonly known as the Affordable Care Act, which was signed into law by President Obama in March of 2010.
In an effort to increase health plan coverage for young adults, the Affordable Care Act requires health plans that provide coverage for employees’ children to continue coverage until the child attains age 26. This provision applies to both insured and self-insured health plans and is effective for plan years beginning on or after Sept. 23, 2010. Calendar year plans must comply with the new requirements starting Jan. 1, 2011.
Under the new law, coverage must be offered to a child until age 26, regardless of whether the child is a tax dependent of the employee. In addition, a health plan can no longer restrict coverage based on factors such as financial dependency on the employee, employment, residency, student status, marital status or eligibility for other health coverage. There is one exception for health plans in existence on March 23, 2010, as these plans may exclude adult children who are eligible to enroll in an employer-sponsored health plan (other than a parent’s plan) until 2014. Plans are not required to cover grandchildren (a child of an adult child) or the spouse of an adult child.
The health plan must apply the same terms to adult children as it applies to others. Therefore, a plan may not impose a premium surcharge or...]]></description>
		<dc:creator>RSM McGladrey</dc:creator>
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			<title>Survey Illustrates Increased Hiring and Shortage of Qualified Applicants</title>
			<link>http://mcgladrey.com/HR-Update/Survey-Illustrates-Increased-Hiring-and-Shortage-of-Qualified-Applicants</link>
			<guid>http://mcgladrey.com/HR-Update/Survey-Illustrates-Increased-Hiring-and-Shortage-of-Qualified-Applicants</guid>
			<description><![CDATA[(Third Quarter 2010) The 2010 McGladrey Manufacturing and Wholesale Distribution (MWD) National Survey provides insights into the industry, including some revealing information about the hiring plans and staffing needs in the sector. Following a tumultuous 2009, the MWD Survey respondents indicate they plan on hiring at an increased rate in 2010, but are having difficulty finding qualified workers.
Consistent with the improving economy, triple the amount of companies report they will be hiring (48 percent) compared to last year. The transportation industry leads the way, with 67 percent of companies planning additions to their workforce. Companies are even more optimistic for the future, with nearly six out of 10 planning on hiring in 2011.
Larger companies, which are more likely to have international operations, indicate they will be more active in hiring than smaller businesses. For example, 13 percent of companies with $25-100 million in annual revenue indicate planned hiring increases in 2010, while 30 percent of companies with $500 million or more in revenues plan on hiring additional staff.
Planning to hire is only one part of the equation. Companies are struggling to find qualified workers to fill those needs. Sixty-five percent of distribution companies report a need for sales personnel, while 47 percent of manufacturing companies report the same need. More than half of manufacturing respondents report openings for engineers, with 12 percent of companies indicating an urgent need.
Workforce needs such as warehouse workers and entry-level talent are also evident for manufacturing and distribution companies...]]></description>
		<dc:creator>RSM McGladrey</dc:creator>
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			<title>Navigating a Successful Transition</title>
			<link>http://mcgladrey.com/HR-Update/Navigating-a-Successful-Transition</link>
			<guid>http://mcgladrey.com/HR-Update/Navigating-a-Successful-Transition</guid>
			<description><![CDATA[(March 2010) While  succession planning is often identified with the CEO role only, the focus should  extend to top leadership roles throughout the organization. While senior level  roles are unquestionably critical to overall company performance, the  capabilities and performance of those that could be leading in the future needs  to be a priority also.
Whether  the role is the CEO, group manager, or line supervisor, it is critical that  considerable thought goes into the selection and development of a capable  successor. If at all possible, the process needs to be proactive rather than  dictated by retirement or unexpected changes. As outside advisors, all too  often we have seen the organization thrown in a predicament of making a quick  decision out of desperation. A recent study conducted by the Institute for  Corporate Productivity found only 36 percent of organizations felt prepared to  fill immediate needs regarding their leadership positions.  It might be because they didn’t anticipate  someone leaving or assumed the successor was prepared, but either way the  organization paid a price for being unprepared.
It is important to remember that trained  leaders don’t just happen. Grooming  a competent successor is a deliberate activity which demands patience and  attention. It will demand the input of senior management and in some cases, the  Board. If you don’t initiate the plan, circumstances or someone else will  ultimately decide the details...]]></description>
		<dc:creator>RSM McGladrey</dc:creator>
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			<title>Play Where the Talent Plays the Power of Social Media</title>
			<link>http://mcgladrey.com/HR-Update/Play-Where-the-Talent-Plays-the-Power-of-Social-Media</link>
			<guid>http://mcgladrey.com/HR-Update/Play-Where-the-Talent-Plays-the-Power-of-Social-Media</guid>
			<description><![CDATA[(March 2010) In  Cone’s 2009 “Business in Social Media” study, social media was defined as  “technology facilitated dialogue among individuals or groups.”  When over 1,000 social media users were asked  what a companies’ role should be, their   answers were somewhat surprising.  Users were very receptive to the idea of  companies getting involved on social media platforms and interacting with them  while there.  Out of 85 percent of users  who want companies to have a   presence in social media, 34 percent want  companies to actively interact with them and 51 percent want companies to  interact with them as needed or by request.   Only 8 percent of companies thought social media should only be    passively involved, and only 7 percent thought companies should not be involved  at all.
Social  networking sites such as Facebook and LinkedIn have become the party lines of  this century.  They are powerful  communication tool for companies and businesses, and if used for marketing,  recruiting and corporation   communications, they can increase your business  profile.  When utilizing social media for  marketing or recruiting, it is important to remember the three P’s.]]></description>
		<dc:creator>RSM McGladrey</dc:creator>
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			<title>Making Sense of Salary Survey Data</title>
			<link>http://mcgladrey.com/HR-Update/Making-Sense-of-Salary-Survey-Data</link>
			<guid>http://mcgladrey.com/HR-Update/Making-Sense-of-Salary-Survey-Data</guid>
			<description><![CDATA[(March 2010) Benchmark  data, published in salary surveys, helps create the foundation which most employers  use to establish salary budgets, range structures, bonus opportunities and pay  trending information. Ensuring competitive positioning   helps organizations  attract and retain talent, develop a competitive edge, and manage the bottom  line. These activities, in the current environment, increase the criticality of  organization strategy influencing the methods applied to   determine appropriate benchmark  data and effectively utilizing the information to facilitate those strategies. The  key question is “as signs of economic recovery continue, how should this data be  evaluated, and interpreted so the   numbers may provide meaningful guidance to  leadership?”
There  has never been a more important time to ensure that the organizational strategy  adequately reflects reasonable market opportunities. In the current  environment, many organizations are testing new organizational strategies   which  may have significant impact on compensation strategies. Are you focusing on new  or specific markets? Are you exploring possible mergers/acquisitions?  Do any of these activities require realignment  between compensation   strategies and business objectives and answer the question  “what are we trying to accomplish?”  Is the  goal of your market analysis to update the current pay structure with competitive  market data? Or is your organization evaluating   the data to correctly position  a compensation package for strategic hires needed to accomplish strategic...]]></description>
		<dc:creator>RSM McGladrey</dc:creator>
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			<title>Are You Getting Enough Return On Your Payroll Spend</title>
			<link>http://mcgladrey.com/HR-Update/Are-You-Getting-Enough-Return-On-Your-Payroll-Spend</link>
			<guid>http://mcgladrey.com/HR-Update/Are-You-Getting-Enough-Return-On-Your-Payroll-Spend</guid>
			<description><![CDATA[(January 2010) Payroll represents a significant fixed cost, yet the base  salaries comprising payroll may not necessarily motivate high performing  employees to contribute at the level that businesses need to succeed. In order  to attain strong financial performance, organizations should shift more of  their compensation expense to a variable cost basis by redirecting their fixed-cost  base-salary dollars toward incentive awards for the highest performing  employees. Implementing a solid performance management program, which measures the  performance of an organizational and/or individual against pre-determined  criteria and goals, is a critical element to properly determining incentive  awards and the competitive positioning of base salaries.
The  total rewards investment likely represents the largest (or second largest) line  item expense for most businesses.  According  to Distributor Performance Benchmarking Report (MHEDA Journal, Fourth  Quarter 2008, Volume 37, No. 4),  payroll and associated fringe benefits account for 54.5 percent of total  expenses, and payroll costs are 1.2 times as large as all other expenses  combined. Just as boards and business owners can decide to emphasize direct  versus indirect compensation, they can also choose to allocate their direct  compensation investment to those employees contributing at the highest level. Businesses  that have accumulated very large payroll budgets can examine incentive  compensation programs as part of their effort to reduce overall compensation  costs.  A variable compensation model  also adds flexibility to a company’s  cost...]]></description>
		<dc:creator>RSM McGladrey</dc:creator>
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			<title>Under FLSA Flextime and Incentives Can Pose Challenges for Todays Employers</title>
			<link>http://mcgladrey.com/HR-Update/Under-FLSA-Flextime-and-Incentives-Can-Pose-Challenges-for-Todays-Employers</link>
			<guid>http://mcgladrey.com/HR-Update/Under-FLSA-Flextime-and-Incentives-Can-Pose-Challenges-for-Todays-Employers</guid>
			<description><![CDATA[(January 2010) Many would argue that this law is archaic and difficult to apply to today’s workforce. However, this does not prohibit the Wage and Hour  Division of the Department of Labor (DOL) from holding organizations  accountable for compliance. In fact, this agency collected over $140 million in  back wages for employees in 2008 alone. While all difficulties related to the  FLSA cannot be outlined within this article based on volume, the two points  below are common, and pertinent for today’s employers.
Flextime or telecommuting for nonexempt workers Employers are trying to attract, motivate and retain key  talent while workers are trying to meet demands for work-life balance. Flexible  work arrangements are becoming increasingly popular.  While these flextime programs provide benefits  to employers and employees they also can create a unique set of liabilities for  those employees who are nonexempt. Under FLSA regulations, nonexempt employees must  be compensated for all time worked “on the job” and are eligible for overtime  for time worked over 40 hours in a week.  In addition to flexible schedules, this rule  is often difficult to apply for nonexempt employees that have remote work  access.  All time worked must be tracked,  including such tasks as checking e-mail at night, responding to voicemails in  the car, or working via Blackberry on the weekends.]]></description>
		<dc:creator>RSM McGladrey</dc:creator>
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			<title>H1N1 Human Resources Issues</title>
			<link>http://mcgladrey.com/HR-Update/H1N1-Human-Resources-Issues</link>
			<guid>http://mcgladrey.com/HR-Update/H1N1-Human-Resources-Issues</guid>
			<description><![CDATA[(January 2010) Flu viruses can mutate into different forms,  creating new symptoms and the potential for more serious flu outbreaks.  Even as more H1N1 vaccine becomes available,  isolated cases of drug-resistant strains are appearing. To learn more  prevention tips and updates concerning the flu, visit flu.gov.
Human Resources must take an active role in their  organization’s contingency planning activities to help ensure the plans are effective.   Whether there is a formal business  continuity or continuity of operations program in place or contingency planning  is an informal process, people are the most critical element of any  organization.  Understanding the critical  functions, workloads, staffing needs and skill sets to keep your organization  operational are essential for any scenario that creates significant absentee  levels. Preparations can pay significant benefits regardless if the threat is H1N1  or another incident that creates staff absences.
Dealing with pandemics creates greater challenges  than seasonal flu outbreaks. Regulations, including the Family and Medical  Leave Act (FMLA), Americans with Disabilities Act (ADA) and various health care  and privacy acts provide guidance as well as regulatory challenges.  Get more information on ADA and pandemic preparations.]]></description>
		<dc:creator>RSM McGladrey</dc:creator>
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			<title>Reviewing Your Employee Handbook - Updates Your Company Should Consider</title>
			<link>http://mcgladrey.com/HR-Update/Reviewing-Your-Employee-Handbook-Updates-Your-Company-Should-Consider</link>
			<guid>http://mcgladrey.com/HR-Update/Reviewing-Your-Employee-Handbook-Updates-Your-Company-Should-Consider</guid>
			<description><![CDATA[(Fourth Quarter 2009) The past year has brought about a wave of changes in the employment arena. The expectations and requirements placed upon employers have continued to grow in virtually every area of employment including compensation, benefits and paid leave, among others. With these changes, it is important to review your current employee handbook and revise it with theses new policies.
While most organizations have an employee handbook, far too many have let their policy statements remain untouched or have not added in some key areas. We would like to suggest the following areas which likely need to be updated or considered for inclusion:]]></description>
		<dc:creator>RSM McGladrey</dc:creator>
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