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JULY INSIDER: Read about our latest HR updates

Trending Now: Pay Transparency

By: Chalyse Mendoza

Transparency around pay practices is a growing trend among many organizations, as employees increasingly expect employers to be more open in their communication about their individual pay. According to PayScale’s 2018 Compensation Best Practices survey, 62% of top performing organizations are aiming to be more transparent in their communications about compensation in 2018. This includes being more open about their compensation philosophy and on an individual basis, how pay decisions were made.

In another PayScale survey about the relationship between pay and employee engagement, 64% of employees who were paid at the market rate believed they were underpaid. Further, the survey revealed that 60% of employees who perceived they were underpaid reported they intended to leave the organization. This data shows there is a direct link between employee’s perception of pay fairness and their intent to stay.

In order to become more transparent about communication, consider the following recommendations from PayScale:

  • Engage in open conversations with employees about how their pay is determined, where their compensation falls in the pay range, and what the pay and compensation philosophy is for the organization.

  • Use total compensation statements as a method for communicating individual compensation.

  • Empower managers with the necessary tools, training, and resources to have effective compensation conversations with employees.

Are you interested in joining the top performing organizations as they become more transparent about pay this year? If so, we can develop a pay transparency strategy that fits your unique organization.

Leveraging Managers: The 5 Qualities of an Engaging Manager

By: Kacye Harvey

With promises of increased retention, higher productivity, increased profitability, and greater customer satisfaction, employee engagement continues to be a hot topic among Human Resource professionals and organizational leaders. Despite continued efforts to increase engagement, year after year, employee engagement in the U.S. remains around 30%. Quantum Workplace has identified five qualities of an engaging manager that can push engagement to the next level.

  • Engaging Managers Recognize Employees: Receiving recognition has been identified as a top 5 driver of engagement, but only 12% of organizations report recognition as a top priority.

  • Engaging Managers Lead Survey Follow-Up Efforts: In addition to surveying employees, it is important for managers to communicate survey results and implement follow-up strategies. While managers often rely on executives and human resources to lead these efforts, most employees report this responsibility should fall on the manager.

  • Engaging Managers Discuss Performance Frequently: Annual performance evaluations are no longer effective. Engaging in frequent check-ins provide real-time feedback on performance and is a preferred method by employees.

  • Engaging Managers Involve Employees in Goal Setting: Failing to get employee buy-in during the goal-setting process and failure to communicate organizational goals, negatively impacts results and decreases engagement.

  • Engaging Managers Coach and Develop Employees: Providing coaching and development opportunities is a top 10 driver of employee engagement. Survey results show that coaching and development opportunities are highly desired by employees, but underutilized by managers.

Workplace Flexibility

By: Kathy Bennett

For many years, salary was the deciding factor when choosing a job. However, salary has been pushed aside for a better work-life balance. In a recent study, a flexible work environment beat out the need for a competitive salary by 53%. It is now the #1 most important employee benefit.

Statistics show that there is a direct correlation between flexible work environment and happy employees. When an employee is happy, they choose to stay in their current position longer, they are more productive, they feel valued and become ambassadors for the company.

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Why Investing in Employee Experience May Be Your Best Investment

By: Rachel Hale

Research by Jacob Morgan, author of The Employee Experience Advantage, shows that organizations that invested most heavily in Employee Experience (EX) were:

  • included 11.5 times as often in Glassdoor’s Best Places to Work

  • listed 4.4 times as often in LinkedIn’s list of North America’s Most In-Demand Employers

  • 28 times more often listed among Fast Company’s Most Innovative Companies

  • listed 2.1 times as often on the Forbes list of the World’s Most Innovative Companies

  • twice as often found in the American Customer Satisfaction Index

  • 4 times the average profit and more than 2 times the average revenue

What does it meant to invest in employee experience? First, it is not providing perks, parties and other feel-good practices. Rather, it is the sum of everything an employee experiences throughout his or her connection to the organization. According to Mark Levy, former head of Employee Experience at Airbnb, employee experience is “Anything that sets employees up for success…” How are you setting up your employees for success?

Multistate Employers, Are You in Compliance in Every State?

By: Jazmin Kelly

Although there are many federal laws that are applicable across the board, each of our 50 states has their own individual employment laws, with some being stricter than others. These are a few legalities with major differences from state to state: Hiring and On-boarding, Firing and Off-boarding, PTO Policies, Notices and Postings, EEO, Discrimination, Harassment and Retaliation, Training and Development, Wages and Hours, Employee Privacy, and Benefits. Keeping track of and managing compliance obligations in several states is both extremely challenging and extremely important.

To minimize the risk of fines, penalties or judgments resulting from mismanaged state and federal obligations, multistate employers should take the following steps:

  • Be knowledgeable regarding state and local compliance obligations;

  • Have policies and procedures in place to manage state and local compliance obligations, in conjunction with federal obligations through a handbook addendum for each state; and

  • Have the right HR team in place to be able to address employment issues no matter where they are located


Career Opportunities, with our Clients:

  • Office Manager/Executive Assistant – Client Confidential; Dallas, Texas

  • Data & Systems Administrator – Client Confidential; Dallas, Texas

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