Entries with Topic: HR Knowledge

Are you keeping up with the Trump administration’s quick moves to change laws, enforcement actions and regulations to support business and our economy?

Presented by ThinkHR, this on-demand webinar explores President Trump’s first 100 days in office. The presentation will address issues and questions about rescinded Executive Orders, regulatory enforcement agenda changes and legislative moves that could impact your nonprofit’s business operations.

Discover what you need to know and should be doing relating to:
 

  • Wage and hour changes
  • Benefits and time off programs
  • Immigration
  • OSHA and safety
  • Other work-related rules

Watch the webinar recording today: http://links.thinkhr.com/Q0FW0oT0Kj1Rn0Wf900v9S0

Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ to sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.

Few things are as costly and disruptive as good people turning in their resignation. Finding qualified, motivated and reliable employees can be challenge enough but retaining them once hired can often be just as taxing. In order to prevent good employees from wanting to exit, companies and managers need to understand what they’re doing that contributes to an employees’ departure because people don’t typically leave jobs, they leave managers.

Many managers lack fundamental training in managing people. More importantly, they lack the values, sensitivity, and awareness needed to interact effectively with their staff which affects the company as a whole and causes the bottom line to suffer.

 

Let’s take a look at the type of manager behavior that send good people packing.

Micromanagement – Bosses who are always under foot and constantly requiring updates are exasperating to everyone. All managers should start out from a position of trust with their employees. Micromanaging shows a lack of trust and makes an employee feel like they can’t be counted on to do things effectively.

Failing to get to Know Employees as People – Developing a relationship with employees is a key factor in managing. Managers need to know how to balance being professional with being human. Because we spend more time at work than we do at home most days, it’s important that employees feel like they belong. Celebrating successes, both professional and person, and empathizing during hard times can go a long way.

Workload Burnout – If you want push people out the door, nothing does it better than overworking your staff and pushing the limits of excessive production. Managers tend to push their best and most talented to do more but overworking your employees is counterproductive and risky if you don’t compensate with some sort of recognition such as raises, promotions or title-changes.

Failure to Communicate – The best communication is transparent communication. Sharing as much information as possible helps to make employees feel engaged and empowered. It also opens the door for feedback, ideas and suggestions which every company should encourage.

Don’t Recognize Good Work – Everyone likes a pat on the back every now and then and it’s the managers’ responsibility to reward a job well done. It can be as simple as verbal recognition, a small token of acknowledgement such as a gift card for coffee or as grand as a raise or promotion.

Failure to Develop Skills – Talented employees are always looking to learn something new and missing the mark on this one can cause your best people to grow bored and complacent. If you take away their ability to improve, it not only limits them, it limits you too.

If you want your best people to stay, you need to think carefully not just about how you develop them but about how you treat them. Cultivating happiness and good will through methodical efforts will help to avoid any unnecessary losses.

Question: We are offering non-paid positions volunteer work to interns working at the office on research projects, collecting data and conducting study projects. What liabilities do we need to be aware of as these volunteer interns will be working on company premises?

Answer: One of the primary issues you face is in paying or not paying your interns. The Fair Labor Standards Act FLSA, which sets standards for the basic minimum wage and overtime pay, affects most private and public employment. Covered and nonexempt individuals who are “suffered or permitted” to work must be compensated under the law for the services they perform for an employer. Internships in the for-profit private sector will most often be viewed as employment, unless the test described below relating to trainees is met.

Interns in the for-profit private sector who qualify as employees rather than trainees typically must be paid at least the minimum wage as well as overtime compensation for hours worked over 40 in a workweek.

Test for Unpaid Interns

The determination of whether an internship or training program meets this exclusion depends upon all of the facts and circumstances, and the following six criteria must be applied when making this determination:
 

  • The internship, even though it includes actual operation of the facilities of the employer, is similar to training which would be given in an educational environment.
  • The internship experience is for the benefit of the intern.
  • The intern does not displace regular employees, but works under close supervision of existing staff this is the test that shows the intern is not answering phones, delivering mail, filling in for an absent employee, etc., and that the intern is doing work that is for his or her benefit and not necessarily for the benefit of the employer.
  • The employer that provides the training derives no immediate advantage from the activities of the intern, and on occasion its operations may actually be impeded.
  • The intern is not necessarily entitled to a job at the conclusion of the internship.
  • The employer and the intern understand that the intern is not entitled to wages for the time spent in the internship.

If all of the above factors are met, an employment relationship likely does not exist under the FLSA, and the act’s minimum wage and overtime provisions do not apply to the intern. This exclusion from the definition of employment is necessarily quite narrow because the FLSA’s definition of “employ” is very broad.

Important: As of May 25, 2016, the Second Circuit New York, Vermont, and Connecticut and the Eleventh Circuit Alabama, Georgia, and Florida have rejected the Department of Labor’s six-factor test and have adopted the “primary beneficiary” relationship test, which takes into account the economic reality between the intern and the employer. The primary beneficiary relationship test has seven factors:
 

  1. The extent to which the intern and the employer clearly understand that there is no expectation of compensation. Any promise of compensation, express or implied, suggests that the intern is an employee — and vice versa.
  2. The extent to which the internship provides training that would be similar to that which would be given in an educational environment, including the clinical and other hands-on training provided by educational institutions.
  3. The extent to which the internship is tied to the intern’s formal education program by integrated coursework or the receipt of academic credit.
  4. The extent to which the internship accommodates the intern’s academic commitments by corresponding to the academic calendar.
  5. The extent to which the internship’s duration is limited to the period in which the internship provides the intern with beneficial learning.
  6. The extent to which the intern’s work complements, rather than displaces, the work of paid employees while providing significant educational benefits to the intern.
  7. The extent to which the intern and the employer understand that the internship is conducted without entitlement to a paid job at the conclusion of the internship.

In examining these factors, no one factor is dispositive and courts should weigh the factors to determine the appropriate result depending upon the facts before them. The factors are also not exhaustive and, in certain situations, additional evidence may be appropriate to consider.

Here is our practical advice before you hire an intern:
 

  • Develop an intern policy and define the job carefully so that both parties are clear about job duties and expectations. This reduces misunderstandings that can lead to lawsuits. The policy should define the basic internship program, such as compensation structure or the fact that interns will be unpaid, eligibility requirements, and the intern’s at-will status. Make sure the policy does not establish what could be viewed as a legally binding contract. Never infer the promise of employment for a specified period.
  • Define supervisory roles and supervisor/intern evaluations. Reliable supervision is the key to preventing problems, including injuries, discriminatory actions, and performance failings. Make sure all supervisors know who is overseeing the work of each intern.
  • If possible, obtain formal documentation from the intern’s college explaining the educational relevance of the internship if the intern will earn credits.
  • Ask whether the school provides liability insurance to cover damage caused by a student. Many schools carry the coverage. Also, if the company has employment practices liability insurance, check whether it extends to interns.

Once the intern is on board:
 

  • Manage interns as closely as employees, if not more so. The company can be held responsible for the actions of any workers, including unpaid interns, while they are performing work for the company. Courts will view interns like employees, as “agents” of the company.
  • To ensure interns are paid correctly, maintain time records. To avoid the possibility of FLSA violations, companies who find themselves in the position of “employer” should ensure their interns accurately capture and are paid for all of their hours of work.
  • Apply the company’s workplace policies to interns, for both consistency and good positive employee relations reasons. Interns who are considered employees have all of the legal protections regular employees have, and even unpaid interns may be able to pursue claims under Title IX, which bans sex discrimination in “any education program” or pursue common-law job-bias claims, such as infliction of emotional distress.
What is top-of-mind for almost every HR practitioner in 2017? Recruiting and hiring and getting the recipe right to be successful.

It’s a competitive world for hiring managers and no one wants to get chopped or leave out a key ingredient.

Presented by ThinkHR, this on-demand webinar cooks up ideas and best practices for:
 

  • Creating a great applicant experience from first impression to hire
  • Short-term hiring (including summer interns)
  • Creating and implementing inventive interview questions and interpreting the answers
  • Onboarding communications

Watch the webinar recording today: http://links.thinkhr.com/o01iW00al00fSK09oWT9nR0

This webinar offers 1 HRCI and 1 SHRM-approved credit. Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ to sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.

Make your “___ Days Accident Free” sign happy.

Do all your employees want to be on the safety team? Are you turning people away from your slips, trips, and falls training? Yea, we didn’t think so.

Workplace safety is important and ongoing, yet it’s tough to get employees excited and to stay on top of safety plans, regardless of the industry you’re in. Presented by ThinkHR’s workplace trends expert Don Phin, this on-demand webinar provides insight on the many ways to revamp or create a new safety plan.

In this webinar, Don discusses:
 

  • The importance of OSHA training and regular safety inspections
  • Creating and implementing a safety plan
  • Getting your employees excited about safety

Watch the webinar recording today: http://links.thinkhr.com/A20b09KT10W9fSn00R0C0oW

This webinar offers 1 HRCI and 1 SHRM-approved credit. Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ to sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.

Question: Generally our employees are “always on”, meaning they check work emails and communicate with co-workers/supervisors via smartphones during all hours. However, some of our employees are beginning to feel overwhelmed. Any suggestions?

Answer: Although employers may see the “always on” employee as highly productive, the constant state of being readily available can leave employees feeling overwhelmed and exhausted. To combat this struggle, employers may:
 

  • Elect to simplify the workplace and clearly outline expectations of employees during non-working hours.
  • Implement more flexible workplace standards encouraging employees to take time off and teach employees how to prioritize the constant flow of work. Employees inundated with information overload will benefit from streamlined information that is easy to understand and apply.
  • Teach employees how to delegate tasks and help employees learn new skills to manage their time so as to decrease the sense of a “workaholic” environment.
  • Outsource tasks to free up employee time.
  • Direct supervisors not to send employees emails or message employees after standard working hours so as to put employees more at ease and not feel the pressure to be “always on.”

Note: The application of any new or existing workplace policy must be applied consistently and without discrimination throughout the workforce.

Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 30-day trial here.

Transitioning into a new job with a new boss in an entirely new environment can be one of the biggest transitions we experience as an adult. It is often an exciting time but also comes with a blend of emotions reminiscent of the first day of school.

First-time impressions are everything from both the perspective of the employer as well as the new employee. Training is a key component when welcoming new staff and can go a long way if done right. Some ways to help a new employee adjust:

1. All Inclusive Tour. The standard company tour is an essential part of a new hires first day on the job but including the unexpected such as a stroll to local hotspots – the best coffee house or favorite lunch spot – will help ease new employees’ nerves by allowing them to unwind a bit and will help in making them feel more welcome.

2. Make Connections. Meeting a dozen people in one day can be overwhelming so break down introductions over the first week and by departments. Include a cheat sheet that includes some background information on each person with names, titles and any known tidbits – favorite baseball team, hobbies, etc. This will also help to kick-start the process of building relationships.

3. Wine and Dine. Make sure new employees have lunch plans the first few days on the job. Once with you and then with other members of the team they’ll be working closely with or even with other members in the office that you think they should meet. Again this will make them feel welcome and at ease rather than sitting alone and feeling awkward.

4. Provide Resources. Have a Welcome Guide with checklists, sample documents, FAQs and a list of go-to-resources that will help new hires get acclimated before they’re off and running. Things like annual reports, marketing plans, the company newsletter and internal contact numbers for tech support and human resources among others. Easy-to-digest information that isn’t over-whelming helps to ease the stress associated with the transition.

5. Make Yourself Available. When faced with a steep learning curve anyone can get frustrated so make yourself available. Starting a new position is stressful enough, so making time to check in can make all the difference in the world. A no-fail way to make an employee feel like a part of the team is by making them feel comfortable in their new environment.

There’s no debate over the nerves associated with starting a new job so the more time you devote in the beginning, the faster you’ll have an at ease team member who feels welcome and wants to stay.

Are you dreading updating your employee handbook? You’re not alone! Most of today’s HR professionals can agree that employee handbooks can be a handful.

Presented by ThinkHR, this on-demand webinar will cover some best practices for creating an employee handbook. This one-hour presentation will go into detail about:

  • Content every handbook should have plus content you might want to include and why
  • How handbooks can help maintain a vibrant company culture
  • New laws that impact employer policies
  • How the Trump Administration may impact employer policies

Watch the webinar recording today: http://links.thinkhr.com/O0y0S9nW0100WKRC0G09eoT

This webinar offers 1 HRCI and 1 SHRM-approved credit. Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ to sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.

Question: We do not give our staff floating holidays and only observe 10 holidays per year. How do we allow for staff who observe various religious holidays the time to do so, without giving them more personal time than staff who do not?

Answer: Employers are required to accommodate time off for religious practice, but are not required to pay for the time off. For employees who are nonexempt, the company should work with the employee to determine how much time off will be needed, and decide whether they will require the employee to use his or her available personal time off (PTO) before taking the unpaid time off for religious accommodation. It is important to note that although your policy needs to be applied consistently, different religions will require different amounts of accommodation. As a result, your pay practices should be consistent and aligned with the requirements of the religion. If employees requiring religious accommodation are exempt and taking partial days off, deductions may be made from their accrued paid time off banks and they must be paid their full salary according to FLSA rules.

Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 30-day trial here.

President-elect Trump’s agenda for employment law is still being formulated, but one thing is certain: change is coming. Business managers and HR practitioners need to be ready, and we can help.

Presented by ThinkHR, this webinar will explore the practical impacts employers need to know now in the following areas:

  • Affordable Care Act regulations and reporting
  • Immigration status verification and reporting
  • Wage and hour changes EEOC enforcement and reporting activity
  • Paid family leave
  • And more!

When: Two dates available (Thursday, January 5th or Tuesday, January 10th at 8:30 am PDT)

Register: http://pages.thinkhr.com/HR-in-2017-Webinar.html

Register Now

This webinar offers 1 HRCI and 1 SHRM professional development credit. Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ and sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.

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Privacy Policy

Privacy Policy and Terms of Use

UST maintains a secure site. This means that information we obtain from you in the process of enrolling is protected and cannot be viewed by others. Information about your agency is provided to our various service providers once you enroll in UST for the purpose of providing you with the best possible service. Your information will never be sold or rented to other entities that are not affiliated with UST. Agencies that are actively enrolled in UST are listed for review by other agencies, UST’s sponsors and potential participants, but no information specific to your agency can be reviewed by anyone not affiliated with UST and not otherwise engaged in providing services to you except as required by law or valid legal process.

Your use of this site and the provision of basic information constitute your consent for UST to use the information supplied.

UST may collect generic information about overall website traffic, and use other analytical information and tools to help us improve our website and provide the best possible information and service. As you browse UST’s website, cookies may also be placed on your computer so that we can better understand what information our visitors are most interested in, and to help direct you to other relevant information. These cookies do not collect personal information such as your name, email, postal address or phone number. To opt out of some of these cookies, click here. If you are a Twitter user, and prefer not to have Twitter ad content tailored to you, learn more here.

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