30704 research outputs found
Sort by
Distinguishing the Social Sector: A Buffalo-Niagara Labor Market Study
Full text linkThe study focuses on the two largest parts of Buffalo-Niagara’s social sector: nonprofit and government employers
When do Losers Become Leavers? Rejection and Turnover in Internal Talent Markets
Full text link[Excerpt] Internal talent markets (ITMs) are making a comeback thanks to tight external labor markets and the well-documented shortcomings of the “fire and hire” approach to staffing. While specifics vary, ITMs share three common characteristics: the internal posting of vacant positions, proactive measures urging employees to apply for available spots, and extensive screening procedures to winnow applicant pools down those most qualified for the jobs at hand. Studies show that, in contrast to less open internal staffing procedures, ITMs consistently produce superior hires who are more likely to remain with their firms, be more productive in their new jobs, and receive additional promotions later on. But ITMs have an inherent drawback: Each time they produce a “winner”, they simultaneously generate a number of “losers”; that is, a group of employees who applied for an available position but didn’t get it. Surprisingly, we know very little about how employees react to these rejections. This study aimed to correct this situation by analyzing data pertaining to 5,769 employees who lost out in one or more ITM competitions within a large U.S. based health services firm (hereafter HealthCo) between 2013 and 2017
Cost-of-Living Adjustments for Federal Civil Service Annuities
Full text link[Excerpt] Cost-of-living adjustments (COLAs) for the Civil Service Retirement System (CSRS) and the Federal Employees Retirement System (FERS) are based on the rate of inflation as measured by the Consumer Price Index for Urban Wage Earners and Clerical Workers (CPI-W). COLAs for both CSRS and FERS are determined by the average monthly CPI-W during the third quarter (July to September) of the current calendar year and the third quarter of the base year, which is the last previous year in which a COLA was applied. The “effective date” for COLAs is December, but they first appear in the benefits issued during the following January.
All CSRS retirees and survivors receive COLAs. Under FERS, however, nondisabled retirees under the age of 62 do not receive COLAs. Survivors and disabled retirees are eligible for COLAs under FERS regardless of age. CSRS pays a COLA that is equal to the percentage change in the CPI-W during the measurement period, but COLAs under FERS are limited if the rate of inflation is greater than 2.0%. If the rate of inflation during the measurement period is between 2.0% and 3.0%, the COLA under FERS is 2.0%. If inflation is greater than 3.0%, then the COLA for FERS benefits is equal to the CPI-W minus one percentage point.
Congress passed the first law requiring automatic COLAs for federal civil service retirement benefits in 1962, and it has adjusted either the formula by which they are calculated or the date on which they take effect more than ten times since then.
If consumer prices as measured by the CPI-W do not increase from the third quarter of the base year to the third quarter of the current calendar year, there is no COLA for annuities paid under CSRS or FERS. For example, from the third quarter of 2014 to the third quarter of 2015, the CPI- W fell by 0.4%. Therefore, no COLA was paid under either CSRS or FERS beginning January 2016.
From the third quarter of 2018 to the third quarter of 2019, the CPI-W increased by 1.6%. Therefore, beginning in January 2020, the CSRS COLA and the FERS COLA are both 1.6%
What Are The Best Practices for Recruiting and Retaining Skilled Production Workers?
Full text link[Excerpt] While the demand for production workers increases, negative public perceptions of manufacturing persist from “[y]ears of offshoring and reports of deteriorating conditions, along with some seriously irresponsible PR, has left the new generation of workers disenfranchised with the whole industry and less inclined than ever to join”. This is troubling as the need for these high-skilled workers are in increasing demand in all industries. In addition to being able to complete a more diverse set of tasks on the job, “[h]igh-skilled workers are more productive than low-skilled workers in the performance of all tasks and their relative productivity increases with the complexity of tasks”. There are many factors shifting the desire for highly skilled production workers, such as the globalized war for talent and scarcity of specific skill sets
What are Best Practices to Measure Employee Performance to Support Hiring Promotion With No Ratings?
Full text link[Excerpt] In the last decade, many large Fortune 200 companies began eliminating their annual performance reviews, citing multiple reasons such as being unfair, subjective, demotivating, and that reviews did little to improve the performance of employees. Additionally, managers often did not give honest or constructive feedback, viewing annual reviews as too time consuming and untimely in reporting feedback. As a result, many companies feel data is missing to make important personnel decisions. In order to make successful personnel decisions a company must continue to provide some sort of feedback in the absence of an annual review
Buffalo Niagara\u27s Union Members: Good Neighbors and Active Citizens
Full text linkIn honor of the 125th anniversary of Buffalo’s own, President Grover Cleveland, signing the law establishing the federal Labor Day holiday in the U.S., this report creates a current profile of labor union members in the Buffalo-Niagara region.
A unique contribution to the labor literature, the report draws on national consumer survey data and employs statistical methods to show that, relative to the rest of the region’s population, labor union members in Western New York appear to be more charitable, more active in volunteering, and more likely to report that they are happy with their lives and standards of living.
Supporting decades of existing work, labor union members were also found to have higher incomes compared to non-union workers.
Taken together, the evidence suggests that union membership might be a path to a more fulfilling, altruistic, and happy life in the Buffalo-Niagara region
Isolating Peer Effects in the Returns to College Selectivity
Full text linkThis paper asks how a student’s classmates affect her returns to college. We exploit a “tracking” admission system at a selective Colombian university that led to large differences in mean classmate ability for students in the same programs. In a regression discontinuity design, we find that students in higher-ability classes were more likely to fail courses and drop out, and had lower earnings one decade later. Testable predictions from a human capital model with peer externalities show that individuals learned less in more able classrooms. Our findings suggest that exposure to higher-ability college peers can harm an individual’s career trajectory
How do Global Organizations Build Employee Advocates Who Champion Their Brand
Full text link[Excerpt] Increasingly job applicants are focusing more on the image of the companies that they are applying to. 54% of online job seekers read company reviews before deciding to join and 75% of job seekers consider the employer brand before deciding to apply to a job. A staggering 69% of would-be employees would not accept a job from a company with a bad employer brand even if the alternative was no job at all. Additionally, positive employer brands can have positive effects on a company\u27s bottom line. A study found that positive employer brands can lead to reductions in turnover and cost-per-hire, as well as an increase in qualified applicants and time to hire. These statistics show the strategic importance of focusing on an employer brand that delivers for potential applicants. In the following research we will determine the best strategy for building an employer brand through a company’s own employees
How is Talent Acquisition Organized at Other Global Companies?
Full text link[Excerpt] Global, high performing companies are seeking to reduce transactional work in talent acquisition and improve incoming employee experiences. One solution for this, is for companies to integrate talent acquisition into their HR Shared Service centers. Another solution, is for companies to develop cloud-based HR systems, to integrate talent acquisition with other HR functions globally.
Companies may also adopt agile operating models, recruitment outsourcing systems or use AI recruitment tools. No matter what, when going through talent acquisition transformations, companies should consider how to integrate internal talent mobility and the risks associated with new technologies
metajelo: A Metadata Package for Journals to Support External Linked Objects
Full text linkWe propose a metadata package that is intended to provide academic journals with a lightweight means of registering, at the time of publication, the existence and disposition of supplementary materials. Information about the supplementary materials is, in most cases, critical for the reproducibility and replicability of scholarly results. In many instances, these materials are curated by a third party, which may or may not follow developing standards for the identification and description of those materials. As such, the vocabulary described here complements existing initiatives that specify vocabularies to describe the supplementary materials or the repositories and archives in which they have been deposited. Where possible, it reuses elements of relevant other vocabularies, facilitating coexistence with them. Furthermore, it provides an “at publication” record of reproducibility characteristics of a particular article that has been selected for publication. The proposed metadata package documents the key characteristics that journals care about in the case of supplementary materials that are held by third parties: existence, accessibility, and permanence. It does so in a robust, time-invariant fashion at the time of publication, when the editorial decisions are made. It also allows for better documentation of less accessible (non-public data), by treating it symmetrically from the point of view of the journal, therefore increasing the transparency of what up until now has been very opaque