Category Archives: Employment Practices

Outbound Email and Data Loss Prevention in Today’s Enterprise, 2008

Source: Proofpoint, May 2008

From the press release:
In its fifth-annual study of outbound email and data loss prevention issues, Proofpoint, Inc. found that large enterprises continue to incur risk from–and take action against–information leaks over outbound email, as well as newer communications media such as blogs, message boards, media sharing sites and mobile devices.

41% of Large U.S. Corporations Employ Staff to Read Employee Email; 26% Terminated Employees for Email Policy Violations in the Past Year

11% Of U.S. Companies Disciplined Employees for Improper Use of Blogs/Message Boards; 13% for Social Network Violations; 14% for Improper Use of Media Sharing Sites

E-Mail Policies of the 50 States: A Content Analysis

Source: Shamima Ahmed, Public Personnel Management, Spring 2008

E-mail has become one of the most common means of office communication. It has also become a risky and potentially costly mode of communication. A well-written e-mail policy is a major safeguard for employers against the intentional and unintentional abuse of office e-mail privileges. A growing body of literature offers suggestions on the essential components of an e-mail policy. In this article, the author compares the 50 states’ e-mail policies with these components to assess their adequacy. Only two states’ e-mail policies have 10 of the 11 components. Furthermore, none of the states’ policies clarify the grievance process for e-mail policy violations.

Human Resources Flexibilities and Authorities in the Federal Government

Source: Office of Personnel Management, January 2008

From the summary:
This page includes the updated and expanded Handbook titled, Human Resources Flexibilities and Authorities in the Federal Government. The Handbook is a practical guide to the options available in current law to help you recruit and hire a diverse and high performing workforce, set a strategic direction through workforce planning and organizational realignment, and unleash the potential of your organization. OPM encourages you to use these existing flexibilities to strategically align your human resources management systems with your mission. You may be surprised to discover how flexible title 5 is in meeting your organizational needs.

Navigating Pennsylvania’s Dynamic Workforce: Succession Planning in a Complex Environment

Source: Kimberly A. Helton and Robert D. Jackson, Public Personnel Management, Vol. 36 no. 4, Winter, 2007
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Through its workforce and succession planning efforts, Pennsylvania is committed to proactively indentifying, preparing for and maintaining pools of well-trained and motivated state government employees to assume critical positions of leadership. But the concept of leadership extends beyond senior-level positions within agencies. The goal in Pennsylvania is to improve leadership capabilities in every work unit and to encourage all employees to use their skills to build stronger teams. Leadership at all levels means equipping employees with the tools, skills and expectations to communicate effectively and foster leadership at every organizational level. Leadership at all levels ensures that no lack of business continuity results from staff departures such as retirements, resignations, promotions or reassignments or other situations in which an individual is unable to or unwilling to continue his or her role within an organization.

Alternative Employment Practices: A Call to Arms

Source: Joel P. Rudin and Kathryn L. Gover, Labor Law Journal, Vol. 58 no. 1, Spring 2007

In this article, we first discuss the unstructured interview, which is the most common hiring technique. Cognitive ability tests provide a demonstrably better alternative causing less disparate impact. Then we turn to informal mentoring, the most common promotion technique. Assessment centers provide a demonstrably better alternative causing less disparate impact. There appears to be no basis in the law allowing employers with disparate impact, either in hiring through unstructured interviews or promotion through informal mentoring, to refuse to adopt these alternatives.