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2015 IRS Limits Announced

The IRS has announced the benefit contribution limits for tax year 2015.

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The Changing Nature of Work and the Worker – Part 1

It is no surprise that employers globally have noted a change in how work gets accomplished, but they are just beginning to notice that their workers may not have the same approach, demographics, or attitudes of their former employees from four decades ago. In the first of this series, we explore the demographic shifts and trends over the next decade and beyond.

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Posted on October 17, 2014 by Gary B. Kushner, SPHR, CBP, President and CEO

HR Strategy: It's Not Just for Big Organizations Anymore - Part 1

Most (but not all) large organizations around the globe get it: linking their human capital strategies to both the way the organization competes in the marketplace as well as that organization’s specific strategic goals and objectives not only makes sense, it’s a requirement of success. Unfortunately, many small and mid-sized organizations seem not to have received that memo, and view HR as purely a tactical/operational entity, devoid of any tie to a strategy, designed solely to make sure that the organization is compliant with the myriad legal and regulatory requirements. But as not just HR professionals, but senior leaders in almost every organization know, the day-to-day operational aspects of HR must be tied directly to advancing and accomplishing specific HR strategies that will allow that organization to succeed in the marketplace.

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Posted on March 28, 2014 by Gary Kushner, SPHR, CBP

Why Are Organizations Constructed by Functions?

In the old days before telephones and electric typewriters and certainly before the advent of computers and the internet, people were not only the instrument for delivering organizational processes they often were the process. This framing makes sense for developing a management infrastructure that revolves around the expertise of the processes that one represents. The historical learning curve was so high (think apprenticeships) that there was an efficiency gained by having people accomplish very large volumes of work through their specialized expertise. Historically, these approaches were the only way to create, capture, and pass-on a high level of expertise.

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Posted on November 25, 2013 by David Bowman, COO, Kushner & Company

Older Workers and New Assumptions

Consider the following scenarios, and the impact these might have on your organization:

• An older employee is not performing up to standard. He hasn’t been coached because everyone thought he would retire soon.
• A young manager is resisting hiring older workers for IT roles, and refers to them as “old geezers.” Many of the IT positions have been unfilled for six months or more.
• Boomer caregivers experience the challenge that is typical of this “sandwich generation”—having to provide care for children, parents, and often grandchildren and grandparents.
• An organization is losing many qualified, valued employees by offering outdated early retirement packages.

Many of these problematic human resources issues are the result of changing workforce demographic needs that aren’t being met by outmoded, old-fashioned management assumptions. In order for HR professionals to maximize an age-diverse work force, they will need to change their thinking about policies and programs in order to capitalize on this important labor market segment.

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Posted on October 29, 2013 by Cathy Fyock, CSP, SPHR, Senior HR/Business Advisor

HR Strategy: Going Beyond Operational HR

The HR profession had very ignoble beginnings in the area of personnel. Personnel was a mostly clerical function predominately keeping track of employees. It expanded and became more professionalized, but for many organizations HR functioned in the operational arena.

Today, in order for organizations to not only survive but to succeed, senior leaders have come to realize that in many cases their competitive advantage flows not from internal processes (think manufacturing in the 1960’s), nor from outdoing competitors via technology, but rather by leveraging the strengths of their people. The ability to attract, retain, and engage a workforce is now paramount. Thus, the strategic role of HR has risen to one, if not the most important components of organizational success.

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Posted on October 07, 2013 by Gary Kushner, SPHR, CBP - CEO, Kushner & Company

Examine the Trends, Leverage HR Strategies to Transform the Workplace

There are five global trends directly impacting strategic HR and the changing nature of work. They are technological advancement; outsourcing; shifts in demographics and diversity; changes in worker attitudes and values; and globalization. When integrated and examined holistically, these five trends form the basis for HR to construct its strategies specific to the organization’s success.

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Posted on July 17, 2013 by Gary Kushner, SPHR, CBP - CEO, Kushner & Company

Diagnosing Organizational Growing Pains: Plan to Transform or Plan to Fail?

Why do nine out of 10 small businesses routinely fail? Why do only 4% of new businesses still exist after ten
years? Why are almost half of the 25 companies profiled in Peters’ and Waterman’s “In Search of Excellence” no longer in existence, bankrupt, or performing poorly? Why are only 15% of the 1957 original S&P 500 still on the list today?

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Posted on March 01, 2013 by Cathy Fyock, CSP, SPHR - Senior HR/Business Advisor

Gen Y Workforce: Adapting Management Skills for the New Millennium

They are team players, who thrive on building relationships, crave responsibility and information, but above all demand flexibility from their employers. They are Generation Y - arguably one of the most daunting challenges facing human resource managers today.

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Posted on March 23, 2006 by Carol Radice, Grocery Headquarters Magazine

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