Rising Health Care Costs

Health care continues to get significantly more expensive for small businesses, according to a recent survey by the National Federation of Independent Business. The almost 1,000 participating companies reported a 12% increase over last year.

According to the NFIB, the rising cost of healthcare was cited as the number one business concern. When one considers the following statistics, it is easy to understand why.

  • 66% of small businesses expect the higher costs to lower profitability
    NOTE: This is not 100% because some employers intend to pass on some or all of the higher cost to their employees, with others hoping to increase productivity to offset at least a portion of their increased health care expenses.
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  • 40% say the increase in these expenses will lead to the postponement or elimination of investment in their businesses.

The NFIB notes the small business community is generally confused by the Affordable Care Act. Only 17% of business owners surveyed say they are very familiar with the law, while 49% say they are only somewhat familiar with ObamaCare. Over 40% of business owners say the media has been the primary source of information.

Posted in Benefits Management

Three Ways Your Company May Be in Violation of Employment Laws

Here are three common ways employers violate employment laws:

1. Misclassifying or Not Classifying Employees under the Fair Labor Standards Act

The Fair Labor Standards Act describes under what set of circumstances an employee meets the requirements to be classified as “exempt” as opposed to be classified as “non-exempt”.

  • Employers are not required to pay exempt employees overtime at the rate of time and ½ for all hours in excess of 40 in an given work week.
  • Employees who are non-exempt must be paid at this rate for all such hours.

The best way for employers to avoid running afoul of the law is to have a formal process in place that it uses to determine what the proper classification is for each of its positions.

2. Failing to Pay Non-Exempt Employees Overtime Because It Was Not Authorized

An employer is required to pay overtime to an exempt employee for hours in excess of 40 in a work week EVEN though the employee worked some hours without authorization from the company.

The existence of a policy prohibiting additional hours of work beyond an employee’s regularly scheduled hours does NOT relieve the employer of this overtime payment obligation.

The best way for an employer to deal with this matter is to have a written policy communicated to all employees. It is important that the policy clearly state that under such circumstances the company will pay overtime at time and ½, but the offending employee will be subject to appropriate disciplinary action, up to and including discharge for repeat offenders.

3. Categorizing Individuals as Independent Contractors Who Are Actually Employees

This subject first amped up the government’s attention to a very high level during the Silicon Valley explosion. It was discovered that a significant number of companies where hiring individuals as independent contractors who in reality where employees. In some instances, the actions were viewed by the government as an attempt by violators to avoid providing of benefits and their incurring the accompanying expenses.Ambrina can be purchased for an average price of $42.00 for a 20-count bottle, as frankkrauseautomotive.com viagra 25 mg opposed to the artificially synthesized ones? Many of these have also been cleared by FDA.

An employer’s establishment of an individual’s correct status can be easy to get wrong. This is reflected in the fact that the U.S. Supreme Court has on a number of occasions held that there is no single rule or test for determining whether an individual is an independent contractor or an employee for purposes of the FLSA.

To avoid problems in this area, an employer must be very carefully examine the factors which the Court has considered significant. These include:

1) The extent to which the services rendered are an integral part of the principal’s business

2) The permanency of the relationship

3) The amount of the alleged contractor’s investment in facilities and equipment

4) The nature and degree of control by the principal

5) The alleged contractor’s opportunities for profit and loss

6) The amount of initiative, judgment, or foresight in open market competition with others required for the success of the claimed independent contractor

7) The degree of independent business organization and operation

 

Posted in Talent Acquisition, Executive Search, Employment & Employee Retention

INCENTIVE COMPENSATION-5 MOST COMMON MISTAKES

Incentive compensation can be a great way for an organization to incent employees to work to the best of their individual abilities and to work together collaboratively. Both of these in place greatly enhance an organization’s likelihood of achieving or exceeding its objectives.

However, as LoDico’s Law #2 states, “There are lots of wrong ways to do something that’s right or good.” This certainly applies to incentive compensation plans.

The most common mistakes that organizations make that in turn diminish the value and impact of an incentive compensation plan are:

1) The potential rewards are insufficient to cause employees to be appropriately motivated to strive enthusiastically toward achieving the necessary performance levels to trigger reward payments.

  • If you fail to avoid this mistake, it does not matter if you avoid the other mistakes.

2) The plan is too complex.

  • It needs to be designed and communicated in such a way that participants can easily grasp how it works.

3) The metrics upon which rewards are based are outside the control or influence of participants.
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  • In compensation terms, this refers to the “line of sight”. In simple terms, it means that employees need to clearly see how their roles impact the outcomes upon which they will be rewarded.
  • The harder it is for them to see the connection between their work and the rewards, the less is the effectiveness of the plan to accomplish what is stated in this blog’s first paragraph.

4) The goals are perceived as too difficult to achieve.

  • The goals should strike a balance between being challenging and being achievable.

5) There is insufficient communication to participants as to the actual performance goals in comparison to the performance levels needed for rewards to be given.

  • To use a sports analogy, at any given time, the players need to be able to look to the scoreboard to see if they are winning or not.

Posted in Compensation & Performance Management

John Wooden’s “Pyramid of Success”

There are a number of parallels between coaching a sports team and leading a business team. The late John Wooden is considered by many to be the most successful sports coach of all time. His UCLA basketball team won 10 NCAA national championships, including 7 consecutive ones. I doubt this is a record of success that will ever be matched, let along exceeded.

Wooden’s “Pyramid of Success” is very applicable to a business team as it is focused on how to make the individuals in the organization grow and in turn help the organization to maximize its potential. Coach Wooden provided the following simple but powerful 10 keys to building a championship team::

  1. Listen … to those under you
  2. Care … for them, genuinely, for their own good, not just for what they can do for you or the organization
  3. Give recognition … everyone wants it, and it encourages them to do even better
  4. Be prepared … the Boy Scouts had it right, it’s a key to success
  5. Work hard … success doesn’t come without it
  6. Be enthusiastic … and be contagious with it
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  8. Be patient … it can take time
  9. Be confident … it breeds an attitude for success
  10. Mistakes happen … don’t be surprised by or afraid of them
  11. Respect is a by-product … lead the right way and it happens

Below is a copy of his “Pyramid of Success”:

pyramid

Posted in Teams & Teambuilding

Dealing in Conflict: Part 2

Part 1 on this subject talked about some of the causes of conflict and the potentially damaging consequences of unresolved conflicts in the work place.

The good news is that by resolving conflict successfully, you can solve many of the problems that it has brought to the surface, as well as getting benefits that you might not at first expect, such as:

  • Increased understanding and insight into the situation by the involved parties.
  • Stronger mutual respect
  • A renewed faith in their ability to work together

Here is a six step process that has been proven to be highlyThe most important feature of this medicine is 36 hours of cialis without prescription view address celestial pleasure is guaranteed. effective. The six steps in the process are straightforward; however, the degree of effectiveness is directly related to how capable and how committed an organization is to going through each of the steps and the paths down which those steps will take it.

The steps are identified below:

  1. Clarify what the disagreement is.
  2. Establish a common goal for both parties.
  3. Discuss ways to meet the common goal.
  4. Determine the barriers to the common goal.
  5. Agree on the best way to resolve the conflict.
  6. Acknowledge the agreed solution and determine the responsibilities each party has in the resolution.

 

Posted in Teams & Teambuilding

Dealing with Conflict: Part 1

Have you ever worked within an organization where there was never any conflict? None of us has! That’s because for an organization to be conflict-free it would have to be made up of perfect people. Given that none of us is perfect, it seems that conflict in the workplace is merely an outgrowth of our individual and collective imperfections.

Conflict commonly arises because individuals:

  • Have differing points of view
  • Communicate with and to one another differently
  • Spend large amounts of time together
  • Depend on one another to “get the job done”

Although conflict is inevitable, it does not nor should it be disregarded or downplayed. Avoiding conflict is simply not an option for any entity.

It is important to address conflict because unresolved conflict and the resulting strained relationships can lead to any or all of the following unhealthy, and potentially lethal, situations:

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  • Divided teams
  • Low morale
  • Loss of productivity
  • “Presenteeism” (meaning employees are physically at work, but their hands, minds and hearts are not)
  • Employee turnover
  • Reduced quality of products or services
  • Customer/client service issues
  • Unhealthy confrontation
  • Grievances, regulatory agency complaints or lawsuits
  • In extreme cases, workplace violence

Posted in Teams & Teambuilding

PRIORITIZING

As managers, one of our important responsibilities is to set priorities and to help our employees set priorities in terms of what needs to be accomplished. Without establishing priorities, it is too easy for one of the following to take place:

  • Wrong priorities are assumed—either too high or too low
  • No distinction is made between what’s really important & what can be delayed
  • Everything is considered to be a “must do now”

The Pareto Principle applies to priorities–20% of priorities will give you 80% of productivity/results—that’s a 4-fold return.

All work has to be viewed in the context of two questions: (1) How important is it? and (2)How urgent is it?

Based on those two factors (importance & urgency), all work then typically falls into 1 of the following 4 priority categories:

  1. High Importance/High Urgency
    • Do these things first!
  2. High Importance/Low Urgency
    • Set deadlines for completion!
    • Work into your daily routine!
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  3. Low Importance/High Urgency
    • Do after “High Importance/High Urgency”!
  4. Low Importance/Low Urgency
    • Put aside, but commit “X” amount of time each day, week or month towards getting them done.

The 3 “E’s” of prioritizing are:

  1. Evaluate – What are my priorities?
  2. Estimate – How much time will each take?
  3. Eliminate – What is on my “to do” list that does not need to be done or can be assigned to someone else?

Posted in Strategy, Management & Leadership

A Leader’s Vision

A leader should have great vision–and I am not talking about eyesight. A leader must be able to see:

  • Before others see – seeing not just the present but also into the future; being able to anticipate the next round of challenges & opportunities
  • More than others see – seeing the hidden issues; seeing untapped potential; seeing what others do not see

A leader’s vision:

  • Starts from within
  • Draws upon her/his past experiences, including both successes & failures
  • Paints the picture with great clarity so followers cannot just “catch the vision”, but can also “run with the vision”

If the vision by the leader is very clear, it will:

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  • Provide direction, serving as a road map for the future
  • Breed passion, causing the organization/your team to catch your enthusiasm & want to join the journey
  • Creates meaning, which enables a better understanding about how what each employee does each day fits into the proverbial “big picture”
  • Develops unity, with everyone driving toward the same outcome

A great example of the power of a leader’s vision can be seen in America’s achieving of President John F. Kennedy’s dream of putting a man on the moon.

  • This dream came to fruition in part on February 20, 1962 when astronaut John Glenn became the first American to orbit Earth.
  • It came to full fruition on July 20, 1969 when astronaut Neil Armstrong took the first step on the moon, famously saying, “That’s one small step for man, one giant leap for mankind’.

 

Posted in Strategy, Management & Leadership

What You Need to Know About 2014 Pay Increases

Recently, a study of pay increase planning for 2014 was conducted of more than 4,500 companies, with the following breakdown by # of employees.

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The key findings of the survey are shown below:

Pay Increases in 2014

  • 88% of all surveyed companies are planning to give pay increases. This is up from 83% in 2013.
  • A major factor cited for doing so is retention of key talent. Almost 60% stated that talent retention is their “#1 or high” concern.
    • The U.S. “All Industries” average turnover rate (including both voluntary and involuntary turnover) for 2013 was 15.1%Immunity from external pathogens require the inside of the artery wall for atherosclerosis and evaluating the flow across areas of these “mildly abnormal” areas to define the importance of the plaque in the veins and arteries. browse around this online cialis. The voluntary turnover rate was 10.4%, which represents 69% of all terminations.
    • Given this turnover rate and the high cost of turnover, it stands to reason that companies are concerned about their ability to retain their employees.
  • The average increase is projected to be 4.5%, up by about 1.0% from 2013’s pay increases.
    • From 2008 through 2013, the average pay increase has been in the 3.0% to 3.5% so it is significant that 2014’s pay increases are projected to cross over the 4.0+ range.
  • The average increase by company size as measured by the number of employees is:

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Posted in Compensation & Performance Management

THE 5 W’s OF AN ENCOURAGING LEADER

1. WATCHFULNESS

  • Be observant so that your encouragement is:
    • Specific
    • Timely

2. WORDS

  • Serve to reinforce the performance & behaviors you desire
  • Express your appreciation

3. WRITING

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  • Often even more powerful that spoken words
  • Notes are a tangible reminder to the recipient—long after we may have forgotten the note, the employee has not

4. WALLET

  • Even a small monetary reward is important & valued as much as or more than the value itself

5. WINNING

  • Celebrate wins—including small ones
  • Winning begets winning

 

Posted in Employee & Labor Relations