30 Apr
Posted by: HR411 Editor in: HR & Legal Compliance, Policies & Handooks
Although there are no laws, state or federal, which require companies to have an employee handbook, there are state and federal laws requiring the presence of written employment policies. And if legal compliance isn’t incentive enough for having an employee handbook, there are other benefits as well. An employee handbook helps to explain the advantages and benefits of working for your company, as well as clarifies important company policies and problem-solving procedures. Not having this type of communication source available to your workforce can taint employee impressions of your company and may contribute to legal liability. Pretty effective for a 50 or so page document, huh?
After spending the time creating an employee handbook, it would be a waste to just let it sit on the shelf. Employers risk liability if they do not periodically review and revise their handbook. Regularly updating your handbook will help to ensure that it remains compliant with applicable laws and that it is still meeting your needs.
Below are come guidelines for effectively revising and maintaining your employee handbook:
Creating an employee handbook is only the first step toward a more efficient workplace. The employee handbook won’t do much good if it’s not maintained. In fact, an outdated handbook can actually be more detrimental than no handbook at all. Use the tips found above to periodically review your handbook, ensure compliance with current labor laws, and secure efficiency within your workplace.
For handbook maintenance assistance, check out the HR411 Employee Handbook Wizard.
14 Apr
Posted by: HR411 Editor in: Benefits & Compensation, Performance Management, Policies & Handooks
With the warmer months approaching, you may find that more employees are requesting time off. Whether it’s to take a family vacation, to attend their children’s sporting events, or just to get some much needed R&R, employees find the warm months most desirable for taking days off.
Paid time off is certainly a valuable benefit employees consider when working for a company. We all need time here and there to clear our heads, relieve built up stress, and enjoy ourselves. But, some employees may feel as though they are entitled to time off during the spring and summer months. Although there’s no federal law requiring employers to grant their employees time off, refusing to may seriously affect morale. Besides, a few days off can actually help employees come back to work recharged and energized. But, for employers in the retail business and those operating 24/7 establishments, scheduling time off can be a challenge.
To make your scheduling practices more effective and ensure business productivity doesn’t suffer this summer season, consider using the guidelines found below:
Paid time off is a valuable benefit you should be offering your workers; it allows employees to fulfill personal obligations and enjoy a little leisure time. But sometimes administering a time off program can be more of a headache than it’s worth. That’s why it’s important to have established procedures for requesting, granting, and recording time off. Following the tips found above will help to ensure that employee’s time off doesn’t get in the way of meeting your business demands.
With the abundance of anti-discrimination laws and the growing number of disgruntled employees flooding the courts with EEOC charges, employers need to be extra cautious when making employment decisions. Even seemingly harmless employment actions may be construed as discriminatory if such decisions negatively affect a certain group of people. Intentions aside, in order to combat discrimination claims and ensure fair and equitable employment practices, employers need to elicit measures for preventing discrimination.
But how can you prevent discrimination when you don’t even know you’re doing it? Unconscious or “implicit” discrimination occurs when employment decisions such as, hiring, firing, or promoting are based on subtle, ingrained biases against certain groups. This typically results in a disproportionate number of members of a protected class receiving opportunities. The best way to combat against discriminatory practices is through awareness, accountability, and through the development of systems that ensure all decisions are based on merit and ability rather than any other preconceived notion or engrained bias.
Below are some guidelines for preventing discriminatory behaviors in your workplace:
The Equal Employment Opportunity Commission (EEOC) oversees a variety of anti-discrimination laws, which in aggregate make it illegal for employers to discriminate on the basis of: race, color, religion, gender, age, disability and national origin. Employers need to be sure that when making employment decisions, these protected characteristics do not come into play. By following the guidelines outlined above, you will communicate to your employees that discrimination is unacceptable and that you are committed to providing equal opportunities to all your employees.
These days employers need to be extra careful when making employment decisions. In today’s litigious society more and more disgruntled employees are claiming discrimination in situations where they may have been passed up for another candidate, they were fired for poor performance, or they weren’t promoted as quickly as they thought they should be. It’s difficult for employees to face the reality that perhaps they just aren’t good enough; it’s easier to place blame on the employer and claim discrimination.
The Equal Employment Opportunity Commission (EEOC) oversees a variety of anti-discrimination laws, which in aggregate make it illegal for employers to discriminate on the basis of: race, color, religion, gender, age, disability and national origin.
Certain employment practices make employers more susceptible to discrimination claims; particularly that of hiring and firing. When making these sensitive decisions and ensuring a discrimination-free workplace, there are some guidelines employers should follow to protect themselves against litigation and hefty fines:
By following the above-mentioned guidelines, which focus on consistency, documentation, and awareness, employers will mitigate their risk of discriminatory claims. And should a claim still arise, employers that follow these tips are demonstrating their due diligence in protecting against discriminatory practices.
17 Mar
Posted by: HR411 Editor in: HR & Legal Compliance, Policies & Handooks
Unfortunately, in today’s society incidents of work-related violence are a stark reality. As the economy fluctuates, many companies are faced with the seemingly contradictory need to downsize while trying to meet productivity demands with fewer workers. With overworked employees, stress levels rise - and stress has been cited as one of the major contributors to workplace violence.
Not only do acts of workplace violence have a profound affect on the lives of the victim as well as the perpetrator, but employers and co-workers are also significantly affected. Following workplace violence, employers face increased liability in the form of negligent hiring lawsuits as well as the unavoidable consequences of reduced employee productivity and morale. Co-workers are also likely to become increasingly fearful and potentially distrusting of their employer. With the serious implications associated with workplace violence, all employers should be implementing preventative measures to thwart violent acts.
Below are some tips for preventing violence in your workplace:
All employers, whether they have five employees or 500 employees, should have a workplace violence prevention program in place. It will serve to protect employees, avoid costly lawsuits, preserve the company’s reputation, and maintain employee productivity and morale. Taking a preventative stance demonstrates that the employer is being proactive in ensuring violence doesn’t occur, rather than reacting after the fact…when it may be too late.
04 Mar
Posted by: HR411 Editor in: Benefits & Compensation, Performance Management
Although today’s employees seek challenge, growth and recognition, competitive compensation packages are still a high priority to many. And when used to reward exceptional performance, employee pay practices can be that much more effective. When employees are compensated based upon the efforts they put forth and the contributions they make to the company, they are more likely to continue to work hard and demonstrate their commitment. But when employees come to expect pay increases “just because”, their performance is likely to remain marginal.Compensation plans are important for attracting and retaining talented employees. But, pay structures are only as effective as their designs. In order to reach its goal of motivating employees to consistently contribute to the company’s bottom-line, a compensation program must be fair, competitive, and have a performance-based focus.
Below are some guidelines employers should follow when creating and administering a compensation plan:
To be effective in motivating your employees, a compensation program should focus on performance. Rewarding hard work and dedication serves to reinforce that behavior throughout your workforce. Be sure to consistently recognize your top performers, and not just monetarily, in order to ensure your employees continually contribute to the company’s success.
In addition to having a performance-based focus, in order to motivate and retain talented employees, your compensation plan must also be fair, equitable, and competitive.
In today’s digital world, the use of technology has become immersed in everything that we do. In the business world, the electronic age has improved employee productivity and has allowed companies to better serve the needs of their clients and customers. By using technology to their advantage, employers can carry out a variety of business practices more efficiently than ever before.But along with greater efficiency, comes some challenges. Below are some things to be weary of as your company uses technology to carry out its business practices:
While technology has enhanced employee productivity and streamlined business operations, it can be a double-edged sword if not controlled. First and foremost, employers should take proper measures to ensure the security and confidentiality of business information. Appropriate safeguards may include using firewalls, installing anti-virus software, and only accepting communication from secure networks.
Another important step for using technology to your advantage requires the development of an electronic monitoring policy that protects the privacy rights of your employees while safeguarding your business interests. The policy should be straight-forward and well communicated so employees know exactly the types of activities that may be monitored.
Taking the necessary precautions can make technology one of your biggest assets. But if not properly managed, the use of technology can hurt business relationships, leak confidential information, and detract from employees’ work time.
11 Feb
Posted by: HR411 Editor in: Benefits & Compensation, Policies & Handooks
With the use of the Internet and other technology making remote communication effortless, more and more employers are utilizing telecommuting options as a way to appeal to their workers while meeting the demands of employees’ work and family lives. Telecommuting entails working apart from an employee’s traditional reporting location and “commuting” responsibilities from the office by e-mail, phone, internet, and fax.
But, before you decide to offer telecommuting options for your employees, you will want to consider the pros and the cons. The proven advantages of telecommuting include lower absenteeism; increased productivity, morale, and retention; and reduced costs for work space, utilities, and other overhead. Some possible drawbacks to a telecommuting arrangement may include the inability to provide the proper tools, training or support to telecommuters and the potential difficulty in assigning clearly defined tasks with specific deadlines and measurable work results.
They key to a successful telecommuting program is a well-drafted policy and written agreement that clearly defines the expectations, requirements, and goals of the relationship. Written telecommuting guidelines should include the following points:
If both you and your telecommuters are in agreement regarding the above-referenced issues, the arrangement is likely to be a successful one. It’s important to realize, however, that not all jobs are created equal when it comes to working remotely; some positions simply are not suited for such an arrangement. The jobs most appropriate for telecommuting are those in which employees work independently (e.g.: writing, editing, and graphic design) or where most contact with customers or suppliers is via telephone (e.g.: customer service or telemarketing).
Employers should asses their ability to hire employees on a telecommuting basis and pay particular attention when determining which jobs can and should be telecommuted. Such a decision should be determined, and agreed upon, on a case-by-case basis.
01 Feb
Posted by: HR411 Editor in: HR & Legal Compliance
Just last week President Bush signed into law the National Defense Authorization Act which added provisions to the Family Medical Leave Act (FMLA) allowing for two new circumstances in which employees may take leave. Prior to the recent amendment, FMLA granted employees temporary (up to 12 weeks in a one year period) unpaid leave for the following qualifying events: the birth of a child; the placement of a child with the employee for adoption or foster care; the serious health condition of a spouse, daughter, son or parent; or the employee’s own serious health condition that renders the employee unable to work.
The new FMLA amendments as prescribed by the National Defense Authorization Act add the following leave entitlements for eligible employees: (1) up to 12 weeks of unpaid leave in a one year period for an “exigency” related to activity duty service by the employee’s immediate family member; and (2) up to 26 weeks during the employee’s employment for the care of a spouse, son, daughter, parent or next of kin who is a member of the armed forces and is undergoing medical treatment or is medically unfit to perform military duties due to an injury or illness incurred while on active duty.
With this amendment now in effect, are your current policies and practices in compliance? Below are employer requirements, and rights, as they relate to current FMLA regulations:
Understanding your requirements as they pertain to the FMLA or your state-specific family and medical leave laws is essential for ensuring legal compliance. In addition to the basic provisions of the Act, employers are now required to offer leave, under certain circumstances, for families of military personnel. The amendments to the Act take effect immediately and employers must be sure their policies and practices appropriately reflect the new provisions.
Have you thought about how you will be handling your business demands this year? With the New Year underway, you have undoubtedly developed a plan for business growth and increased sales. But, are you appropriately prepared to meet those demands? Developing a hiring strategy for 2008 is the best way to ensure that you meet your goals, while not unloading too much of your profits into unnecessary hiring costs.
In order to reach maximum productivity, employers need to be sure they are hiring the right types of employees for their business needs. In the past you may have thought bringing on a full-time employee was the way to go - but, this year, why not create a hiring strategy that meets your specific business needs? Below are some guidelines that will help you do just that:
By establishing a concrete hiring plan, you can be sure that your hiring efforts are appropriately directed toward meeting your business objectives. Poor planning when it comes to hiring can lead to an understaffed workforce; and sometimes even worse, an overstaffed one. By hiring smart for 2008 you’ll see a huge return on investment by maximizing your human capital.
| M | T | W | T | F | S | S |
|---|---|---|---|---|---|---|
| « Apr | ||||||
| 1 | 2 | 3 | 4 | |||
| 5 | 6 | 7 | 8 | 9 | 10 | 11 |
| 12 | 13 | 14 | 15 | 16 | 17 | 18 |
| 19 | 20 | 21 | 22 | 23 | 24 | 25 |
| 26 | 27 | 28 | 29 | 30 | 31 | |