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  • As I finish my ninth week as executive director at DallasHR, I couldn’t be more excited about joining...

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  • US - TX - Dallas, Education, Skills, & Experience Required ·         Bachelor’s degree from an accredited four-year university in human resourc
  • US - TX - Dallas, Education, Skills, & Experience Required ·         High school diploma required; Associates or Bachelor’s degree from an acc
  • US - TX - Austin / Dallas, Requirements of Qualified Candidates • Bachelor’s degree preferred; candidates with a Master’s degree in Human Resources, Industrial Relations, Psychology, or Business Administration
  • US - TX - Dallas, Required Experience: Bachelor’s degree in Business, Human Resources Management or other relevant field. (5-10) years’ experience as an HR Generalist PHR/SPHR certification preferred


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SHRM Online: HR News

  • Can we transfer an employee on intermittent medical leave to a different position if doing so meets our business needs?
  • SHRM Article ImageThe 7,000 employee at Cadence Design Systems didn’t need to see their company’s name on Fortune magazine’s most recent great places to work list to know they had it good. The salaries and perks were generous enough to keep about 40 percent of the staff happily in place for more than a decade—a remarkable retention rate for a company located in the hiring hotbed of Silicon Valley. Still, the executives at Cadence, a San Jose, Calif.-based firm that designs semiconductors, realized that they needed to do more than just keep their current employees satisfied. They also had to engage the next generation of workers. Since the average employee age was 45, HR leaders decided it was time to bolster the company’s benefits plan with features attractive to the ardently pursued younger technophiles, including student loan repayment and adoption benefits. Another major carrot for luring younger workers came in the form of a reinvigorated corporate volunteer initiative, which gives employees fi
  • SHRM Article Image​“It is health that is real wealth and not pieces of gold and silver.” That notion is from the Indian leader Mahatma Gandhi. Perhaps with that message in mind—or a modern twist that maintains that health can actually translate into gold and silver—the Cleveland Clinic invests substantial money and effort into supporting the well-being of its workers. Key priorities include encouraging its 49,000 employees and their dependents to stop smoking and lose weight because study after study shows that these changes make people healthier, and fitter workforces may mean a healthier bottom line. But can the medical center prove it is getting its money’s worth on its investment?On the surface, it would appear so: Even after factoring in rising medical costs, the clinic’s total health care spending on its workforce has declined about 2 percent in the past year. Moreover, its programs are performing well compared to a handful of competitors’. But there are aspects of its wellness benefit th
  • SHRM Article ImageWhen you must share negative news, give employees time to react and grieve.
  • SHRM Article ImageInnovative companies share HR lessons that can help any business advance.

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