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The Rising Risk of Misclassification

Worker classification is important, affecting how individuals pay federal income tax, social security and Medicare taxes, and file tax returns.  Classification also affects eligibility for employer and social security and Medicare benefits.

One of the risks getting increased attention from governmental agencies is misclassification. A business that classifies an employee as an independent contractor and fails to meet all the regulatory requirements for that classification may find itself the subject of a Sarbannes-Oxley violation, a government audit, or even a class action lawsuit.

Feb. 3rd CEO Corner: 2012 Outlook on the New World of Work

Job creation will be the central issue of 2012 and the upcoming presidential election.  But like a lot of political issues, the facts lie far below the headlines and rhetoric.  Overall, unemployment is unacceptably high, but different groups or classes of workers are faring differently.

Solving the Skills Mismatch
In contrast to the highly publicized 8.5 percent U.S. unemployment figure, the unemployment rate for “management, professional, and related occupations” is just 4.4 percent. It’s no wonder many hiring managers can’t fill higher-level, strategic, management and technology positions. The data suggests there aren’t enough applicants eligible, available or willing to fill those jobs.

Jan. 6th CEO Corner: Delivering Results with the Flexible Workforce

With the growth of the flexible workers comes the need to manage them. It’s true that the flexible workforce can help reduce costs and keep companies lean. But there is no point in saving money if the work doesn’t get done, or doesn’t get done right.  With this in mind, companies must first provide justification for hiring independent consultants and then use hard success metrics to track progress. Because of the high profile of mission-critical initiatives, hiring managers will have to demonstrate tight oversight of work streams and deliverables.

2012 Outlook on the New World of Work



Job creation will be the central issue of 2012 and the upcoming presidential election.  But like a lot of political issues, the facts lie far below the headlines and rhetoric.  Overall, unemployment is unacceptably high, but different groups or classes of workers are faring differently.

Solving the Skills Mismatch
In contrast to the highly publicized 9.0 percent U.S. unemployment figure, the unemployment rate for “management, professional, and related occupations” is just 4.4 percent. It’s no wonder many hiring managers can’t fill higher-level, strategic, management and technology positions. The data suggests there aren’t enough applicants eligible, available or willing to fill those jobs.

Creating a Flexible Workforce Strategy

Uncertain times demand flexible strategies throughout an organization.  But human capital management has traditionally been the antithesis of flexibility – with limited, rigid, and generally ineffective choices.  Fortunately, there is a better way.

Today, a significant and growing number of professionals are choosing to work independent of corporate or consulting firm handcuffs.  They see a better professional path – one that provides greater challenge, variety, growth, and indeed flexibility.  And they are in great demand!

Nov. 9th CEO Corner: Focusing on the Wrong Problem?

It was reported last week that the U.S. economy added 80,000 jobs in October and the nation’s unemployment rate edged down slightly to 9%. After the announcement TV commentators debated whether this was truly good news.

But if you look beyond the headlines, the Bureau of Labor Statistics also reported that the unemployment rate was just 4.4% for “management, professional, and related occupations”.  That’s a figure that most economists would consider “full employment.”  In the high technology sector, for example, there are thousands of job vacancies at many companies but the problem is finding individuals with the proper skills to fill the openings.

Flexible Business Strategies in a Flat World

Leading an enterprise in today’s flat and fast world is a white-knuckle experience for any leader. The world is connected like never before, filled with smart devices and juiced by social media; all news travels fast and loud.  Knowledge and uncertainty are thus amplified, and as a result leadership must be both clear and adaptive.

The Recession of 2008 taught us how fast things can happen.  While the indicators were building for years, the crash seemed to happen almost overnight.  Since 2008, the recovery has taught us how small the world is. Everything is interconnected, business is global, and competition can come from anywhere.  Consequently, enterprises today – and in particular their talent and human resource strategies – must be flat, fast and flexible.

The New Innovators

Today’s economy has everyone in a pinch. Companies need to adapt to a tough business climate and fresh regulatory demands, and executives find themselves scrambling for resources to support new initiatives. Hiring is scant, managers are asked to do more with less, and the sputtering recovery remains largely jobless.

In speaking with business executives navigating these choppy waters, the number one imperative I hear is the need to innovate. Healthcare and life sciences companies must innovate in response to changing healthcare laws; financial services firms need to reduce costs and find new sources of revenue; and technology must develop the next new thing.
The concept of growth through innovation is nothing new, but leading companies are finding innovation – and inspiration – in a fresh place: the flexible workforce.