One year ago, Aon Corp. completed its $4.9 billion acquisition of Hewitt Associates Inc., Aon's largest acquisition and the biggest deal ever involving a benefits consultant. The transaction, in which Aon merged its Aon Consulting unit with Hewitt Associates, brought together two firms with different strengths, with Hewitt more focused on the large employer market and Aon Consulting more focused on the middle market. Aon Hewitt Inc. is based in Lincolnshire, Illinois, which was Hewitt's headquarters. Coinciding with the one-year anniversary of completing the transaction, Baljit Dail and Kristi Savacool, both CEOs of Aon Hewitt, discussed a variety of issues with Business Insurance Editor-at-Large Jerry Geisel. Read More
Sadly, some business leaders pooh-poohed the call for payroll tax relief and a tax credit for hiring the long-term unemployed with what amounted to a kind of whining. Let's hope the employer community reacts more positively to the president's safety net legislation.Read More
A low pass rate on exams and high cost for study materials have HR practitioners seeking to earn their credentials questioning the blurry relationship between SHRM and HRCI.Read More
Some jobs require certification, though other companies say they want nothing to do with an HR practitioner with an acronym after their name. HR Certification Institute officials say that while certification has long been preferred, it is now a requirement for some jobs, thus fueling demand for the credentials.Read More
How do I approach a new employee that I suspect may be drinking prior to arriving at work?
My employer wants to embark on an employer branding exercise to attract potential employees. How do I go about doing this and what does it entail?
—In the Dark, senior manager, human resources, manufacturing, Pahang, Malaysia
How do we manage a disparity in pay levels? We are raising pay rates for employees to be more in line with our competitors. However, this hasn’t eased our recruiting difficulties very much. In addition, management is considering raising pay yet again for new recruits, but we are understandably concerned that such a move would make pay for new workers nearly equal to employees with two to three years of experience. This would also affect the pay of people with even longer tenure. Obviously, whatever we decide will affect both our retention of high performers and our recruitment of top talent. We don’t want to get hung up on this issue, but feel caught in the middle. Is there a way out that satisfies all sides?
I have good experience doing technical work, but I am finding it difficult to get my subordinates to follow my technique and style. I see this with others in my position. I believe it is because our senior management does not provide continuous training for managers. What will help me improve my influence?
How can I get my managers to complete performance reviews in a timely manner? Their approach is pretty scattershot and that makes it hard for us to evaluate talent.
I am working for an HR consulting firm. My CEO has hired me for business development here. He does not know anything about HR but claims to be an expert. What am I supposed to do in such a situation?