Horizon Point Consulting

Category: Human Resources

We know HR. Read our Human Resources blog archives for stories and best practices from our work with real clients and personal experiences in the world of HR.

  • AI Isn’t Replacing Jobs, Rather, It’s Writing Them

    AI Isn’t Replacing Jobs, Rather, It’s Writing Them

    This week we continue our exploration of AI. I must admit, I’ve been hesitant to give AI a chance. Given the ethical and legal concerns with its use and my own personal worries about whether it can perform for my needs, I saw no reason to engage with it. These past few weeks however, I’ve been testing its applications within the work place for HR-related tasks.

    Recently, I’ve been working on a compensation project that involved pulling market data, and reviewing job descriptions. I felt it would be a good opportunity to test AI and its research and writing capabilities. In recent months, ChatGPT, a Large Language Model AI developed by OpenAI, has undergone several updates providing it with new capabilities outside of just writing. One such new feature includes doing internet research, but how accurate is it?

    To test this, I enlisted my tech-savvy kids to ask ChatGPT for market data at the 25th Percentile in Huntsville, AL for a Market Assistant. Below I’ve attached screenshots of their results.

    When asking the same question, they both get slightly different answers. And when double checking their results, it seems that ChatGPT provided inaccurate information. Visiting the link it provided, it tells us that the range for the position as a whole is actually $46,530 to $58,286. See here for yourself: https://www.salary.com/research/salary/listing/administrative-assistant-salary/huntsville-al

    Comparing the ChatGPT results to CompAnalyst (Salary.com’s paid wage database) I found that the average salary for an Administrative Assistant for the 25th percentile in Huntsville is about $35,000, which aligns with the result one of my kids got, however, it doesn’t align with the source provided, so we’re unsure where this information is coming from. The results my other son got, $39,502 aligns with the median rate provided on CompAnalyst, which was $39,900. 

    Next, I decided to see how well ChatGPT wrote job descriptions. So, I asked ChatGPT to write a job description for an entry level GIS Analyst. The results were actually pretty decent. The job description had a well written summary of the role, accurately outlined key responsibilities, and specific qualifications including the requirement to know specific GIS software including ArcGIS and QGIS. ChatGPT also included the benefits offered by the employer and outlined the application process. My favorite part though is that ChatGPT even included an EEO statement. What it lacked was information on the physical requirements of the job and the work environment, so I decided to test it out on a job that requires more physical ability – a police officer. But once again, ChatGPT didn’t include any information on the physical requirements or work environment of the role. 

    These were just two simple tests of ChatGPT and how it could benefit HR professionals. Having given it a try, I do believe that AI can be beneficial to HR and help create a starting point for many HR tasks. However, the key takeaway for me is that AI is a starting point, it’s a tool to help aide you but you still have to do work – research the data you obtain through AI, review that document you have AI create for you for accuracy, compliance, and best practices, and remember that you are still responsible for the liability that using AI can create. 

  • Legal Update

    Legal Update

    We are only in May and already we have seen a number of employment law updates this year that have a huge impact on employers. Johnson, Paseur, & Medley, LLC shared the info in the images below with us:

     

    Fair Labor Standards Act

    The #1 change everyone is talking about and preparing for is the recent update to FLSA. Effective July 1, 2024, the salary threshold for a position to be eligible for exempt status will increase to $43,888 ($844 per week) and will increase again effective January 1, 2025 to $58,656 ($1,128 per week). This is almost a 65% increase in the threshold and will have a significant impact on many employers and employees. In addition, the highly comped threshold will increase from $132,964 to $151,164 effective January 1, 2025. 

    As the first deadline is quickly approaching, employers should be reviewing the current salaries of all exempt staff to determine how many employees this will impact and how to proceed with each position. Below are a few things to consider:

    • If an employee’s current salary is close to the new January 2025 threshold, would it be more beneficial to increase their salary to meet the new requirement. 
    • If an employee’s current salary is between the July 2024 and January 2025 thresholds, when should you move them to a non-exempt status and how far in advance should you communicate that change to the affected employees? 
    • For those employees that you will need to convert to non-exempt, is moving them to a salary non-exempt position the right option for your organization? This means that you guarantee an employee their full salary for hours worked up to 40, but would still be required to pay them overtime for hours worked in excess of 40 per work week. 
    • When do you need to have these converted employees set up in your timekeeping system so that they can begin to track their hours, and do you need to schedule training for these employees on how to use the timekeeping system? 
    • Does your organization have highly comped employees who will be impacted by the threshold increase and if so, what is the best way to navigate that impact? 
    • And the biggest question employers must ask is what financial impact will this change have on your organization and how can you mitigate that impact? 

    Also, employers need to be prepared for the long-term effects of the most recent FLSA changes, as it also includes an increase every three years, with the next increase going into effect July 1, 2027. The rate of change has not been determined and will be calculated every three years based on current calculation methods, so the full impact of future increases is still unknown. 

    To assist employers with understanding the new FLSA rules, the Department of Labor has scheduled two webinars that employers can sign up to attend for free. 

    Non-Compete Agreements

    In April, the Federal Trade Commission (FTC) issued a ruling banning most non-competes effective September 4, 2024. This ban includes non-competes for all employees, including senior executives. Current non-competes become null and void for most employees, with the exception of senior executives. If senior executives have a current non-compete, they can remain in force if those individuals earn at least $151,164 and are policy makers. However, effective September 4th, no new non-competes can be entered into with senior executives. 

    As part of this ruling, companies who have current non-competes in place will be required to notify all employees, excluding those current senior executives, that the non-competes will be null and void effective September 4, 2024. To aid in this effort, the FTC has provided sample language employers can use. 

    While employers can no longer utilize non-compete agreements, there are alternatives to help protect proprietary information, such as a non-disclosure agreement or confidentiality agreement. In addition, Federal Trade Laws provide a great deal of protection to employers. 

    EEOC Guidance on Harassment in the Workplace

    A few weeks ago, the EEOC released final guidance for employers on the legal standards and employer liability that apply to harassment claims. This new issuance was designed to update and consolidate the previous five guidance documents issued between 1987 and 1999. Since the last guidance was issued, there have been significant changes to discrimination laws, including the landmark decision in Bostock v. Clayton County (2020) in which the Supreme Court ruled that sexual orientation and gender identity were protected under Title VII. 

    The newly issued guidance includes a significant number of examples to illustrate various forms of harassment and discrimination, not only from coworkers, but also from vendors, customers, and other third parties. It also addresses the changes in the workforce, such as remote work, increased use and modernization of technology, and social media harassment. 

    In addition to these changes, there have been some significant guidance documents released recently, as well as a significant decision by the Supreme Court that impacts discrimination claims. 

    What to Watch For

    In addition to the updates above, there are a number of items that HR professionals and business leaders should keep on their radar this year. 

    If you like to learn about Employment Law, you might enjoy these blogs too:

  • Open the Door and Expose Toxic Workplace Cultures

    Open the Door and Expose Toxic Workplace Cultures

    Last week I had the absolute pleasure of attending NASHRM’S 2024 Spring Workshop supporting my team member Lorrie Coffey. She gave an energizing presentation on Handling Toxicity in the Workplace, complete with getting knocked upside the head with a Horizon Point lightbulb stress ball. So, what does a toxic workplace look like? Let’s open the door and expose toxic workplace cultures.

    Lorrie started off by giving the definition of toxic and said that it’s an extremely harsh, malicious or harmful quality. She went on to give examples from social media of people talking about their current workplaces. One employee said, “I’ve literally been berated and to a point, what I could consider verbal abuse” another described their situation by saying that their anxiety was through the roof. So, what creates a toxic environment and causes people to leave?

    According to Career Plug, the percentage of employees in 2022 that have experienced a toxic workplace by age group are: 88% (18-34 year olds), 90% (35-44 year olds), and 79% (45 + years old). Notice the fact that 45 and up didn’t have as much experience with a toxic culture or did they? Lorrie pointed out that it could be that most CEO’s are in that age range, and who wants to report that they are experiencing a toxic environment when they are the one in charge?

    There are tell-tale signs of a toxic culture including increased negativity, turnover, dysfunction, stress, gossip, and competitiveness. On the other hand, there is a decrease in morale, productivity, attendance, trust, health, and feedback. Who then creates this toxicity?

    Why should leadership care? Big picture, it impacts the bottom line. During the middle of the presentation one of the participants asked, but what if the toxic person is a leader? If it the toxic person in question is a leader, you have tools to use:

    • Set boundaries
    • Constructively confront them
    • Keep emotions in check
    • Document, document, document
    • Recommend external leadership training/executive coaching 
    • Terminate (them or you)

    How do you improve a toxic culture? Maslow’s Hierarchy of Needs is what Lorrie recommends.

    • Work-life balance
    • Teamwork & Communication
    • Work on psychological safety
    • Feedback & recognition
    • Respect
    • Fairness & consistency
    • Growth opportunities
    • Leadership & staff training

    Check out Lorrie’s presentation in full on our What’s Up page.

  • Open the Door to Communication, Encouragement & Relationships

    Open the Door to Communication, Encouragement & Relationships

    We have an active group text at HPC. It is rare for a day to go by that I’m not receiving (or sending) a text from (or to) our team. The content varies – a funny meme, a word of encouragement, a link to an innovative podcast or book, or a picture of a new pet. The subject of the messages change daily, but the intent does not. The constant stream of communication conveys how we encourage one another, share ideas and help us become a stronger team.

    As with most success stories, our team dynamic starts from the top. Our President/CEO is a servant leader who actively listens, communicates and builds relationships. I’ve often said “she makes me want to be a better person.” She truly has a heart for others and opens her home, her door, her table to everyone. The best example I can think of when reflecting on opening the door to communication, encouragement & relationships is our monthly one-on-one meetings. Those conversations are full of encouragement and enlightenment, and they always leave me feeling ready to conquer the next month along with all the projects & challenges that go along with it.

    How do you improve your communication skills? Check out Lorrie’s tips here:

    Make it Effective … Improve Communication Within Your Organization

    To learn more about building relationships, read insights from Jillian’s blog:

    What’s Relationshipping, & How Do I Do It?

    How do you open the door to communication, encouragement and build relationships? Check out What We Do at HPC, and let us know how we can help!

  • Let’s Move Away from Cowardly Leadership in 2024

    Let’s Move Away from Cowardly Leadership in 2024

    I can’t think of one person I know that loves conflict. Let’s be honest, it’s uncomfortable. However, conflict is a crucial part of leadership. And there are ways to address conflict that provides growth to everyone involved in the situation.

    Last year, I had more conversations than I can count about cowardly leadership. These were not necessarily with HPC clients, but with people in general – family members, friends, colleagues, etc.

    As I write this post, I want to reflect on leaders I’ve encountered in my career, ones who avoided conflict at all costs. I’ll also offer tips for moving away from cowardly leadership.

    First, check out this article from RonEdmondson about 7 Characteristics of Cowardly Leadership.

    A family member who confides in me about his work environment has a manager who has great potential as a leader. However, he avoids addressing issues/conflicts. For example, one employee is suspected of making choices on the job that results in an unsafe work environment for everyone involved. It has been going on for years. I consulted Lorrie, our legal guru on staff, about the situation. She gave me the best tips to share with my relative. Number one was documentation and two was addressing the issue at hand, i.e., not avoiding conflict. These actions allow the leader to address the situation and make choices that show all employees they care about their well-being above the organization or avoiding conflict.

    The second leader I want to share about is someone I encountered in my work career. As a manager, “Hannah” seemed to have a personal conflict with a direct report. She just did not see eye to eye with the employee. She pushed for an assessment and feedback session in an effort that seemed to blindside the employee. As a result, nothing was resolved. My recommendation was to provide feedback, develop an employee action plan and work through the issues to help the employee thrive (and grow as a leader simultaneously).

    Leadership is hard, but it can be so rewarding as well. Here are some leadership blog posts from The Point Blog that offer great tips to growing your leadership skills:

    Caring About Someone You Can’t See-Empathy in Leadership

    Servant Leadership

    4 Leadership Habits to Schedule

    10 Books Leaders Need to be Reading

    4 Reasons Why Bad Experiences are the Best Lessons in Leadership

    Did you know we offer coaching for executives and managers? Reach out to us today if we can help!