Letters - Letter to the Editor

HR Magazine, Nov, 2002

From Readers.

Businesses Are for Work, Not Family Concerns

In her September article, "Workplaces Fail to Support Parents of Teens," Martha Frase-Blunt fails to address the basic premise of business: to produce a quality product or service that is to be sold to maintain the organization's profitability. As distressing as it may seem, companies are not in business to pay their employees. They are in business to be solvent and profitable.

Frase-Blunt quotes Robin Carden, who has children at home and is concerned about her "daughter walking home alone from the bus stop." How did Carden's decision to have children become her employer's concern? I think Carden has an obligation to her employer, but her employer has no obligation to Carden's family. If Carden is so concerned, why isn't she at home providing oversight and guidance to her daughter? It seems to be an issue of priorities.

Today's business environment is extremely competitive, and businesses need to look to their own internal practices to be successful. I would guess that companies want to hire employees who have the company's interest in mind, versus the employee's. I believe a company's primary focus is on the products and services it provides for profit, versus its employees' decisions to have children.

There certainly is a balance available, but let's not forget why employees are hired.

Martin G. McDonough

Newtown, Pa.

The Problem With 529 Plans

I think the August article on 529 plans ("Banking on a 529 Plan") is not balanced. My concern is that a 529 plan will make sense only for high-income employees, not average wage earners. If you work for a smaller organization where the bulk of employees earn between $20,000 and $30,000 per year and can not even afford to put the maximum contribution into their 401(k), how can you expect employees to contribute to a 529 plan?

The example used in the article of a $5,000-per-year contribution to a 529 plan is not even close to reality for most employees. The limits of a Coverdell or a Roth IRA would be adequate for the bulk of employees.

Before we jump on the bandwagon of 529 plans, I think we should make sure our employees maximize their 401(k) contributions. That is truly the best investment they can make.

In addition, I believe the ease of setup is exaggerated and the work for HR is underestimated. What if the bulk of your employees don't have Internet access? Who is going to develop the file transfer protocols? What happens when employees want to change their deferral amount? Who is going to arrange the educational meetings with employees? Who is going to get blamed when somewhere down the line an employee wants to make an emergency withdrawal and gets hit with the penalties?

I believe the HR administrative burden would be somewhat less, but similar to, that of a 401(k) plan. So, before implementing a 529 plan, I would try to estimate the potential participation pool. Will it be eight employees, 80 or 800? Is it an effective use of my time to administer a plan for a handful of people, or should I direct employees to set up their own individual plan?

Martin Levy, SPHR

Upland, Galif.

Don't Lump All Trainers Together

It's difficult to refute any of the arguments in the article by Bruce Pfau and Ira Kay ("Playing the Training Game and Losing," August). The authors rightly endorse the careful analysis of relevant skills and focus on strict hiring standards as the most effective method of increasing skills in one's workforce.

Still, if I wanted to criticize automobile travel, a rusty 1977 Dodge Aspen with a drunk, blind person behind the wheel would make for a pretty convincing example--much as the preponderance of bad training places Pfau and Kay in a comfortable position.

So aren't the real issues the quality of the training design and implementation, andfthe potential this training has for being useful?

For example, we know that expert training in time management, leading meetings, project management and delegation often benefits individuals lacking these skills and experiences. We also are aware of numerous emotional intelligence, team building and creative thinking training programs that have failed to translate into better workplace skills for their participants.

Until team building retreats and other pricey icebreakers demonstrate any value beyond a ski chalet and a case of good champagne, the time is ripe to unmask the frauds of the training world. Let's go after the real problem here: slick, non-experts offering trendy hyperbole and $4,000 board games-not learning and development professionals who know what they're doing.

Mark Healy

Oakland, Calif.

Where's the Diversity Strategy?

I'd like to respond to the July letter from Paul Carroza ("To Get Diversity, Ignore Diversity"). The Office of Federal Contract Compliance Programs (OFCCP) would not consider Carroza's hiring methods a diversity strategy at all.

Without some plan of action to hire a diverse workforce, how can your company measure its success?

The key to a successful recruitment strategy is awareness.