Anonymous wrote:

Anonymous wrote:

Anonymous wrote:What's the key to finding an employee who's a good fit?

I think it's similar to finding a good boyfriend/girlfriend. Figuring out what's important to you, paying attention to red flags/warning bells, and having your friends (coworkers) meet them to get their opinion before you commit.

Have I hired a few duds? Absolutely. But you learn from it and make those hiring mistakes less and less the longer you do it.

What makes an employee a dud?

Usually a dud is someone who learned "It's important to make a good first impression," but didn't learn that they need to follow through AFTER that point. A dud is someone (guy or girl) who relies on their looks, and flirting/playing dumb to get and keep a job.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:Have you had complaints of people being retaliated against for taking time off (eg) for medical problems, pregnancy, etc. How did HR handle it? What was the resolution?

Not HR Bitch, but an in-house lawyer who works with HR. I have never gotten an actual complaint that was valid re retaliation. A lot of people who thought they were immune from discipline (or economic layoffs) because they had just come off mat leave, or were on FMLA intermittent leave, or whatever. I have, however, sent more than one annual review back to a manager before it ever got to an employee, because the manager mentioned FMLA-protected leave in a negative light (although it rarely seemed to impact the numerical score). Prevention worth a pound of cure, I guess.

I'm an I house lawyer too. Is it standard practice for you to look over the reviews?

Sorry, "in-house"

Anonymous wrote:

Anonymous wrote:Have you had complaints of people being retaliated against for taking time off (eg) for medical problems, pregnancy, etc. How did HR handle it? What was the resolution?

Not HR Bitch, but an in-house lawyer who works with HR. I have never gotten an actual complaint that was valid re retaliation. A lot of people who thought they were immune from discipline (or economic layoffs) because they had just come off mat leave, or were on FMLA intermittent leave, or whatever. I have, however, sent more than one annual review back to a manager before it ever got to an employee, because the manager mentioned FMLA-protected leave in a negative light (although it rarely seemed to impact the numerical score). Prevention worth a pound of cure, I guess.

I'm an I house lawyer too. Is it standard practice for you to look over the reviews?

I never understood why companies I worked for sometimes paid so much money to third-party search firms. Is it really that hard to find a good candidate for a VP position, especially in this kind of economy?

Anonymous wrote:

Anonymous wrote:Do you automatically devalue an application from someone who is not currently working (and would that opinion change if that person voluntarily left the last job, because a project wrapped up and there was no other role that was a good fit for them on the horizon at that company, and they were burned out and wanted a break before the next job)?

I absolutely used to. The thinking used to be, "What's wrong with you that you haven't had a job for so long?" But the recession has been a bitch and a half to so many people that if I maintained that thinking then I'd be passing up really great people, and the opportunity to help people out.

Now my thinking is, "What have you been doing with your time out of work?" I don't even mind if the answer is "I went traveling through Asia for two months for a total immersion experience in an effort to improve my Japanese" or something, even if we don't value that skill specifically. I want to hear that you brushed up on some skill, have been volunteering or mentoring, etc. Just give me the impression you've been doing something other than watching porn on the couch and taking breaks from that by watching Maury.

You sound very reasonable. Do you think this attitude is the norm now among HR people, or are you more of an exception?

Do you agree with the reviews employees post on glassdoor?

Anonymous wrote:

Anonymous wrote:What's the key to finding an employee who's a good fit?

I think it's similar to finding a good boyfriend/girlfriend. Figuring out what's important to you, paying attention to red flags/warning bells, and having your friends (coworkers) meet them to get their opinion before you commit.

Have I hired a few duds? Absolutely. But you learn from it and make those hiring mistakes less and less the longer you do it.

What makes an employee a dud?

Anonymous wrote:What's the key to finding an employee who's a good fit?

I think it's similar to finding a good boyfriend/girlfriend. Figuring out what's important to you, paying attention to red flags/warning bells, and having your friends (coworkers) meet them to get their opinion before you commit.

Have I hired a few duds? Absolutely. But you learn from it and make those hiring mistakes less and less the longer you do it.

Anonymous wrote:Do you automatically devalue an application from someone who is not currently working (and would that opinion change if that person voluntarily left the last job, because a project wrapped up and there was no other role that was a good fit for them on the horizon at that company, and they were burned out and wanted a break before the next job)?

I absolutely used to. The thinking used to be, "What's wrong with you that you haven't had a job for so long?" But the recession has been a bitch and a half to so many people that if I maintained that thinking then I'd be passing up really great people, and the opportunity to help people out.

Now my thinking is, "What have you been doing with your time out of work?" I don't even mind if the answer is "I went traveling through Asia for two months for a total immersion experience in an effort to improve my Japanese" or something, even if we don't value that skill specifically. I want to hear that you brushed up on some skill, have been volunteering or mentoring, etc. Just give me the impression you've been doing something other than watching porn on the couch and taking breaks from that by watching Maury.

Anonymous wrote:Have you had complaints of people being retaliated against for taking time off (eg) for medical problems, pregnancy, etc. How did HR handle it? What was the resolution?

Nope, not really. I've heard whispers of bitching here and there, and a few work-friends have complained to me. But when I've asked "is this a formal complaint to HR or are you bitching to a friend right now?" I always get told it's just complaining to a friend. There was a young girl having diabetes complications and honestly, she was SO sweet that everyone was very kind about pitching in to cover her.

There have been other situations where it hasn't gone as smoothly, usually when someone is either widely disliked or there was no notice before they took time off. I'm a fan of heading off problems by reminding people of what's expected of them, rather than waiting to find out they didn't and someone's having problems because of that. "You updated Kelly on how you've been handling that project you took over while she was out, right? Because part of handling it is giving it back in a way where she can pick it back up..."

Anonymous wrote:"Top HR executives with labor relations skills earned median total cash compensation of $299,100 in 2012, up $5,800 from 2011. Top HR executives without labor relations backgrounds earned an even bigger bump in pay. Their median total cash compensation was $254,000 this year, an increase of $20,100?from 2011, according to Towers Watson’s data"

The average mid size corporation that hires hr staff do not pay those salaries, and the average worker does not interact with the top hr executives.
So that position you quoted is the glass ceiling, end of the road for hr workers.
Can you tell me what kind of degree you need for that?

Anonymous wrote:"Top HR executives with labor relations skills earned median total cash compensation of $299,100 in 2012, up $5,800 from 2011. Top HR executives without labor relations backgrounds earned an even bigger bump in pay. Their median total cash compensation was $254,000 this year, an increase of $20,100?from 2011, according to Towers Watson’s data"

Lol. This is compensation at the best and largest companies. Your average HR sclub is not making even 100k per year.

"Top HR executives with labor relations skills earned median total cash compensation of $299,100 in 2012, up $5,800 from 2011. Top HR executives without labor relations backgrounds earned an even bigger bump in pay. Their median total cash compensation was $254,000 this year, an increase of $20,100?from 2011, according to Towers Watson’s data"

Anonymous wrote:Have you had complaints of people being retaliated against for taking time off (eg) for medical problems, pregnancy, etc. How did HR handle it? What was the resolution?

Not HR Bitch, but an in-house lawyer who works with HR. I have never gotten an actual complaint that was valid re retaliation. A lot of people who thought they were immune from discipline (or economic layoffs) because they had just come off mat leave, or were on FMLA intermittent leave, or whatever. I have, however, sent more than one annual review back to a manager before it ever got to an employee, because the manager mentioned FMLA-protected leave in a negative light (although it rarely seemed to impact the numerical score). Prevention worth a pound of cure, I guess.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:HR is an business overhead, therefore your salary prospects will always be limited.
Why are you not looking for other options

Money is not the only goal. I'm happy with my salary.

Salary prospects are actually really great for good HR people. Just check salary.com to see the range for Directors and VPs

So you think salary.com shows realistic salaries? Are the salaries at your corporation for open positions at that level

Pretty close. We pay slightly above average.