For those of you who are trying to find a job please beware of employment agencies, especially one particular “People 5280” agency located at 5601 South Broadway in Littleton, Colorado.
There are two simple ways that agencies work. The first type of agency approaches the company, which is hiring, to pay them to screen applicants. Of course the second type of agency asks the applicant for a fee. These fees can range from a $5,000.00 blanket fee (for a management to executive level) to some percentage of your gross yearly salary.
If you are involved with the latter type agency do yourself a HUGE favor and ask how much that percentage is FIRST. Beware that your out of pocket expense may be as high as $1,800.00 for a $22,000.00 per year job!
My client spoke with the above agency and a woman by the name of “Pam” said verbatim that he would have to pay “4 to 8 hundred” only. When he arrived a different girl told him that the fee was $1,800.00 (BIG DIFFERENCE) and she said that the 4 to 8 hundred was an initial fee. The word “INITIAL” had never been mentioned.
Bottom line is employment agencies need applicants to make money, and they will say ANYTHING to get you into their office. They will even lie.
Monday, September 21, 2009
Thursday, September 3, 2009
CODE RULE 59!
SAFETY MAKES SENSE Workplace Safety & Loss Prevention Program (Code Rule 59)
While working for a small reprographics industry in midtown Manhattan I initiated and set up a safety and loss prevention program designed to reduce lost time. Originally part of Governor George Pataki’s 1996 compensation reform, this program was developed to reduce workplace injuries in New York State.
Our business had an experience rating (number of accidents) of 1.20 and a payroll in excess of $800,000. Their motivation, as a New York State Insurance Fund policy holder, was to comply with the NYSI consultant’s recommendations to avoid a 5% penalty of their worker’s compensation renewal premium. This penalty increased by an added 5% each year that the company failed to comply.
The company had a clean record until one of their employees was terminated and then complained days later that she had turned her ankle in the basement during filing procedures. I submitted the initial accident report, and a few days after she was terminated for low work performance, she filed for workman’s compensation.
In August 2006 the company received a courtesy letter from NYSIF requesting that we comply with the obligations under Code Rule 59 program. NYSIF provided a safety consultant to guide us through the process.
During the initial conference the NYSIF certified safety consultant met with us to:
• Review written safety procedures
• Review company losses
• Conduct a safety survey of the premises
• Make a preliminary assessment of how the company’s safety activities compare to those mandated by Code Rule 59.
During the closing conference our consultant presented a written report indicating what the recommendations were and how to fulfill them. Our company had six months to comply.
My task as safety director was to:
• Create a sustainable safety committee made up of direct and indirect employees including floor workers and supervisors to meet at least once a month or more frequently if necessary. Meetings and recommendations were recorded and followed up by the safety director.
• Create a Safety Manual outlining safety procedures, evacuation plans, etc...
• Create safety training sessions designed for general population meetings covering: fire safety basics, personal protective equipment, chemical safety MSDS and right to know , proper lifting techniques, repetitive motion injuries, ergonomics, machine safety tips and more.
• Work with our insurance carrier and the medical provider to get any injured worker the medical attention needed to facilitate return to work.
In retrospect this became a learning process for me. Prior to my most recent involvement I had been involved with safety basics and risk management for many years but had never drafted and initiated a sustainable program at the formal level recognized by a state agency. Our COMMIT Program (Care, Organize, Manage, Meet, Involve, and Train) became an effective tool to help reduce workers’ compensation cost.
Peter L. Gottschalk
While working for a small reprographics industry in midtown Manhattan I initiated and set up a safety and loss prevention program designed to reduce lost time. Originally part of Governor George Pataki’s 1996 compensation reform, this program was developed to reduce workplace injuries in New York State.
Our business had an experience rating (number of accidents) of 1.20 and a payroll in excess of $800,000. Their motivation, as a New York State Insurance Fund policy holder, was to comply with the NYSI consultant’s recommendations to avoid a 5% penalty of their worker’s compensation renewal premium. This penalty increased by an added 5% each year that the company failed to comply.
The company had a clean record until one of their employees was terminated and then complained days later that she had turned her ankle in the basement during filing procedures. I submitted the initial accident report, and a few days after she was terminated for low work performance, she filed for workman’s compensation.
In August 2006 the company received a courtesy letter from NYSIF requesting that we comply with the obligations under Code Rule 59 program. NYSIF provided a safety consultant to guide us through the process.
During the initial conference the NYSIF certified safety consultant met with us to:
• Review written safety procedures
• Review company losses
• Conduct a safety survey of the premises
• Make a preliminary assessment of how the company’s safety activities compare to those mandated by Code Rule 59.
During the closing conference our consultant presented a written report indicating what the recommendations were and how to fulfill them. Our company had six months to comply.
My task as safety director was to:
• Create a sustainable safety committee made up of direct and indirect employees including floor workers and supervisors to meet at least once a month or more frequently if necessary. Meetings and recommendations were recorded and followed up by the safety director.
• Create a Safety Manual outlining safety procedures, evacuation plans, etc...
• Create safety training sessions designed for general population meetings covering: fire safety basics, personal protective equipment, chemical safety MSDS and right to know , proper lifting techniques, repetitive motion injuries, ergonomics, machine safety tips and more.
• Work with our insurance carrier and the medical provider to get any injured worker the medical attention needed to facilitate return to work.
In retrospect this became a learning process for me. Prior to my most recent involvement I had been involved with safety basics and risk management for many years but had never drafted and initiated a sustainable program at the formal level recognized by a state agency. Our COMMIT Program (Care, Organize, Manage, Meet, Involve, and Train) became an effective tool to help reduce workers’ compensation cost.
Peter L. Gottschalk
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