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JUNE INSIDER Read about our latest HR updates

Consider Including Short-Term Incentives in Employee Compensation

By: Chalyse Mendoza

Recent survey findings from WorldatWork show that although annual salary increases continue to remain steady at 3%, the frequency of including variable pay, such as incentives and bonuses in employee compensation continues to rise. According to WorldatWork, 96% of private companies and 80% of nonprofit organizations/government entities utilized short-term, cash-based incentives in 2017 to reward and motivate employees.

While the survey confirmed an annual incentive plan is the most common type of short-term incentive, other types include:

  • Discretionary Bonus Plan

  • Spot Awards

  • Profit-Sharing Plan

  • Team/Small-Group Incentives

  • Project Bonus

Do you currently utilize variable pay as part of your employee compensation package? If so, we would love to hear what has been successful in your organization.

Current FMLA Forms Set to Expire on June 30, 2018

By: Jazmin Kelly

The Department of Labor’s standard FMLA forms are set to expire on June 30th. And though the new forms are not expected to have any substantial changes, employers are encouraged to be on the lookout for these new forms on the Department’s website, which should be published no later than June 30th. Employers may also customize their own FMLA forms to keep employees appraised of the status of their FMLA, however, employers must ensure that the personalization of FMLA forms do not mislead employees about their FMLA rights. Customized FMLA forms may provide continuity across all internal employee communications, but it is recommended that any customization be reviewed by an outside expert to ensure that any added language does not inadvertently conflict with FMLA.

Click here to read answers to some of the most common questions we get regarding FMLA

How NOT to let them 'Retire on the Job'

By: Andrew McMillan

Data shows that there were76 million people born between the years 1946 and 1964, the traditional window for the baby boom generation. That means that this generation will retire over a 19-year period and many organizations are facing these transitions, so here are suggested best practices to proactively addressed these changes:

  • Create a Planning-to-Retire Educational Program

    • This includes coaching on how employees will handle all the free time they have once they retire, including financial planning.

  • Coach the Employee’s Manager

    • The coaching should include strategies to keep the employee engaged until their last day; for example: encourage the employee to complete as many key projects as possible and not let them ‘retire on the job’.

  • Document Their Knowledge

    • This is critical! These employees have learned so much over their time with the organization, so do not allow your institutional knowledge to leave with them. It is valuable for retiring employees to create training manuals or adding pages to the organizations intranet to coach other employees.

  • Train a New Employee

    • The ideal situation is to have the retiring employee train a new employee. This will help get them up to speed and, ultimately, make an impact quicker.

  • Offering a ‘Bridge Job’

    • Developing a transitional or, bridge job, where the employee remains at work on a part-time basis may allow the company to avoid the quest for talent that is often not available. Baby Boomers want more flexibility and fewer work hours at the end of their career. In fact, 72% say they plan to work in their retirement. Why not let them work with you?

Adapted from:

Bullying Doesn’t End in High School

By: Kacye Harvey

According to a 2017 survey conducted by the Workplace Bullying Institute (WBI), 60.4 million Americans report being affected by workplace bullying. This number is huge and very few employers place an emphasis on identifying and curbing bullying in the workplace. While there are many different definitions of bullying, the WBI defines workplace bullying as “repeated, health-harming mistreatment of one or more persons by one or more perpetrators. It is abusive conduct that is threatening, humiliating, or intimidating, behavior that interferes or sabotages the work of an individual, or verbal abuse.”

The best defense against workplace bullying is a clearly worded policy that prohibits any type of bullying. A good anti-bullying policy should include:

  • a clear definition of what is considered bullying along with examples of actual behaviors that meet the definition,

  • a clear reporting procedure including guidance on what to do when the bully is the manager,

  • a detailed explanation of the complaint and investigation process,

  • a “no retaliation” clause, and

  • clear consequences for violating the anti-bullying policy.

Developing your Employer Brand

By: Kathy Bennett

The importance of employer branding is quickly becoming a strategic focus among CEO’s, HR, and marketing leaders as many are seeking out ways to attract and retain top talent. According to a survey by Glassdoor, “Sixty-nine percent are likely to apply for a job if the employer actively manages its employer brand.” Having a reputable employer brand can result in more qualified candidates, reduced recruiting costs, and improved employee engagement. A few tips on how to build your employer brand:

  • Personalize the candidate and employee experience: Show that you care. This can be done by developing individualized career roadmaps for employees, recognizing employees for their efforts, and placing an emphasis on positive supervisor and employee relationships.

  • Communicate internally: Communication is crucial to ensure every function in the organization understands the value and need of building a strong employer brand and the role they can play.

  • Create an employee advocate program: Incentivize employees to share the culture of the company to their networks and to serve as employer brand ambassadors.


Increase in I-9 Audits Expected this Summer

By: Rachel Hale

Immigration and Customs Enforcement (ICE) has doubled efforts in worksite immigration-enforcement investigations this year. In the first seven months of the 2018 fiscal year, ICE had already conducted more investigations than the agency completed in all of fiscal year 2017 with plans for a nationwide increase of Form I-9 audits this summer. These investigations most often start with a notice of inspection alerting employers ICE is going to audit their employment records. Failure to comply can result in civil penalties and/or criminal charges for employers. With the government’s focus on worksite investigations, employers are encouraged to audit their own employment verification process and records to ensure compliance.

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