A critical part of the Fair Labor Standards Act (FLSA) is making sure employees are classified and paid correctly. Does your organization have a current Time Reporting Policy that accomplishes this? Such a policy is easily as important as other standard company policies like your Leave of Absence, Code of Conduct, Benefits, or Communications policies. If you do not have one, it's a good idea to draft a written policy that clearly and thoroughly explains how and when staff should track their time. This will a likely apply to both exempt and non-exempt employees, but the application may be slightly different. Key elements that should be included in this policy include:
In our blog post last week on the topic of addressing the use of social media in the workplace, we suggested that companies develop a sensible social media policy to help set guidelines and rules around acceptable and unacceptable behavior when it comes to socializing online. That sounds reasonable, but where do you begin? We have a free template for download to help you with that starting point. Whether you use this resource or develop your own from scratch, here are a some key elements that any social media policy should consider including.
The use of social media in the workplace has grown dramatically as people have become more - and more constantly - connected via mobile devices. Merriam-Webster offers a fairly common definition of social media: "forms of electronic communication through which users create online communities to share information, ideas, personal messages, and other content."
Some of that sounds great for business, right? After all, creating online communities and sharing information and ideas are basic goals of any business's marketing department. Frequently, however, organizations approach social media with suspicion and trepidation. These attitudes often lead to attempts to fully control its use that end up with managers frustrated by a lack of discipline, employees feeling that they're being treated like children, and everyone demoralized.
It's November. That's right...November! That means we're just over 60 days from the end of 2018.
Am I right?
This is the time of year when HR and payroll professionals are fretting about all the things they don't feel they'll have time to finish. What are those things? You mean you haven't made a list of benefits, compliance, and company culture tasks that need to be wrapped up before the end of 2018? Don't worry...we made one for you.
If you recently became a manager, you may be looking forward with some trepidation to the dreaded performance review process. Employees are now looking to you for guidance regarding the jobs that they are doing, and you were probably promoted to this position because, among many reasons, someone thought you have wisdom that others can benefit from. But what's the procedure for this task, and what do you need to think about to prepare for it?
Rule #1 - It’s okay to admit you don’t have all the answers. Nobody does!
Most people have experienced both good and bad managers along their career path. When someone goes from being managed to managing others for the first time, they often reflect upon what has and hasn't worked in their own experience. Ultimately, everyone has their own style and methods of leadership, since managing people takes a lot of time and has its ups and downs. So what makes a successful manager? Whether you are a new manager or someone who is looking to get into management, following is a list of basic management skills to get you started.
Interviews are no longer just for potential new hires. A lot of employers are choosing to implement stay and/or exit interviews. The difference between the two is that stay interviews are kind of like preventive check-ups; making sure everything is good and, if it's not, finding a resolution. Exit interviews, on the other hand, are performed with employees who are leaving an organization, and, while it may be too late to be beneficial to the departing employee, they may help the company realize the need for change.
Let’s play a game called 'How much do you know about workplace injuries?' According to the Bureau of Labor Statics:
1. How many fatal work injuries occurred in 2016?
2. How many non-fatal workplace injuries and illnesses occurred in 2016?
A. Nearly 100,000
B. Nearly 1,000,000
C. Nearly 2,900,000
3. Which of the following is NOT a leading cause of non-fatal workplace injuries?
B. Exposure to harmful substances
D. Struck by object or equipment
Topics: Human Resources
Is your organization in a constant scramble when someone suddenly leaves the company?
Have you ever had a key employee leave that you thought would always be there to do the job?
Do you have a plan?
A succession plan, to be more specific.
“I know I have heard of that. But what is it, and why do I need one?” you may be asking. A succession plan is defined as “a process for identifying and developing new leaders who can replace old leaders when they leave, retire or die. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available.” Succession planning is not just for large employers. It's critical for small ones, too. They benefit employees as well as employers.
The Department of Labor (DOL) has made it easier for small employers (i.e. generally 50 employees or less) to join together to buy health insurance coverage with big company benefits and potential large group savings. The DOL's recently released Association Health Plan (AHP) final rule expands access for these organizations. AHPs have been around for many years, but the rules on them have now been loosened a little with the newly adopted legislation. AHPs have a better negotiating position due to the health risks being spread over a larger pool than if the members participated individually. The final rule also bestows upon them the ability to self-insure without being required to meet all of the essential benefit mandates of a small employer.