OMB delays EEO-1 pay reporting requirements: The Office of Management Budget’s Office of Information and Regulatory Affairs announced yesterday evening that the pay reporting requirement of the EEO-1 will be delayed and not required in the March 31, 2018 EEO-1 reporting cycle.  The EEOC confirmed that the standard EEO-1 report is to be filed by March 31, 2018. However, federal contractors still must file the VETS 4212 report by September 30, 2017.

OFCCP signs off on early retirement or voluntary separation incentives:  The Office of Federal Contract Compliance Programs (OFCCP) initiated early retirement or voluntary separation incentives.  Assuming that the Senate budget follows the House budget, OFCCP is expected to lose $10 million from $104 million to $94 million in funding.  The House budget follows President Trump’s proposed budget, which had cuts of $20 million for the Agency.   How the agency “right sizes” under the new budget constraints remains to be seen, but it is expected to have a headcount of under 500, which would impact the number of audits that may be scheduled. 

Employee reward programs still popular: According to a WorldatWork survey, 89% of organizations remain bonded to their recognition programs, with 65% of organizations offering between three and six different programs. Individual and department/team-specific programs are also commonplace, at 69% and 67% respectively. The top five recognition programs have ranked the same since 2013: length of service (85%), above and-beyond performance (77%), programs to motivate behaviors associated with the business initiatives (51%), peer-to-peer recognition (49%), and retirement (34%). 55% of organizations have a written strategy in place to guide their recognition programs, and 95% say that strategy aligns with their larger organizational strategy. The main objectives of recognition programs continue to be: recognizing years of service (79%), creating/maintaining a positive work environment (77%), and creating/maintaining a culture of recognition (76%).  78% of organizations feel their recognition programs are meeting these objectives.  To measure recognition programs, 57% of organizations use employee satisfaction surveys, and 52% rely on usage rates and/or participation rates.   Source:  WorldatWork May 2017

Employers find ROI with wellness programs: More than nine in 10 organizations offer at least one physical wellness initiative, according to the Workplace Wellness Trends 2017 survey from the International Foundation of Employee Benefit Plans (IFEBP).  On average, organizations have had their programs in place for 7.6 years. Three-quarters indicated they offer wellness initiatives primarily to improve overall worker health and well-being, while one-quarter aim to reduce or control health-related costs.  The survey found the conditions having the greatest impact on employers’ health plan costs are diabetes (41%), cancer (33%), arthritis/back/musculoskeletal issues (32%), and obesity (29%).  The top barriers for implementing wellness initiatives include: Workers finding time to participate – 39%; Dispersed worker populations – 27%; and Keeping momentum going – 26%.  Three-quarters of respondents use some type of wellness incentive, including gift cards and non-cash incentives. Most organizations with knowledge of the return on investment (ROI) of their wellness programs have found between a $1 and $4 return per dollar spent, with an average of $2.28. 92% state their wellness efforts are a success.  The 2017 ASE Healthcare and Insurance Benefits Survey shows that 31% of Michigan employers utilize a wellness program as a cost containment strategy.  Source:  PlanSponsor August 2017, ASE Healthcare Insurance Benefits Survey

Move to open floor plan popular for employers, not employees: According to a Robert Half survey on the optimal office space setting, employees polled said open floor plans are among the least productive and most stressful work environments.  While 65% of workers surveyed conceded that open floor plans help with collaboration, they also said that other office configurations, including private offices (60%), semi-private cubicles (68%), and a combination of open and private spaces (69%) can be collaborative. Employees who work in open floor plans and semi-private cubicles cited the lowest productivity levels due to their workspace. Workers with private offices cited the highest levels of productivity.  One-third of professionals working in private cubicles said their workspace configuration hinders collaboration.  59% of those with private offices said their workspace makes them feel relaxed. Those working in semi-private cubicles and open floor plans reported the most amount of stress (31% and 25% respectively) due to their workspace configuration.  Source: Robert Half 8/23/17

Job hopping may have negative impact on career: These days, job-hopping is practically a rite of passage, and changing jobs is something the typical worker will do 12 times throughout his or her career. The motivating factor behind switching jobs is generally money, and maybe a title boost. While staying at the same company will get the average U.S. worker a 3% pay increase, those who move on to new companies are likely to see their earnings grow nearly a percentage point more than that. Financially, a higher salary may be offset by loss of benefits.   For example, though an estimated 92% of companies that sponsor a retirement plan also offer a 401(k) match, depending on the employer's payment schedule, the job hopping employee may lose out on that match and may not make it up with the new employer. Healthcare is another area where job hoppers could lose out.  If healthcare is less generous, the job hopper may pay more for less coverage.  Therefore, retention programs focusing on high performers need to point out the differences employees may experience financially if leaving the job. Further, the internal marketing message should be strong on the losses employees may experience when job hopping.  Source: The Motley Fool, 8/28/17

Chatbots – artificial intelligence changing the recruiting function:   Imagine a recruiting solution that takes care of the most boring, tedious parts of the job, like sourcing, screening applicants, and scheduling interviews.  Chatbots have been around for a long time, but they are becoming more sophisticated.  Communicating with candidates in one-on-one, instant messaging conversations on platforms like Facebook Messenger and text messages, chatbots can ask candidates about their experience, answer common questions, and collect all kinds of info and inquiries for a human recruiter to review. They can parse resumes and ask for clarifications. They can also answer basic questions and even make sarcastic quips. Chatbots can complement or even replace your traditional application form, interacting with candidates immediately to get their experience and qualifications.  For example, rather than filling out a lengthy application form, chatbots can prompt candidates for the same information in the form of a user-friendly text-based conversation. And while up to 74% of candidates drop out after starting the application process, chatbots can actively remind them to finish answering questions and collect incomplete information, unlike a static application form.  After the first contact, bots can provide status updates, schedule an interview, or even reject candidates.  A downside is that a recent survey of job seekers shows the 82% say they’re often frustrated by an overly automated experience, and 87% agree technology has made the job search process more impersonal.  But the future is coming and technology is leading it. Siri or Alexa may be your next recruiter. Source:  Linkedin Talent Blog 8/21/17