Human Resources Management

Think Self-Evaluations Aren’t Important? Think Again.

Friday, January 2nd, 2015

user centric

There are a variety of ways to make your performance reviews more powerful; one of the best ways is to integrate the use of self-evaluations. While self-evaluations should already be part of your human resource management system, some managers don’t take advantage of them. Self-evaluations may seem unimportant at first, but they can positively affect performance and morale at your dealership in many ways. By pairing your performance review with self-evaluations, your dealership can experience the following positive results:

Does being an at-will dealership employer mean you can fire anyone at any time?

Friday, December 26th, 2014


Dealers nationwide have suffered penalties from not following “just cause” when terminating employees. A corner-stone of traditional labor law, just cause has implications that warrant consideration; many dealers feel that they can simply terminate any employee if their business is in an at-will state, but sometimes that’s not true. Just cause is defined as a standard that employers must meet to justify termination.

How Should You be Preparing for Year End?

Wednesday, December 17th, 2014

As 2014 comes to a close HR also has year-end responsibilities. The most important year-end preparation revolves around compliance, benefits, and payroll administration. Ensuring that the following list is completed at the end of each year allows you to start off the new year with a clean slate and also allows you to keep track of when these tasks are completed so that you stay up-to-date:

Millennials: Why Should you Offer Options?

Wednesday, December 3rd, 2014


Millennials like to feel that they are in control of their career. They also like diversity. There are many opportunities for organizations to enhance the decision-making abilities for their employees and soon-to-be employees. One of the most desired options an organization can offer employees would be with regard to vacation time. Most millennials expect to only be offered 1-2 weeks of vacation when entering the workforce after college. As mentioned previously, salary is not a millennial’s top criterion when searching for jobs. Organizations need to leverage this fact. One option would be to give the employee the choice of more money or more vacation time. An example would be to allow the applicant to negotiate making 5 percent less for an additional week of vacation. One company goes so far as to allow employees to make 80 percent of their original salary for five years in order to take a complete year off their sixth year of employment (Burchell and Robin 2011). Considering the average length a millennial currently stays with an organization is 2.3 years (Bureau of Labor Statistics 2013), this option could serve as a way for organizations to retain millennial employees longer. Although not all millennial employees will take advantage of these types of options, they are good examples of how organizations are thinking of creative ways to customize options for the millennial generation.

Want to Attract Millennials? Be Flexible.

Tuesday, November 25th, 2014


An organization’s ability and conviction to creating a flexible work environment will be a key factor to attracting and engaging millennial talent. As previously mentioned, technology has changed the landscape of the traditional 9-to-5 office career. With the ability to work from anywhere at any time, millennials expect such freedom. With that said, flexible work environments can benefit both employee and employer. AT&T is a good example of a company that has experienced benefits for supporting flexible working environments. As a result of AT&T developing a telecommuting program, the company experienced less than half the turnover rate of the virtual office employees compared to the general salaried employees, and “ $150 million in extra hours of productive work from teleworkers” (Bednarz 2005). Also, for the socially conscious millennials (Raines 2002), teleworking is touted as a method of saving gasoline and reducing traffic congestion (Buzzanell and Hylmo 2002). Millennials seek employers whose values are in alignment with their own. By providing teleworking options to the millennial generation, organizations demonstrate that do share similar values with the millennials.

Strategies for Organizations to Engage the Millennial Generation

Wednesday, November 19th, 2014


Employee engagement should be a priority for all organizations. A recent survey conducted by Gallup found that the majority of employees worldwide (63 percent) are “not engaged,” meaning they lack motivation and are less likely to invest discretionary effort in organizational goals or outcomes (Gallup 2013). Engagement is extremely important to companies, as high level of engagement in employees correlates directly to higher productivity. With millennials set to make up 75 percent of the workforce in the next ten years, it is critical that organizations find ways to engage them.

Millennials – Expectations in the Workplace – Part 2

Wednesday, November 12th, 2014


Last week we discussed that millennials desire to work-life balance, flexible work schedules, and constant feedback and praise. However, that’s not all. Note the following to understand all of the needs millennials have in the workplace:

Millennials – Expectations in the Workplace – Part 1

Thursday, November 6th, 2014


Now that you know what a millennial is and what their valuable traits are, it’s important to understand what they expect in the workplace. If you can provide these things, it will be easiest to hire and retain millennials.

Millennials – Most Tolerant Generation

Wednesday, October 29th, 2014


As mentioned previously, millennials have access to global information. This accessibility to information has helped shape their global perspective. In addition, millennials are the most inclusive and diverse generation in U.S. history (Keeter 2009). Because of their diversity and access to global information, millennials’ attitudes and experiences with race are dramatically different from earlier generations. There is essentially universal acceptance among millennials. Ninety-four percent of millennials approve of interracial dating and marriage, versus just 56 percent of white 18- to 25-year-olds polled in 1987-1988 (Pew Research Center 2007).

This tolerance bodes well for millennials in the workplace. Millennials are more willing to work in teams and create better working relationships with their peers. Semi-autonomous and self-managed work teams have been shown to enhance innovation, increase productivity, and lower personnel costs (Lawler and O’Toole 2006). Because of this, organizations are realizing the added value of millennials’ desire and ability to cultivate collaborative working environments.

Millennials’ acceptance to different races, ethnicities, gender, and sexual preferences have permitted them to communicate across boundaries that were set by previous generations. This openness has allowed for greater communication and collaboration in the workplace. In addition, millennials’ ability to not only foster this type of collaboration but prefer it, has prompted organizations to take a closer look at how they design responsibilities, work teams and groups for the millennial generation. Organizations are realizing that understanding the desires and expectations of the millennial generation will be vital to their ability to develop strategies to better engage them.

Do you want to read the entire whitepaper on Millennials in the Workforce: Creating a Mutually Beneficial Relationship? Download it now:


KPA Tami Boyer is a Sr. HR Client Advocate for KPA’s HR Management product line. Tami is a veteran of the United States Army and has previously worked as an HR Manager for Department of Defense contractors. Tami is PHR certified and has a Master’s Degree in Human Capital Management from the University of Denver.

The Socially Conscious Millennial

Wednesday, October 15th, 2014

young business man

Millennials care about the world around them. Due to easy access to world news and knowledge of events occurring in all parts of the world from social media, millennials have taken a keen interest in finding ways to remedy the world’s social issues. As a result, they are also looking for employers to do the same. Millennials are bringing their social values into the career equation by placing a premium on an employers’ reputation for social responsibility and the opportunities those companies and organizations provide their employees to make a positive impact on society (Nunn 2011). In fact, outside of the high-tech sector, the employers that were most appealing to millennials as a place to work were those whose mission is to change the world for the better (Brookings 2013). The millennial generation is holding themselves as well as employers to a higher standard of social responsibility.