PRACTICAL ISSUES OF DRESS CODE

Tue, 21 May 2013 04:04:50 GMT

Summer is here and with styles and appearance changes in society, it is important that your company have a policy concerning what is acceptable dress at work.

Nothing requires a dress code but if your company has contact with the general public, it is better to have one in place before you need it.

You have a business to run and hopefully make a profit. If people want to work for you, a good appearance often makes the difference with your customers.

In some cases having a dress code is a simple matter of complying with health and/or safety requirements. For example in some cases an employee’s hair can become tangled in machinery or food during processing requiring that the hair be contained.

Having an appearance policy in place before tattoos, nose rings, haircuts or head coverings becomes an issue will allow you to set expectations and help you defend claims of discrimination.

A goal of your policy should be a clear understanding of what is acceptable and at the same time allow you some flexibility to make decisions and possibly exceptions if necessary. The policy should state that all employees are expected to present a neat and well-groomed appearance.

Companies that deal with the public often require that tattoos be covered while at work and explain that the company’s image is an important business element.

There may be times that appearance may be more formal than what is expected in the office or warehouse. In cases where someone has to attend a social function, it may be the responsibility of the employee attending to make sure he understands what the proper dress is.

Recognizing that clients and visitors may have sensitivity and/or allergic reactions to various fragrance products, you may want to declare that we are fragrance and smoke free. Personal fragrance products (perfume, colognes, lotions, powders and other similar products) that are perceptible to others should not be worn at work.

Your policy should be realistic and not too restrictive. For example, if you require all employees to wear black slacks and white shirts/blouses, you may find yourself with having issues with a “uniform”.

This may be a good time to involve employees in creating the policy guidelines and get their buy-in.

You may want to prohibit extremes in dress such as clothing that is too baggy or too revealing.

Finally, inform employees what to expect if they report to work in violation of the policy. Will they be sent home to change? Will they be paid for that time?

NO PRO-UNION POSTERS

Thu, 16 May 2013 05:20:49 GMT

The pro-union National Labor Relations Board (NLRB) appointed by President Obama had proposed that all employers display a poster that told employees of some of their rights under the National Labor Relation Act.

An appeals court has ruled that the National Labor Relations Board (NLRB) violated the National Labor Relations Act (NLRA) when it made it an unfair labor practice to display a poster about an employee’s right to join a union.

The poster created by the NLRB only told a small portion of employee rights on things such as how to join a union, file unfair labor practices, etc. The poster did not mention employee rights to decertify a union, not pay union dues or the employee’s right to not join a union.

AVOID "IF ONLY" QUESTIONS

Tue, 16 Apr 2013 03:28:15 GMT

Employees are filing more claims with various agencies and law suits against employers than ever before.

Some cases have merit but even the ones that do not can cause you to loose sleep and incur unnecessary expenses. (Avoid the "if only" questions from legal.)

No one wants an uncooperative and/or unproductive employee. Take time to build a case to justify terminating an employee and have written documentation or turn the employee around.

Keep in mind that if you have to go to written documentation, you should be writing it as much for the legal system as the employee. (If you have questions about this, let's talk!)

Do not fire someone on the spot. If you want to fire "right now", put the employee on suspension pending investigation and get your facts and documents in order.

You can always terminate the person in a day or two.

Take Time To Think About It

WHY EMPLOYEES STAY

Mon, 18 Mar 2013 23:32:31 GMT

There are all kinds of surveys and studies but most agree that about two thirds of your employees stay with you because their jobs fit well with other things in their lives.

The same percentage said they stuck around because they like the work they do.

Digging a little deeper, about 60% say they stay because of their benefits and 59% stay with the job because of pay.

More women than men gave both work and life fit for reasons for staying with their employers.
In work relationships, women were more likely than men to stay with at their job because of their co-workers (55% vs. 48%), their managers (46% vs. 34%) and their connection to the organization (59% vs. 53%).
More men stayed at their job because it gives them the opportunity to make a difference (49% vs. 52%).
Employees age 55 and older cited enjoying the work (80%), work-life fit (76%), and benefits (66%). Feeling connected was important (63%) and having an opportunity to make a difference (57%) were reasons given for staying.
The age group of 18-34 was least likely to say enjoying the work (58%), work-life fit (61%) and benefits (54%) keep them on the job. This group was most likely to endorse co-workers (57%) and managers (46%) as reasons to stay.
More than two-thirds (67%) of those ages 35-44 gave pay as a reason for staying at an organization, higher than in any other age group.

NO QUALIFIED GUIDANCE

Mon, 18 Mar 2013 23:28:19 GMT

For a small business, the human resource “department” in Las Vegas is usually one person wearing many hats.

This HR generalist often is responsible for benefits, HR management, labor relations, legal issues, staffing, HRIS, training, compliance and much more.

The typical HR person in Las Vegas may know a little about everything, but usually lacks solid HR guidance and experience.

With constant presence and oversight of agencies such as the Department of Labor (DOL), EEOC and OSHA the HR person can easily become overwhelmed.

When a company is faced with a governmental audit, investigation or litigation, ignorance of the law is no excuse.

If you are a small company in this type situation, you need to get professional guidance so you can sleep well every night.

Consider the options, professional guidance for your HR department or having an inexperienced person trying to find her way through HR issues and regulations.

FIRE ME!

Mon, 18 Mar 2013 22:23:51 GMT

Every once in a while we come across an employee that wants to be fired.

It’s not unusual for someone to get bored with the job, co-workers or the routine of getting up early for work.

Whatever the reason, some would rather sit home and draw unemployment.

The best way for management to handle this situation is hold the line on what is expected of the employee.

If/when the employee goes from an asset to a problem, management needs to document the problem or behavior in writing and have the employee sign it.

If the employee becomes insubordinate, put the employee on suspension pending investigation. Once this is done, management needs to get statements from witnesses telling what happened.

When asking others to write statements, make sure you read the statement and that it clearly states what happened. All statements should be signed and dated.

It doesn’t hurt for employees to know that the Company will challenge all unemployment claims.

EMPLOYEE RECOGNITION

Wed, 13 Feb 2013 05:22:54 GMT

The Department of Labor figures show that 64% of employees leave their jobs because they don't feel appreciated.

A Gallup survey shows that 71% of employees are not engaged and that 19% are disengaged.

A definition of disengaged is essentially the employee shows up only to get a pay check and does a little work.

Not being engaged with your company or job is basically an employee that shows up, does as little as is required to get by and not get fired.

Employee recognition programs tend to drive employee engagement/productivity up. Good programs tend to increase employee morale and productivity by a significant number.

It is estimated that disengaged employees cost their companies over $3,000 for every $10,000 in paid salary.

SUMMER INTERNS

Wed, 13 Feb 2013 05:17:17 GMT

Summer is coming and companies are starting to think about hiring summer interns.

This can be a great experience for someone wanting to learn what actually goes on behind the scenes of business.

However this can be a “double edge sword” . The Department of Labor (DOL) has established “guidelines” that are few and simple. Use caution since violation of the guidelines can be a costly learning experience for companies.

For example interns can only work 10 hours a week and the 10 hours must be in a learning capacity similar to a school or trade school setting. The benefit of the internship must be for the intern – not the company. There may be instances where having an intern causes a disadvantage to the company.

Both the company and the intern understand there is no promise of employment after the internship is over and there is no expectation of wages during the internship.

Companies that decide to use interns rather than hire temporary employees to cover for vacations, etc. can be found in violation and may have to pay wages plus possible fines.

If the intern is essentially another employee and the company cannot show that it has an actual learning structure, the intern may be an employee and must be paid at least the minimum wage.

The DOL distinguishes between a trainee and an intern in the sense that trainees are to be paid and are considered employees.

Questions – let's talk.

OSHA Form 300A

Tue, 15 Jan 2013 02:33:45 GMT

OSHA requires that businesses with more than 10 employees post their form 300A from February 1 to April 30.

This is a listing of work related injuries, illness and fatalities in your location(s) during the previous year. Even if there was nothing to report, a zero goes in the "total" space. The form must be posted along with other announcements.

An executive must sign the form to certify that the information is correct. It is important to comply with the simple posting requirements to show your work force that Safety is Important in your company.

The OSHA Form 300A can be down loaded with instructions on completing the form - it's simple.

http://www.osha.gov/recordkeeping/new-osha300form1-1-04.pdf

A few industries are exempt and you can see if your type company is exempt from the posting by going to - http://www.osha.gov/recordkeeping/ppt1/RK1exempttable.html

A New Type of Discrimination

Mon, 17 Sep 2012 04:15:28 GMT

Yes – While discrimination claims over all are down, this type has increased 400% in the last several years. Almost half of the lawsuits have been won by the employee and the average settlement or jury award average over $500,000.

This type discrimination has hit all size companies from start ups to the big multi-national companies.

A change in supervisors seems to have an increased level of this type discrimination. What is it? It’s called “Family Responsibility Discrimination” or “Caregiver Discrimination.”

The reasons are several:

An aging population
Veterans returning home with injuries
With less “grandparents” to help take care of the new baby, husbands are taking more time off.

Something else that has caught the eye of watchdog agencies is that it seems that women having their second child are filing more claims. The thought is that supervisors may believe that the woman will be less dedicated to her job if she has two or more children or multiple births.

True or not, all companies should look at their policies to make sure that a complaint system is in place if an employee feels harassed or discriminated against.

Another important section of policies that need to be reviewed is the leave of absence policies. It is equally important that supervisors be familiar with the rights of caregivers under the various state and federal laws.

Snitches Needed!

Wed, 15 Aug 2012 18:39:30 GMT

To be really successful, every governmental agency needs a snitch.

The “snitch” as discussed here is almost always a disgruntled employee or ex-employee who feels that he or she has not been treated fairly by management.

Without the snitch, governmental agencies have little reason to conduct an audit or investigation for any number of things that find employers breaking the law.

Here’s a real situation where a former employee of a company had gone to the State Labor Commissioner about a pay dispute.

While the claim of the snitch was resolved with little or no problem for the employer, it was discovered that co-worker Mary had been classified as an exempt employee.

Because Mary was a trusted and diligent administrative employee, she was considered by the company as a manager. In addition to Mary’s administrative duties she did such things as handing out job assignments and collecting time cards.

Actually Mary was functioning as a senior administrative employee and should have been classified as non-exempt. As non-exempt, Mary should have been paid time and one half for all hours worked over 8 during a work day and over 40 hours in a work week.

Just a note – non-exempt employees can be either hourly or salaried. The general feeling is that there is a higher level of status associated with being a salaried employee. Salaried non-exempt employees still need to be paid time and one half for hours worked in excess of 8 hours a day or 40 hours a week.

Both the state and federal agencies that oversee wage and hour claims look not at the job title but the actual duties the employee performs.

To be a manager under the Fair Labor Standards Act (FLSA), there must be at least 2 employees that report directly to the manager. In addition, a manager must have effective input into hiring and firing, and do such things as conduct performance reviews or exercise other management control over employees.

When the company realized the mistake, it tried to resolve the issue with Mary. Because Mary had been classified incorrectly and kept great records, the company ended up paying Mary $25,000 in back pay.

A representative from the Nevada Labor Commissioner’s Office told me that the above type of situation is common among small business owners because they do not have proper guidance on things of this nature.

OSHA Study Shows Inspections Save Lives

Tue, 17 Jul 2012 03:08:11 GMT

The journal Science, published on May 18, 2012 a study conducted by professors of Harvard School of Business, the Haas School of Business at the University of California, Berkeley and Boston University.

The study consisted of 409 companies that were selected at random by Cal/OSHA for inspection and 409 that did not have inspections. Over a 4 year period, companies that had random inspections had 9.4% fewer accidents than companies that did not have a random inspection.

The employers that had the random inspections saved an average of 26 percent on workers’ compensation costs compared to similar companies that were not inspected. Employers saved on average $355,000 in 2011 dollars as a result of an inspection, according to the report.

Translated to the nation, OSHA inspections nationwide could be saving employers an estimated $6 billion .

End result – Expect more random inspections to save money and employee lives.

Sign the Letter!

Tue, 17 Jul 2012 02:50:01 GMT

Periodically the question comes up of what to do if an employee refuses to sign a document which is usually discipline related.

The document should read at the bottom that the employee is accepting a copy of the document and that signing does not mean the employee is agreeing to the contents.

As the employer, you can ask another person (preferably another member of management) to witness that the employee has refused to sign the document.

In some cases the employee’s over all record was considered and he was terminated for insubordination. Recently the California Supreme Court ruled an employer was justified in terminating an employee for misconduct.

The important points to remember is that the company’s policy manual and the disciplinary letter both stated that signing a disciplinary letter was not agreeing with the contents. Signing merely indicated that the employee received a copy.

Practical Tips

Make them sign - It is important to have employees sign acknowledgment of receipt of discipline memos.

Clarify - Make sure that the discipline form says that the employee is signing to acknowledge receipt of the form, not that he agrees with the write up. Make reference in your employee policy manual.

A consideration for all employers is the cost of the ultimate victory as this case went through the state unemployment processes and then courts.

Bully, Bully

Mon, 18 Jun 2012 19:25:22 GMT

It seems that each year as the weather gets hot, all types of violence increases including “bullying”.

Bullying and violence has increased enough so that on 4/18/2012 President Obama sent a directive to federal agencies requiring development of policies to address violence in the workplace and provide assistance to employees who are victims of domestic violence.

If your personnel polices are well written, you don’t need a separate policy. In most cases this would be covered by your “Acceptable Conduct” policy.

As an employer, if you hear of any abuse, you need to investigate and take action, if warranted. The best way to handle this type problem is to address it head on and stop it.

Some employees may call their actions “horseplay” but regardless of what it is called, it is not what you pay your employees to do. Bullying and intimidation cause increased turn over and lowered morale. Both of these can affect your bottom line.

Managers and supervisors are often the target of bullying (37%) and intimidation because of work assignments and performance issues. Most bullying is peer to peer (82%) but supervisors get into the act and direct their actions at employees (56%).

As an employer, the general duty clause of the Occupational Safety and Health Act (OSHA) requires employers to take reasonable steps to ensure employees’ safety. OSHA has interpreted this to include protecting employees from perpetrators of domestic violence who may follow their victims to work.

Bullying has caught the attention of so many people that there is a Workplace Bullying Institute (WBI) web-site www.bullyinginstitute.org and www.Bullybusters.org. Honest - check it out.

The WBI was started in an attempt to pass laws in state legislatures that would prohibit bullying. Twelve states have introduced the "Healthy Workplace" bill. The bill requires employers exercise "reasonable care to prevent abusive conduct through education".

As always, if you have question, let me know.

The Review Form

Wed, 16 May 2012 04:24:30 GMT

In earlier articles we talked about several things that may have an impact on performance such as orientation and having duties and responsibilities explained.

All departments somehow relate to the company mission or goal. As a manager, performance should tie to this goal.

There are scores of different performance review forms to choose from. Whichever form you select, it should include at least the following places for:

Date of last review
Date of next review
The review should cover the entire time frame and not focus on one project or incident
A clear description of what is expected
Explain clearly how the performance is going to be measured
A rating system that is easily understood
Examples of the good or bad work, citizenship, etc.

The review should strive to be results driven rather than activity driven. For example, when evaluating a sales professional, results should be in the number or dollar amount of sales closed – not the number of calls made.

Base the review on accurate and factual data. Length of service or an employee’s grade may raise the employee’s expectations for a large increase. Length of service or grade, however, does not automatically mean better performance. In fact, length of service and grade may justify higher expectations.

It is important to the employee that you record accurate information on the employee’s performance with mention of specific positive things along with specific things that require more work. If you keep information in the employee folder, this should not be difficult.

Rewards should be made based on clear contribution to performance and not given out as merely a cost of living increase and time with the company.

Avoid overrating a poor performer. The “halo affect” is often used as a motivational tool by some managers. The feeling often is that a higher rating will be an incentive to do better. The employee, however, may get the message that the quality and quantity of his work is acceptable or improving.

Successful performance management and strategic planning have to be combined to make the Company function as your Executive Management envisions it.

Performance needs to focus on results, results and more results – not activities that may consume the day. When management starts setting and measuring employee goals, it is hard for people to misrepresent their true activities. Success will mean the same thing to every employee.

In cases where an employee receives a performance rating higher than deserved, remember that if a higher level of management decides that the employee’s performance is not acceptable, terminating an employee with a good review can be difficult to prove.

On most performance review forms, it is possible for a manager to “ride the fence” and give a higher rating than deserved. If a person is a true leader or manager, the scores should be in one column or another – not a combination of the two (riding the fence). For example, a manager may give a rating of 2.5 which is between poor and acceptable. The manager needs to clarify – is the work poor or acceptable.

It is not possible to include examples of performance reviews in this column. If you would like a sample of review forms, email me your name and mention Review Forms in the subject line and you will receive samples.

EMPLOYEE PERFORMANCE

Mon, 09 Apr 2012 21:01:39 GMT

Did you know that 80% of employees are not satisfied with their performance reviews and that 30% of the time reviews resulted in lower employee performance.

After your new employee completes orientation and starts training, the hiring manager's job is just starting.

Getting a new employee enthused and excited about doing a great job is often the easy part of achieving good performance.

It's not unusual for an employee to start out like a great ball of fire because of the excitement of the position and responsibilities. As time passes however, the employee often lose's enthusiasm for the job and productivity falls.

Building A Relationship - To keep the employee positive and prevent bad habits, the manager needs to maintain open and frank communications. This is where it is important that the supervisor and employee build an open relationship about expectations. The employee needs to understand what is expected in quantity, quality and teamwork.

When the employee is meeting goals, the performance review can a be very positive experience.

In cases where improvement is needed, all of the discussions should be confidential and involve only the employee and management. Initial discussions should include a copy of the job description where the employee again can see the written expectations. Since these are counseling sessions, it is a good idea to keep notes of what is discussed. (If you want a discussion planner template, just email me and it's yours.)

The supervisor needs at times to be a coach about how to do more and/or better, a cheer leader when expectations are met or exceeded, a trainer and more.

As a coach, it is important to maintain the employee's self esteem when it is clear that the employee is not doing things properly. Sometimes it is necessary as a coach to also be a trainer and make sure that things are done correctly.

In cases where the employee has performed the work satisfactorily in the past, training or retraining is usually not an issue. (More on this later.)

At times the supervisor may become frustrated with the new employee's progress. This is when the supervisor needs to remember that there were good qualities seen in the employee that justified the decision to make the job offer.

The supervisor should have documentation of earlier performance and the more recent, declining performance to discuss with the employee. Specifics are important because the employee may feel that there has been no change and may in fact feel performance has been improving.

If performance was previously acceptable or at least improving, the supervisor should discuss current numbers and the previous performance. The employee should be given the opportunity to explain anything that may have changed that would affect the performance numbers.

When a manager sets an effective goal for employees, it can be a powerful tool and result in improved employee performance and be a win/win for the company and the employee.

Managers should set goals that can be achieved but may be a stretch. If you set goals too low, often employees work at a pace they know will get them to their goal but the pace is not their full potential.

Obtainable goals that include a stretch are ideal. If goals are set to high, often the employee will give up and not really try because he knows it is an impossible goal to achieve.

Next we will talk more about measurement and the performance review form.

EMPLOYEE PERFORMANCE

Wed, 15 Feb 2012 21:38:15 GMT

Over the years there has been a lot written about the value of employee performance reviews. Some people feel that performance reviews are a waste of a manager's time, some see a value and others do not know what to think

Employee performance is important to every business and can make the difference in the bottom line. You may have heard a manager complain that he has an employee that he should never hired and described the employee as lazy, stupid or worse.

This type of comment leads me to believe that at least one of several mistakes have been made.

Possible Problem Areas

Interview - The interview and hiring process was not done properly is one possibility.

If the hiring manager had a job description of the duties the employee is going to perform and created job related questions, the interviews may have been done properly.

Background – This is an area often over looked by companies. You should know about the person who is going to be working for you.

The back ground check should include calling the employee's former manager and having a criminal record check performed. (Use a professional company – do not do this yourself.)

This is your opportunity to find out the good and bad about an employee from a previous employer. If the references come back good, then the problem may be something else.

New Hire Orientation – The first day at work is very important and often neglected and seen as unnecessary.

The manager should look at what happened the first day or two the employee was on the job. The first day at work should be more than telling the employee where to park, what time lunch is and where the restrooms are.

Have someone introduce the new employee to co-workers.

The new employee should be told what the procedure is to report problems and frustrations. (Usually this is no more than to talk with the immediate supervisor.)

There should be time given to the history and culture of the company. Explain how the new employee's job fits into the overall operation. Employees want to know that their job is important. If the job is not important, the job would not exist.

Schedules permitting, the highest level company official on site should have lunch with the new employee.

Training – Even experienced employees in the same business or industry need training on processes and/or procedures you use in your company. All companies do things differently or it could be that the employee was not properly trained.

Training should be done and include safety and hazardous material handling if appropriate for your company.

Duties and responsibilities explained – This may be the most important subject on the list.

Managers should be trained in the importance of giving clear instructions on how to perform the duties of the job and holding employees accountable if performance is not adequate.

Future articles will deal with performance issues, improvement, consequences, management and accountability.

Why Have Personnel Policies

Tue, 17 Jan 2012 19:37:16 GMT

Recently I was asked, why do I need personnel policies?

The answer is simple. Having a well-written employee handbook can help you win and avoid lawsuits by educating employees. Explaining things such as harassment and other forms of unacceptable conduct reduces your personal, legal and financial exposure from things involving your employees.

A poorly written or outdated employee handbook may create liability. If for example, you do not have policies or have not explained the policies to employees, you may find that you are being sued for several relatively minor things. If these “minor” things were covered in your policies and a little time was spent explaining policies to employees, you might have avoided legal problems that would cause you time and money.

Recently, I had an employer come to me for policies and she only had one employee. By being pro-active she now has the tools needed to help defend against employee related issues. Plus we had a nice discussion on how to respond to unemployment claims in the future and she knows she can call me in the future for help.

That's why every company should have personnel policies.

A WAY TO SAVE MONEY

Tue, 15 Nov 2011 03:40:38 GMT

This is the time of year that most companies are involved in benefit enrollment for employees.

Do you know that you may be able to save money on your other types of insurance if you shop around?

We all get a little complacent but there is money to be saved! Call your insurance broker and ask him to compare rates for you. Tell him that you're going to ask other brokers/agents for quotes.

Keeping your insurance agent competitive shouldn't have to be done but even they may get complacent and just accept rate quotes from their friends.

Friends have a place in business, but money is in a category by it's self!

IRS AND DOL

Tue, 15 Nov 2011 02:06:12 GMT

Do you remember when the IRS was advertising that they were your "friend"?

Now the IRS and the Department of Labor (DOL) have teamed up to find companies that previously classified employees as contractors to avoid paying federal employer taxes.

The Voluntary Classification Settlement Program (VCSP) was created to allow companies to reclassify contractors to permanent employees without all the fines.

Under the VCSP, employers are able to pay a reduced tax liability for the misclassification of employees as contractors without all of the penalties.

Talk with your accountant as you will need to meet certain requirements to be eligible for the program.

Expect the DOL and IRS to continue looking for companies that do not have employees.

E - DISCOVERY

Tue, 15 Nov 2011 01:52:53 GMT

If you find yourself in a lawsuit that involves your employees, customers, products, services, warranties or contracts with other companies and/or governmental agencies, read on.

You probably have heard that you need to be careful about what is in your email and other electronic documents.

Plaintiff attorney's have software that can now search through your electronic files, including email. This software looks for anything that you may have a concern about including the above.

For example the software can be set to look for key words such as ASAP, phrases like "should we get a legal opinion" and emails sent in early morning hours (1 a.m.) and other things that may indicate a worry or concern.

Train employees to be sensitive when using "worry" words.

CORRECTING MISTAKES

Mon, 15 Aug 2011 05:46:26 GMT

As a business owner we periodically make mistakes in dealing with employees, (dealing with employee issues is a learning process). Most of the time our mistakes are not taking corrective action, not doing a performance review or giving someone a better rating on a performance review than they deserve. Sometimes we do not fire someone that we should.

PERFORMANCE

Before we get into correcting most mistakes, we need to look at performance reviews. When a performance review is handled correctly, both the employee and manager know what the objectives are, how progress will be measured and rewarded.

To “go easy” on an employee and not do a fair rating does not help the employee become a better employee and may actually hurt management in the future.

Consider the case where the employee’s immediate manager is overly generous and creates what we call a “halo affect” because the employee is a favorite, friend outside of work or he just does not want to hurt the employee’s feelings.

Everything is subject to change and if things at work do change and what if it is decided to terminate the employee for poor performance. In cases where all of the performance reviews are “acceptable” or “better”, management may have to demonstrate to a jury how the employee’s performance made such a drastic change so quickly. (Don’t laugh, this does happen.)

NOT TAKING ACTION

Not taking corrective action could be as simple as letting someone continuously be late to work. By not taking action to correct this problem or worse, letting the late arrival work late to make up for being late is actually rewarding someone for sleeping in. Consider how other employees, maybe in similar situations or even more difficult situations feel when they make it to work on time.

A good example is when a parent is late because he/she had to drop their child off at school or a baby sitter. Consider the possibility that other employees have the same or similar situations, yet they deal with it and are at work on time.

Other examples could be permitting someone be a gossip/story teller or bully and doing nothing to put a stop to their actions. Each of the above activities listed above are unfair to your other employees.

By allowing this type of action, it is not uncommon for a manager to feel he cannot enforce the policies because he has let things go in the past. Morale of other employees suffers because everyone feels they must be “on their guard” in case the office gossip or bully includes them in their web.

A friend told me that she had a dream job but because of the “office gossip” took up time and distracted her and other employees she quit. My friend’s boss asked why she was leaving and when she explained about the reason, the boss responded by saying, “oh that’s just the way she is – everyone knows that. You shouldn’t let that bother you”.

This was a bad response from the boss who kept the office gossip, but lost several good employees as a result of not taking action.

Remember – people don’t quit companies, they quit bosses.

One of the worst employee mistakes a manager can make is not terminating an employee when it is clear to everyone that the person should be fired.

By not taking action, the boss looks weak and afraid or playing favorites. The perception of playing favorites may be the worst possible reason because people’s minds work in strange and devious ways sometimes.

When any or all of the above situations occur, don’t give up, there is a way to correct these mistakes. The solution is actually simple but hard for some managers and business owners to do.

The solution is:

Make sure you have policies that are fair and written clearly for employees to understand.
If you do not have policies in place or they need to be updated and clarified, take the time and have a professional get things in order for you.
Have enough copies of the policies and/or policy manuals so each employee can have one.
Have an employee meeting and admit that polices have not always been followed in the past but starting on a specific date in the near future, policies will be followed and enforced.
Take the time to explain policies and answer questions.
Have employees complete and sign an acknowledgement page stating they understand that all policies will be followed and enforced starting X date.
Make sure all employees that did not attend the meeting are given the same information, policies and complete the acknowledgment page.

After the employee meetings, make sure that the signed acknowledgment pages are filed in each employee’s personnel file.

From this point on, it is important that the policies be administered and enforced fairly for everyone.

If management falls back into the habit of not fairly and consistently applying the application of polices, trouble could be close. Not only does morale suffer but the company could be liable for any number of discrimination charges and discrimination law suits almost always include allegations of “harassment”.

A claimant/employee may be able to prove discrimination in the application and enforcement of a policy or wrongful termination. Depending on the harassment allegations, they may or may not have merit. The hard part for management is proving that while maybe they did discriminate, they did not harass anyone. In the minds of some people (maybe jurors), you cannot discriminate without also harassing.

All of this is going to take both management and employee time but it is something that needs to be done. Always remember that while this type of action takes time and money, it will help protect your assets and peace of mind down the road.

HERE COMES FED .O.S.H.A.

Sun, 10 Jul 2011 00:03:41 GMT

In September 2010, this newsletter had an article about how NV OSHA had not been doing a satisfactory job. Part of the problem was the number of construction related accidents and deaths. Federal OSHA has been looking over the shoulder of NV OSHA and changes are coming for ALL Nevada businesses.

Federal OSHA recently directed the state to increase the number of OSHA inspectors and trainers to find and correct the number of serious violations.

One reason given for the increased staffing is because of the large number of construction related accidents, injuries and deaths in the recent past. Another major factor considered is that NV OSHA was only finding 22% of it's inspections to be serious, willful or repeat violations. The average for fed OSHA was 79%.

The ratio of inspectors to construction workers in the past was 3916 workers per inspector. With a decline in construction and the increase in staffing, the ratio is expected to be one inspector for 1,216 construction employees by the end of 2011.

While construction will take the initial brunt of the inspections, expect OSHA inspectors to expand their visits to all companies after they are confident they have construction violations under control.

At a minimum, you should review your facility exit diagram, make sure exits and electrical panels are not blocked and if you have over 25 employees that you have a safety committee.

Review your safety manual to make sure it is current and a management person has been designated to be in charge of safety. Employees need to be properly trained in the use and maintenance of personal protective equipment.

OSHA is serious about safety and remember, it's no longer “catch me if you can”. All companies need to be pro-active or it is going to affect your bottom line and possibly you as an individual.

O.S.H.A. RIGHT TO KNOW

Sat, 09 Jul 2011 23:52:50 GMT

O.S.H.A. like other federal agencies has changed the way it does business since the Obama administration came into office.

What used to be “catch me if you can” with employers is now a “Right to Know” (RTK). This new method is designed to keep employees better informed and is used by several federal agencies so it is not just O.S.H.A. that has the RTK philosophy.

The O.S.H.A. RTK requires employers to keep all employees informed of hazards and the specific chemicals they are exposed to at work. Employees also need to know how to prevent hazardous chemicals (HC) that may cause them health problems or death. The RTK includes all hazards including flammable, potentially explosive and other health hazards that include both immediate and long term effects.

Any time a company receives hazardous material, the containers are required to have what is called a Material Safety Data Sheets (MSDS). The information on the MSDS needs to be communicated to all employees and the employees must be trained how to properly handle the hazardous material.

Employers are required to have a written plan which describes how their safety plan will be implemented in each facility if there is any possible exposure to HC. The only exceptions are laboratories and operations where the material is in sealed containers.

The rationale for the RTK is that employees will be better able to participate in safety programs effectively when they understand the hazards and what steps to take to protect themselves.

VIOLATIONS

Penalties for violations depend on the severity and previous record of the company. If O.S.H.A. feels that criminal or willful violations are involved, punishment can be by a fine of not more than $250,000 for an individual and $500,00 for the company, or by imprisonment for not more than 6 months nor less than 30 days, OR both.

O.S.H.A. is serious about an employee's RTK.

Let me know what questions you have.

NEW MANAGER Part 3

Sat, 09 Jul 2011 23:45:37 GMT

In earlier newsletters, we discussed the training of a new manager and the emphasis was on the individual.

It is important that the company understand the importance of developing individuals into managers and leaders is also the company's responsibility. It is not unusual for an individual to be promoted to a manager's position and not be given any management development or training.

When this occurs, expect the new manager to struggle and fail, especially if promoted from within. In companies that do not have a training department, management should encourage the new manager to take classes at a local college or arrange for management development with an experienced human resource professional or trainer.

For a company to say they cannot afford to train a manager or that it does not have time to train a manager is very shortsighted. A company will spend hours or days training a new employee how to function in the job he was hired for. A new manager should not be treated any differently and should be provided adequate training and the tools to perform his job.

At times an experienced manager may resist additional training that could overcome a number of issues because they do not want to admit a weakness. The additional training may be required because of a variety of complaints that has arisen against the manager, such as an employee lawsuit, harassment charges or union organizing attempts.

When a company realizes that a manager needs more development, a possible solution would be offering or in some cases requiring a manager to take specific classes at a local college or university. In situations where the manager is considered to be a bully, lacks self-confidence or any other variety of personality flaws, it may be a good idea to encourage the manager to participate in an employee assistance program (EAP).

In small companies that do not have an employee assistance program, check with your benefits broker that provides health benefits. You may find that such a benefit is available at little or no cost by restructuring some of your health plans.*

Communication and training of managers should also include at least an understanding of different business areas. For example:

company policy manual
wage and hour laws
equal employment opportunity laws
workplace safety
unemployment insurance costs and benefits
workers compensation costs and benefits
employee relations
employee turn-over

Often top management of smaller companies believe that everyone knows and understands the business model and how the company makes money. While as a broad statement this may appear true, managers should understand not only the process of producing a product or delivering a service but other aspects of the business operations such as:

elements of the supply chain
markets served
s.w.o.t. **
economic cycles
customer growth
how to analyze and interpret financial statements
company code of ethics
mission statement (if the company has such documents)

(more in future newsletters . . . )

* Your contract with the health provider has an expiration date that is often the end of a calendar year. The expiration date simply means that the insurance company cannot raise your rates until after the expiration date. You can almost always cancel your policy with 30 days written notice. Check with your broker - you may be able to save money and/or improve benefits.

** Strength, Weakness, Opportunity, Threat (S.W.O.T.)

SMART PHONE FROM BIG BROTHER

Tue, 14 Jun 2011 23:01:05 GMT

The Wage and Hour division of the U.S. Department of Labor has announced that as a public service, there is a new app for a iPhone on iTunes. The app is called “DOL–Timesheet” and is free. This app comes in both English and Spanish and while initially it is only for the iPhone, iPod and iPad, expect it to also be available for your Blackberry and Droid smart phones soon.

This new DOL app makes it easy for your employees to track the days and hours they work along with their hourly rate of pay.

As described by the Department of Labor:

“This is the time sheet to record the hours that you work and calculate the amount you may be owed by your employer. It also includes overtime pay calculations at the rate of 1 ½ times the regular rate of pay for all hours you work over 40 in a standard work week.

This app does not handle tips, commissions, bonuses, deductions, holiday pay shift differential or other non-standard methods of pay.”

This new application makes it easy for the employee to send information in an e-mail and has a prominent “contact us” button with links and phone number directly to the DOL Wage and Hour Division.

With this new application also comes encouragement from the Department of Labor for employees to track the amount of money they feel they have earned in a pay period. The employee can enter his hourly rate, and name of employer. Oh yeah, it has room to store information on one or more companies.

For anyone not having a smart phone, the DOL also has calendars in English and Spanish that can be downloaded for manual entries.

It will be interesting to see if the Department of Labor has a significant increase in wage and hour investigations as a result of this new smart phone app.

You might want to double check your policies on time keeping to see if they need to be fine tuned.

Check out the new app http://itunes.apple.com/us/app/dol-timesheet/id433638193?mt=8

COLLECTING MONEY DUE FROM EMPLOYEES

Tue, 17 May 2011 02:25:41 GMT

Q. Knowing that most of the information to the following question can be found in the Fair Labor Standards Act, can you answer this question?

We have an employee that was negligentand broke an expensive tool. His rate of pay is $12.50 an hour, he averages 45 hours a week.

Can we deduct the replacement cost from his pay? If yes, can we deduct it all at once?

Since this newsletter goes to several states, use the federal minimum wage rate of $7.25 per hour to figure your answer.

A. Several of you questioned my choice of the Fair Labor Standards Act as the law that would cover collecting money from employees. Hopefully by the end of this article you will understand my logic - or lack of.

Nevada has wage and hour laws that are modeled after the FLSA. Texas, Nevada and the federal Wage and Hour Division calculate the amount to be paid the employee the same. (Texas does not have an overtime provision.)

Using $7.25 as the minimum wage (Nevada – this rate applies if you offer state approved health benefits) the calculations are:

Multiply the minimum wage of $7.25 by 40 hours to get $290.00.

This represents the minimum gross wages that the employee must be paid for the week. Any wages earned as over time cannot be used to offset the amount the employee owes for the lost, damaged or destroyed property or equipment.

There are a couple of things the company needs to do to protect itself.

It is always good to have language in your policy manual that lost, damaged or destroyed equipment and property may be withheld from the employee’s pay. The employee must agree in writing to have the deductions made.

However, in both Texas and Nevada, the policy alone is not enough. The employee must sign an authorization for the money to be deducted from future earnings. Only one authorization is necessary per incident even though the deductions may cover several pay periods.

The alternative is to take the employee to court to get a court order OR terminate the employee.

ALSO – the above only applies to non-exempt employees. Deductions from exempt employees are not permitted.

Operations in other states need to get your legal advice on what the law permits in your state.

DEVELOPING A NEW MANAGER PART 2

Sun, 15 May 2011 22:41:06 GMT

In the first part of this series we touched on Knowledge, Skill and Ability (KSA) and how having a new manager is in some ways like raising a child.

This article is more about tools and methods to make management development successful.

Selecting the right candidate is as important as the training.

A development program should be laid out in advance with certain objectives in mind aimed at accomplishing company goals. The plan needs to be flexible enough to be adjusted as unforeseen opportunities and problems arise.

The relationship a manager builds with his employees can be challenging as each employee is an individual and often needs individual attention. Motivating employees, holding them accountable and productive is as much of a challenge as managing upper management. (more on this later.

Knowledge training and exposure to other departments and functions should not be skipped or their importance minimized as a way to save money. Individual managers have a better chance of being successful if there is an understanding of what other departments really do and what they need and expect from various departments in the company.

This is not to say that a production trainee should learn how to do accounting and payroll but he should at least become familiar with what is involved in accounting. Yes, accounting is a series of bookkeeping entries but it also includes the development of various reports for senior management.

As part of the development process, the trainee should be comfortable reading and explaining various accounting reports as there is more to a successful company than just his own department.

Part of the development training should include working with a variety of managers to learn different management styles as well as the importance of various departments.

Often it is said that employees don’t quit companies, they quit managers.

Good managers need to do more than achieve good numbers as his/her goal. Unfortunately most managers are viewed by their employees and often their own supervisors as bullies, stupid, control freaks, angry, mean, timid, cowardly and other assorted personality types. Few managers are actually seen as good managers on a production and people basis.

Most companies lack the tools for management and employee development. In addition, smaller companies generally do not dedicate adequate time and resources for training and development.

Often companies of all sizes feel that training and development is much more expensive than it actually is. This lack of foresight leaves companies stagnant in the sense of outside ideas and development. This is an example of the old mentality of
“if it isn’t broken, don’t fix it”.

In Part I of this series I talked about both managing and leading. Now it is time to differentiate between the two.

Looking at the role of a manager, it is different from that of a leader. A manager is someone that manages a budget, an inventory or schedule. Not all managers are leaders and not all leaders are managers.

A good example is in a work group, there is usually someone appointed to be a manager. The person that is given the title of “manager” may not be the leader. It is not unusual for there to be an “informal” leader that emerges from the group when it is realized that the manager is not capable of getting things done or is over burdened.

The informal leader may also be called the “go to guy” because he/she is recognized as someone that gets thing done, regardless of the title.

A leader is the individual that inspires others in the organization to accomplish things they would not ordinarily do. There is a popular belief that there can only be one leader. This is not true as there are leaders at all levels and in all groups, again, regardless of title.

Good managers not only achieve the goals set by his superiors, but also motivate and manage employees to produce the desired results. While this may be an example of a good manager, it is also an example of a leader.

In addition, good managers have employees that like what they do and see a future for themselves as well as the company.

Another misconception is that “leaders are born”. With very few exceptions, this is not true and every company should have a goal of developing good leaders at all levels.

The leaders are the people that see something and can vision it better than it is. This can happen at work or in the community when a person takes the responsibility to make something positive happen.

A common term currently being used in management development is “engagement”. This means that if an employee feels “engaged”, he is involved in doing a good job and feels as if he is part of the department or company.

Not surprising, a recent study found that the way a manager gives employees feedback plays a big part in how the employee is motivated. Depending on the manager, the employee can feel positive or negative motivation.

Again, this is similar to the way a parent talks to a child. Even if the message is negative, if it is delivered in a positive manner, it can have a positive affect on the child or employee.

If the manager is negative, condescending or ignores employees, the employees are twice as likely to not be engaged and not productive.

This type of action from a manager is learned behavior. Senior managers and training professionals can work with the manager to realize this weakness and strive for improvement. If this does not happen, management needs to look at replacing the manager.

In my own experience, I have seen managers that realized they had problems managing and communicating with employees. These managers voluntarily stepped out of management and were still good employees.

On the other hand, if a manager is forced to step down, there tends to be a negative attitude and resentment. In this situation, over a period of time, I have watched as the former manager became more and more resentful and was separated from the company.

There will more on leadership and management in future issues.

DEVELOPING A NEW MANAGER - Part 1 of a series

Sun, 17 Apr 2011 22:47:51 GMT

Developing management talent is important for any business to grow. This is the 1^st in a series (not necessarily consecutive) about management development and performance improvement.

As a small business grows, it needs to add managers which initially often come from the existing employees.

It is important that managers know the operation they are to manage. In some cases it is just good business sense to develop your own management team if your employees have the potential of being good managers.

Often the new manager, who is great as an employee, hasn’t had any training or even given any thought to how his job has changed dramatically. Not only does the new manager have more responsibility, but he is now responsible for what his employees do to make the company more successful.

While a lot of things are involved in the success or failure of a company, management’s knowledge, skill and ability (KSA) often makes the difference.

Few people are born leaders but have been given responsibility for things in life other than just caring for themselves. This responsibility can be compared to a young child learning to walk. There are going to be times that the individual, (let’s call him Bo) makes mistakes and like a child learning to walk, falls. If mom or dad is there to pick up baby, give encouragement and cheer baby on, baby often learns to walk quicker than if left to just sit on the floor and is ignored or scolded.

If Bo is successful, someone has been supportive of Bo, coached and cheered him on when doing right. When things were not done right, Bo was talked to (counseled), maybe got a pep talk or maybe a kick in the pants and sent back to continue the learning process.

Most everyone has heard that the job of a manager is to remove obstacles, be a facilitator, a problem solver and motivate employees to efficiently and effectively do their jobs to make a profit.

Management development is a similar process. People learn from other people and good managers learn leadership skills from existing leaders who inspire and coach others. Sometimes it is necessary for Bo to learn things on his own through trial and error, outside learning and often just recognizing a problem and developing a plan to fix it. Even failed plans can be a learning experience.

Learning to become a good leader or manager requires numerous people skills that include:

Recognizing that people are different and cannot all be handled the same
Good communication skills, both verbal and non-verbal
Conflict management
Delegating responsibility and holding people accountable

More on this will be coming - watch for it!

MEDICAL MARIJUANA - STILL A DRUG AT WORK

Tue, 05 Apr 2011 05:12:51 GMT

Recently a client had the following question about using medical marijuana at work.

“Our employees are required to drive company vehicles. One employee has been ill for several years and has just started using medical marijuana. The employee says that since it is prescribed by a doctor, he is allowed to drive as part of his job.”

Is this true?

"NO”

A prescription or note from the doctor is not enough. Nevada has passed legislation making medical marijuana legal but there are restrictions.

While I am not an attorney, Nevada law is pretty clear that driving or using other vehicles is not allowed while under the influence of medical marijuana. You can read the Nevada law that applies to this which starts with - NRS 453A NV Medical Marijuana.

To legally use medical marijuana in Nevada, the individual must be issued a state registry identification card and is restricted in the amount of the drug.

In Nevada medical marijuana is not permission to drive or have a positive drug test. Keep in mind that even more common medications prescribed by doctors have warnings about driving and/or using other equipment while taking the medication. Marijuana law goes beyond a warning.

In addition to operating all vehicles including a jet ski, boats or airplanes being restricted, medical marijuana does not exempt an employee from taking and passing other employer tests.

The person using the marijuana is also not exempt from company polices about using, being under the influence, possession of drugs or other controlled substances at work. If your company is a Drug Free Work Place, you might want to review your policy on substance abuse with your employees.

Keep in mind that if an employee tests positive for marijuana and you have a policy that prohibits the use of drugs, you need to follow company policy and discharge the employee.

To not discharge in this case could set a precedent and make your Drug Free Workplace Policy difficult to enforce in the future.

On the other hand, if you do not have a Drug Free Work Place policy and the employee is not going to be using any equipment other than maybe a computer, you do not have to discharge the employee. If there is use of any dangerous equipment, you are putting you and your company in possible financial and legal jeopardy if the employee is injured.

Federal law and some states have laws that provide for a leave of absence to get medical treatment to get off the drugs. This would not do any good for people who use medical marijuana since their reason for using the drug is usually for pain relief.

For quick summaries of how Nevada feels on this subject, visit these sites for information you should know about as an employer in Nevada.

http://health.nv.gov/PDFs/MMP/ImportantNotice.pdf and http://health.nv.gov/PDFs/MMP/WarningNotice.pdf

Other states have also legalized the use of marijuana for medical reasons but Federal law still makes marijuana illegal.

If you have a concern about how the use of medical marijuana affects your company in states other than Nevada, you should seek legal advice as the laws vary by state. In addition, how state and federal laws conflict is a question that may not be answered for some time.

YOU CAN'T STOP THE ARROWS!

Sun, 13 Mar 2011 22:42:23 GMT

There are a lot of things going on in the world that can be stopped but Cupid is not one. Romance at work – it is going to happen.

Over 47% of employees have been involved in work place romance and an additional 19% would like to be if the opportunity arose.

Considering the amount of time people spend on the job, this should not be a surprise to anyone. Romance at work will never be eliminated but can be kept somewhat controlled.

A concern to employers, especially small business owners, is the negative impact it may have on the employees who are not involved in the affair. This negative impact could affect morale, productivity and ethics.

When romance is between a supervisor and a direct employee, other employees may feel that the supervisor is playing favorites in handing out assignments, giving performance reviews, wage increases or any number of things, real or imagined.

Having a policy that prohibits supervisors from having relationships with subordinates is not unusual. When this occurs, an option is for the employee or supervisor to transfer or leave the company.

Obviously not all work romances lead to claims of sexual harassment but management needs to be very vigilant of relationships between a supervisor and a direct report. Management is often held to have knowledge of things that it may or may not know about. If one person becomes upset with the other, there is often the opportunity for hard feelings and claims of harassment – justified or not.

This is especially true as it may appear to some that management is condoning harassment even though management may not know of the breakup.

State and federal laws prevent harassment and while things may be smooth at the beginning of the romance and everything is consensual, it doesn’t always continue so smoothly.

A study by the Society of Human Resources Management (S.H.R.M.) found that 24% of office romances lead to a sexual harassment claim. This is often because one partner wants nothing to do with the ex-lover and one partner wants to make up.

Some companies have a Non-Fraternization Policy, a Conflict of Interest Policy or an Informed Consent Policy.

The Informed Consent Policy requires both parties to sign an acknowledgement that their activities are consensual. Standard language in such a policy is that both parties agree that they know and understand the company’s sexual harassment policy and agree to not exhibit affection in the workplace. Such agreements are often called love contracts.

Any employer that has a Non-Fraternization, Conflict of Interest or Informed Consent policy needs to understand that while these sound good, it does not relieve the employer of the obligation to investigate all claims of sexual harassment an employee may raise.

These policies may make employees more aware of their responsibilities, but they do not have much if any support in the legal system. It is still the employer’s obligation to investigate, possibly administer discipline and enforce the policy.*

If as a small business owner you want a policy on romance, it should demand written disclosure to management and require the romantic parties to review and sign acknowledgement of understanding the sexual harassment and acceptable conduct policies. If the employees do not want the rest of the workforce to know about their relationship, management has an obligation to keep this confidential.

Now that you have an idea of how to handle romance at work, it is time to make sure your policies on Sexual Harassment and Acceptable Conduct are in place and have training for your employees and management. Don’t forget to have everyone sign an acknowledgment for their employee file that they have had the training.

Consider having a special acknowledgement form for supervisors and managers that they understand that they have a greater responsibility than the average employee. Along with the greater responsibility to not be involved in sexual harassment is the acknowledgement that if a supervisor has any information or idea that sexual harassment is happening, they must report this immediately.

In California, companies with 50 or more employees are required to make sure all supervisors are trained every two years in what sexual harassment is, how to recognize and deal with sexual harassment.

While this is not law in Nevada yet, such training could save your company hundreds of thousands of dollars in fines and attorney fees, not to mention your sleepless nights worrying about how this will end. (Have a trained professional conduct the training – this helps minimize your legal and financial exposure.)

Consider this – most sexual harassment claims are filed for millions of dollars and settled for hundreds of thousands of dollars.

Romance will always be around, it’s the possible sexual harassment charges that companies of all sizes need to be concerned with.

* This is a touchy situation that may have legal ramifications. If you are not comfortable with what or how to do something, talk with your Human Resources advisor or get help from an attorney that specializes in employment and labor matters.

OBNOXIOUS EMPLOYEES

Tue, 15 Feb 2011 02:03:17 GMT

OBNOXIOUS EMPLOYEES

We all have someone we wish we never had to see or talk with again. Often it is a specific person at work, church or maybe even a family member.

Hiring managers periodically make a mistake when they hire someone and that mistake may be around for 20 years or more. Most of the time hiring mistakes are not because of qualifications or ability to do the work but the personality type just doesn’t work well with co-workers.

Dealing with obnoxious employees is different from the occasional employee disagreement which should be worked out by the employees involved and can be especially challenging to small business owners.

The ability to get along with others is sometimes hard to judge during an interview and complainers, gossips, story tellers and other “different” personality types do get hired.

When an employee falls into one of these personality categories, work can become almost unbearable for co-workers and management.

The conduct the employee is displaying draws attention of other employees causing lost or reduced production, morale declines and sometimes results in hurt feelings which only tend to fester if the situation is not corrected.

Companies do not make money by terminating employees but in cases similar to this where the entire work group can be affected, the problem needs to be addressed and corrected immediately. This type of problem only gets worse and will not “just go way” by itself.

As the business owner or manager you should discuss the problem with your human resources advisor or consultant. Most experienced human resources advisors or consultants have handled similar situations in the past and can guide you through this problem.

The obnoxious employee needs to have a counseling session with management who has specific facts and examples of the unacceptable conduct. In a non-threatening manner the employee should be presented with the examples and asked for his input and suggestions for correcting his problem.

This is a perfect time to review and explain company policies that deal with unacceptable conduct, harassment and discrimination. The employee should be given clear expectations of how he must conduct himself while at work.

It is admittedly difficult sometimes for managers to keep calm while talking with this type employee. The manager should make a point to discuss potential discipline if the conduct does not improve. Before the meeting ends, a date usually within 30 days should be set to follow up on how things are going.

Also, it goes without saying that the manager documents these conversations in writing within 24 hours of the meeting. The employee should sign the original which goes into his personnel file with a copy to the employee.

The few minutes it takes to reduce to writing what happened during the meeting does not come close to what you will pay your attorney if the employee files some sort of claim with a governmental agency. The anxiety and frustration you save yourself to prove you were right makes the documentation worth your time.

At the scheduled follow up meeting or sooner if there are additional problems, the employee should do most of the talking and describe how he feels things are going. If there have been other incidents before the scheduled meeting, the manager should have examples of the conduct and ask the employee why this conduct happened.

Before the end of the meeting, the employee should be asked if there are any questions about what is expected. Before the end of the meeting if there have been incidents since the last discussion, the manager should tell the employee that he (the manager) is going to confirm the meeting in writing as he did earlier but this will be considered as a disciplinary write up.

If the employee is uncooperative about signing the disciplinary letter, tell the employee that it is not optional. In the event an employee continues to refuse to sign the letter, allow him to write an explanation that you will attach to the disciplinary letter. As a last resort, call in two other employees (exempt if available) and explain that the employee refuses to sign the letter and ask them to witness the refusal and write on the bottom of the letter that they witnessed the employee refusing to sign the letter.

To maintain confidentiality, the witnesses should not be allowed to read or have knowledge of the contents of the write up.

To avoid potential lawsuits and involvement of various government agencies, documentation cannot be stressed enough. Often this type personality feels that he is not only right but “righteous” and will challenge the employer.

Preferably at least two disciplinary letters should be issued before terminating the employee. The disciplinary letters should have the dates of conversations, a brief description of what was discussed and what the employee agreed to do to correct the problem.

Near the end of each disciplinary letter include the following verbiage “failure to correct the problems discussed may lead to additional disciplinary action up to and including discharge”.

In most states there is no requirement to give the employee anything in writing at time of termination. If, however, your state or company policy requires something in writing at termination, the letter or memo should be very short and only say “You are being terminated” and the date. The reason for this small amount of verbiage is the less you say, the less an attorney or government agency can latch onto to come after the company.

However this situation is resolved, employee morale and productivity will increase and may be cause for a celebration!

If you would like a copy of the template of a discussion planner that I use, just send me a short email and it’s yours.

Going Postal - If They Knew What to Look For

Mon, 17 Jan 2011 04:17:29 GMT

Going postal used to be an everyday term some years ago. To their credit, the U.S. Postal Service realized they had a problem and they successfully addressed their problem. A warning of potential violence is nearly always present with few exceptions - people don't just snap. I will cover those exceptions in a moment.

It is estimated that there are over 100,000 workplace incidents annually that involve guns. Additionally, violence is the number one reason for deaths of women in the workplace. On average, 38% of supervisors have changed performance review ratings because of threats to them or their family. Approximately 16% of the violent incidents resulted in hospitalization and the majority of incidents happen between June and October. Companies need to take a close look at their personnel policies and get training to spot the signs of violence and the steps employees need to take. Companies that overlook the obvious could be inviting legal problems from victims and their families should an act of violence occur. The legal issues could include things such as negligent hiring, negligent retention and negligent supervision to name a few.

The exceptions that you cannot prepare for typically result from a domestic dispute or mental illness from people not associated with the company. A mentally ill individual may have a real or imagined grudge against someone in the organization.

Domestic disputes that spill over into the workplace can be sudden and without warning. Sometimes, however, these employees may exhibit warning signs that properly trained managers and co-workers can pick up on.

After a lot of research, a profile has emerged of potential individuals that are prone to causing violence in the workplace. Though there are many elements to the profile, the main points of the profile are rather simple:

White
Male
Late 30s to mid 40s
Low self esteem
High interest in weapons – the bigger and more killing power the better
Uses drugs and/or alcohol, sometimes to excess
A loner
Paranoid that management or someone is out to get him
Has a fear of losing his job
Significant recent personality changes
Increased separation from others or seclusion
May make threats of suicide
Threats made against one or several employees and/or managers.
Has little or no outside interest
Weak support system
Has a history of violence
Often feels the Company is not following it’s own policies

In preparing for possible violence, DO NOT say the Company will do everything possible to prevent workplace violence. In addition to the physical threat, consider the after affects. Over 75% of employees involved in workplace violence suffer psychological problems.

The following check list covers a number of things that should be included in a class on “Recognizing and Dealing With Potential Violence in the Workplace”.

- A strong zero tolerance policy that defines unacceptable conduct and how to report problems
- Address employee relation issues quickly and fairly
- Train employees what to look for
- Pre-screen new employees
- Do not allow unknown and unescorted people on the property
- Make sure exits are not blocked
- Post diagrams showing building exits
- Have a facility public address system
- An easily accessible list of who to call
- Be alert for signs of domestic or sexual violence among employees
- Practice evacuating the building and having employees go to a certain location where everyone can be accounted for
- Make sure there are no desks or structures that prevent an employee from leaving the area in an emergency
- Look for the person that has attempted to hurt himself or others

If something does happen, the following should be standard practice:

- Take care of the situation at hand
- Call the police
- Direct the media to a company spokes person. No one else should talk to the media.

Take action and get your employees and management trained to recognize and report potential violence in the workplace. It is not that difficult or expensive. The important thing is get someone experienced in teaching this class.

Make zero tolerance a known fact that is followed for all employees and management.

Educate employees that the “little signs” and “gut feelings” are vital.

Teach employees the steps to follow in reporting violence -- actual, perceived, or threatened.

REMEMBER

When seconds count, the police are only minutes away

TERMINATION - DO IT RIGHT

Mon, 15 Nov 2010 22:03:48 GMT

Employers often cope with poor performing employees or worse, an employee with a bad attitude. It is not uncommon for an employer to “live” with a problem when they do not have to. If an employee has a problem performing the job satisfactorily, the problem needs to be documented and action taken. Sometimes it is a simple matter of training or retraining an employee.

Granted, everyone has a bad day periodically, but most employees want to go to work and do a good job. A constant poor attitude, however, is like a cancer that can affect other employee’s productivity and attitudes. It is important that employers be aware of a constant poor attitude and not let one bad apple spoil the rest.

This can often be corrected with a counseling session with the employee. When counseling doesn’t correct the problem, performance and/or conduct should be documented and eventually the employee may need to be terminated.

Even a verbal counseling should be reduced to writing and the employee should sign and receive a copy. This will eliminate confusion about what was discussed later.

After collecting several written pieces of documentation little or no improvement, it may be time to terminate. The actual termination should not take more than 5 or 10 minutes. Remember, this is not a debate – you have already given the employee several opportunities to correct the problem. When you gave the written discipline was the time for discussion both on management's part and the employee.

Termination should not come as a surprise based on earlier conversations and written discipline. Termination however should immediately follow a triggering incident and not when it is convenient to management.

Explain that you have tried working with the employee, things have not improved and he is terminated. It is important to have the final pay check ready when you discharge the employee and remember to get all company property such as keys, cell phone, ID badge, etc.

While talking with the employee or immediately after, have your IT people change passwords and forward any incoming email to the employee’s supervisor. This prevents the employee from accessing email or any company documents.

This is an important part of H.R. - if you have questions about anything, let's talk or call a labor and employment attorney.

PROGRESSIVE DISCIPLINE PART 2

Tue, 19 Oct 2010 01:44:53 GMT

Last month we talked about the need to start progressive discipline to correct employee conduct or performance problems.

This month we continue with the process to correct the problem or have the employee leave the company.

If after the verbal discussion, the problem is not resolved, management must either live with the situation or move to the next step of progressive discipline.

Most company polices require at least one written warning letter (for conduct) or a performance reminder (to improve performance) before terminating the employee.

When moving to step 2 of progressive discipline, the same procedure is used as in step 1 with a frank and open discussion. However at this point, the employee is expected to be able to explain why the problem was not corrected. If the employee cannot logically explain why little or no improvement has occurred, the next step of discipline may be necessary.

When the written discipline is prepared, it should be after discussing the lack of improvement with the employee. It is important that management does not prepare the second letter before having the second discussion.

There are two reasons for not preparing the discipline until after the discussion.

Preparing the letter before the meeting shows that management had it’s mind made up before the second discussion.
During the discussion, information may come out that should be used in the written discipline.

The second letter should include specifically what is expected of the employee and a reasonable time for improvement.

With the second written discipline, you may want to include a short suspension without pay for non-exempt employees (there are potential problems suspending an exempt employee).

If there is not improvement after the second written discipline, you may want to terminate but let’s discuss before moving forward.

Questions – as always, let me know.

NEW VIGOR IN THE FED'S - IRS, EEOC, DOL

Mon, 18 Oct 2010 21:33:56 GMT

In fiscal year 2008 the Equal Employment Opportunity Commission (EEOC) filed 37 disability claims on behalf of employees. In fiscal year 2009 there was a105% increase.

Because of increased government spending the EEOC aggressively hired staff, increased enforcement as well as a more active public relations campaign.

The new leadership consists of the former associate Director / Counsel from the NAACP's Legal Defense and Education Fund.

Secretary of Labor Hilda Solis has stated that the Department of Labor DOL is back in the enforcement mode after hiring an additional 200 new enforcement officers.

The DOL will also start using the EO Survey to gather information about personnel activities, compensation data and government contractors affirmative action programs. This information will be used to target enforcement action.

In addition to the above, President Obama has made appointments to the National Labor Relations Board (NLRB) which could make union organizing a sure thing. Briefly this would allow any company with 3 or more employees to gain union recognition without an election. It will only take 50% plus 1 employee to sign cards to force the company to recognize and bargain with a union.

It is only fair that we mention the Internal Revenue Service (IRS) which has started the “Employment Tax National Research Project (NRP). The NRP started earlier this year is an audit type program spanning 3 filing years, 2008, 2009 and 2010.

The intent of the NRP is to identify employers that are avoiding their tax liability by classifying employees as contractors.

Also, the Wage & Hour Division (WHD) of the DOL will be conducting an increased number of employer audits to search out companies that classify employees as exempt (not eligible for over time) when they should be classified as non-exempt and paid over time. The potential liability for employers is huge. (If concerned, email me for details.)

Once the WHD discovers misclassifications and assess it's fines plus back pay plus interest, the IRS will be notified. The IRS and state agencies will then be auditing these employers for back taxes, fines and interest.

The IRS announced that it will also be looking at 500 charities and other tax-exempt organizations for compliance.

Employers should work closely with their CPA's and Human Resources to increase compliance and be ready when the Fed's come knocking.

OSHA

Thu, 16 Sep 2010 01:15:34 GMT

OSHA like other branches of the federal government, has become more pro-active in addressing employer violations of the law. OSHA is looking for more than compliance, there is increased emphasis on prevention. Now when there is a work related fatality, the name of the company is posted at http://osha.gov/dep/fatcat/dep_fatcat.html.

It's not a secret that for some time, Nevada OSHA has not been conducting business as Federal OSHA would have liked.

Recently the Federal OSHA opened an office in Las Vegas and as a result, Nevada employers need to be more alert than ever for the possibility of OSHA inspections. Federal OSHA is using the "general duty" clause in situations where no specific standard is applicable.

There are a number of things a company can do to limit exposure to OSHA:

Nevada OSHA requires employers to provide employees with a brochure titled, "Nevada Workplace Safety". Copies are available at the local NV OSHA offices or at http://www.4safenv.state.nv.us/ and go to "Publications" on the left side. You will be able to download the brochure in English and Spanish.
Make sure your OSHA form 300 is accurate and current.
Do your own safety audit of your facility. OSHA has a list of priorities they look for based on industry type. You should get a copy of their check list (by sic). Some things are very simple such as making sure exits and electrical panels are not blocked, you have a diagram posted showing building exits, and safety posters are properly displayed.
Become familiar with ergonomics terms and injuries. OSHA may add a column to the 300 form specifically for musculoskeletal disorders. OSHA is using the General Duty clause as the basis of issuing ergonomic citations.
If you have had OSHA audits and problems in the past, check your records for at least the last 5 years. If you find the same or similar problems exist now that were found within 5 years, OSHA may cite you as a repeat offender. (This is where big fines often start.)
It is not unusual for employees, vendors or visitors to alert OSHA or other agencies to violations, even if employees are working off site. In the past if you had safety issues and corrected the problems, take credit for improved safety by letting employees know that you care about their safety.

Change your company culture and develop a wellness program. This requires more than just a written plan as management and employee participation are necessary to make a wellness program work.

When companies undertake wellness programs that include programs to stop smoking and weight loss, consider using the same employees in an effort to develop and implement safety objectives.

PROGRESSIVE DISCIPLINE (part 1)

Sun, 12 Sep 2010 01:24:50 GMT

Most companies have a policy that provides for progressive discipline as a way to improve an employee’s performance or behavior.

Sometimes companies feel that they can just fire a person if they don’t produce or seem to have a bad or annoying habit – and the company can terminate. What is often forgotten is that there were good qualities or other positive reasons the person was hired originally.

When management fires someone, there are potential risks of lawsuits, charges filed with any number of governmental agencies or even possible violence. When there is good reason to terminate someone, if not done properly, often the cost of proving the company’s action was reasonable can be a long and expensive process.

Progressive discipline does not always lead to termination. If management truly uses progressive discipline as a tool to correct a problem, both the employee and employer can win.

Using progressive discipline correctly, involves the employee and manager having an open and frank discussion about the problem as management sees it. At times, just a discussion will resolve the problem when the employee understands the concern of his manager. In some cases, the employee was not aware of the problem or concern until it is discussed.

The employee must make positive changes that management points out to the employee as necessary to resolve the issue. On the other hand, management may determine that the employee needs additional training in an aspect of the job. After the training, the employee is expected to have learned the proper way to perform the job.

Such an open and frank discussion is a verbal counseling. Even though there may be no additional action necessary, management should make notes, summarize the discussion in a written document and have the employee read and sign acknowledging that the discussion took place. A copy of the document should be given to the employee.

FTC vs SOCIAL MEDIA & WORK

Sun, 15 Aug 2010 23:27:33 GMT

A recent poll found that 42 percent of office workers between the ages of 18 and 29 discuss work-related issues on blogs and social networking sites.

Various studies show that about 64 percent of surveyed organizations do not have policies on using any of the social media to discuss the company or work-related issues.

The federal trade commission (FTC) not long ago put out “guidelines” that could cause companies to be legally liable for on line misconduct of employees. If employees use any social media to make inappropriate comments about products or services provided by the company, even though companies do not approve the comments, they may be in violation of the new guidelines.

An example might be where an employee writes in a blog or on-line message board, positive comments about a product his/her employer manufactures or sells. If someone buys the product based on the employee's comments and the product is defective, both the employee and employer could be held liable and in violation of the guidelines.

Also, keep in mind that when on the computer, people are not as careful about what they say as they are in an actual conversation. What you say at home at the dinner table may not go any farther than those at the table. When people get on line, what they say can be read by anyone that comes across the blog, message board or other form of social media. Keep in mind that Face Book has one half billion readers!

Employers need to create or update their personnel policy manuals to include proper protection for the company about social media and make sure all employees sign an acknowledgment that they are aware of policy.

If you have any questions about updating your policy on "Social Media", contact me and let's get this off your "to-do list".

Roger

COMMON MISTAKES SMALL COMPANIES MAKE Part 1

Thu, 22 Jul 2010 19:52:32 GMT

Most small companies start with a valuable skill or idea and the person with the idea knows exactly what needs to be done to get the idea to work. The business often starts with the help of no one except an accountant and maybe family members.

As the company grows, employees are added and the various state, federal and local laws require more and more time of the business owner. The first things needed are workers compensation insurance, a method to pay employees and a system to maintain employee records. This means more employee records, different job titles and rates of pay as the business grows.

As in any business, employees want time off. To retain employees and compete with other employers, the company starts to offer paid days off and eventually paid vacation. The business owner now has to decide what employees get paid time off and when. Do all employees get the same paid time off benefit or just full time employees? Do new hires get the same pay and benefits as employees who have been with the company longer?

An individual inexperienced in running a business often makes the following mistakes:

Failure to have employee policies and reduce them to writing. A policy manual becomes an essential part of company documentation. A policy manual adds consistency to a company’s operation and eliminates the appearance of favoritism. A properly written policy manual can save the company money by setting out practices, and is a solid defense when issues come up with the labor commissioner, unemployment departments or other government agencies.
Lack of training/skill in interviewing, hiring and recordkeeping. Various laws now prohibit interviewers from asking questions that may discriminate against an individual or group. In addition to phrasing questions correctly, interviewers also need to be trained in what to look for by asking behavioral questions during the interview.

Employers often will not prepare for an interview and if the first candidate comes in with a good story line and the chemistry is right, he gets hired. Only later does the employer find out the new hire does not know how to do the job, does not have a good work record, etc.

Anytime a company interviews someone for a position, proper records need to be kept.

Unsuccessful candidates periodically involve various government agencies or community organizations in questioning hiring decisions.

Employers often fail to reduce employee conduct issues to writing. A good rule of thumb to remember when dealing with various governmental agencies is that if you don’t have it in writing (and signed), it didn’t happen.

Failure to understand employment at will. “Employment at Will” is an easy concept. The employer can terminate an employee for any or no reason at any time. Under the same concept, an employee can quit at any time for any or no reason with no notice. (The proper H.R. policy can get you two weeks written notice!)

Often employers put “Employment at Will” in danger by using a probationary period. Under “Employment at Will”, no probationary period should be used. (More on this later, if requested.)

While the employer does not need to have any documentation to terminate under “Employment at Will”, the EEOC and other governmental agencies will want to know if you terminated for discriminatory reasons. Having documentation in writing may be used as a defense in legal action and may also prevent the former employee from collecting unemployment benefits. (Utilizing “Employment at Will” is great as long as you are terminating a white male who hasn’t reached age 40 yet. The rest of the world is a protected class so you need documentation.)

GINA - Federal Law

Fri, 16 Jul 2010 23:48:42 GMT

A new Federal Law referred to as GINA went into effect on November 21, 2009 and prohibits insurance companies, unions and employers from collecting and sharing information derived from genetic tests.

This sounds simple because most employers believe they do not do any genetic testing data or have access to such information so the law doesn’t apply to them. This belief is mis-leading but if managers are aware of GINA and the implications, this law should not be a major concern to employers.

Insurance companies are prohibited from collecting or requesting genetic information (family history) because of the possibility of increasing insurance premiums based on the results of one person’s genetic info or denying coverage.

a) increase premiums for the group based on the results of one enrollee’s genetic information; deny enrollment; or

b) impose pre-existing condition exclusions; or do other forms of underwriting based on genetic information

For employers, the law prohibits employment decisions to be made based on genetic data or more simply put, family history of mental or medical conditions. (Such hiring decisions could affect the rate employers pay for employee benefit coverage.)

In the case of employers, if physicals are a condition of employment, it is acceptable to ask about a person’s own health but it is not acceptable to ask about the family history. If such information is requested by medical personnel and the employer becomes aware of this information, employment decisions must not take into consideration any genetic data.

The Equal Employment Opportunity Commission (EEOC) is in charge of enforcement and will allow applicants and employees to take their claims to court if the applicant or employee feels an employment decision was based on any genetic information.

ACTION REQUIRED

Required Federal posters need to be examined to make sure there is reference to “GINA Information” in the section that explains discrimination. If you would rather use a supplemental poster go to http://www.eeoc.gov/employers/upload/eeoc_gina_supplement.pdf to download and print.
Managers need to be aware of the changes that GINA has brought about discussing anything to do with heredity or family history.
Personnel files that include any medical reference to “family history” need to be removed from the personnel file if this has not already been done. This type of information should be filed in a separate “medical” file for each employee.

If you are unsure, about anything that has to do with genetic information, you should contact a human resources consultant or an attorney that specializes in Labor and Employment.

The above article is offered as information and should not be considered as legal advice. If you require a legal opinion, contact an attorney that specializes in Employment and Labor.

Roger Bishop is the principal of Applied Human Resources, Inc. which can be found at http://www.appliedhumanresources.com

IMMIGRATION & ABILITY TO WORK

Tue, 13 Jul 2010 03:54:26 GMT

Illegal Aliens is a hot topic and in some cases costing U.S. businesses millions of dollars.

Prior to President Obama taking office, customs officials (now Immigration and Customs Enforcement, or ICE) would periodically conduct a raid on a company suspected of hiring undocumented workers. The undocumented workers were then deported and the company paid a relatively small fine.

Now the process of enforcement is to conduct the raid and check the workers for outstanding criminal warrants. If no warrants are found, the undocumented aliens are released back into the general population while those with warrants are held on the outstanding warrants.

To combat the hiring of illegal aliens, company records are confiscated by ICE. After the computer hard drives and paper records are reviewed, executives involved with hiring the undocumented workers now face criminal charges. Executives and others involved in hiring illegal aliens have paid fines and have been sent to jail.

Federal law requires employers to verify that an employee is legally able to work in the U.S. Companies that have contracts with the federal government are required to use the E-Verify system. Companies that do not have federal contracts can voluntarily use the E-Verify system or paper I-9 form.

Arizona requires all companies to use E-Verify. Utah and South Carolina have requirements about using E-Verify as one of several options. (The I-9 form is not one of the options.) You should periodically check the laws for the state your company operates in.

When on this web site (AppliedHumanResources.com), if you click on the word "Links" on any page, you will be taken to a page that has INDIVIDUAL STATE LABOR COMMISSIONERS. Click on the link in that section and you will be taken to a list of all states and their labor commissioner. The web-site for your state labor commissioner may not always immediately give you the information you are looking for. You may have to call or email your question to get answers.

The federal government periodically makes changes to the I-9 form and/or process. You will be able to find the most current at the following site: http://www.uscis.gov/files/form/i-9.pdf

Instructions for the E-Verify can be found at www.uscis.gov/everify

Keep documentation to verify that you have used E-Verify. Documentation to support I-9 verification is optional and you may want to discuss this with executive management and have input from your Human Resources consultant or Employment and Labor attorney.

As always, if you have questions, let's talk.

Roger

702 237 1333

INTERVIEWING

Sun, 11 Jul 2010 05:58:36 GMT

Conducting an interview is nothing more than having a conversation with a person about a job. Essentially as long as you keep the discussion about the job and how the applicant can do the job, has done the job in the past, you shouldn’t have any problems. There are several reasons for interviewing from the application as mentioned above.

Interviewing from a standard application tends to help you focus on the job and the applicant. If you ask only job related questions, you are more likely to avoid allegations of unfairness and discrimination. Congress has passed so many laws in an attempt to protect people from discrimination and harassment, you have to be very careful sometimes how your phrase your question. For example, you cannot ask if the applicant has a car. The rationale for not asking about a car is that poor or disadvantaged people may not be able to afford a car but can still do a job. You can ask if the applicant has reliable transportation.

Applicants should not be hired because their chemistry clicks with that of the interviewer if they are not the strongest candidate for the job. Also, you should interview several applicants for the job and not just hire the first applicant so you can get on with your normal job. Chemistry is great – but job skills and work records need to be considered first. It does little good to hire a person with a great personality if they cannot do the job or will leave after a couple of months.

Before you start interviewing, you should review the information about the job and what traits you are looking for when you fill the position. Having the questions prepared before starting the interview allows you to ask the same questions of all candidates. This consistency helps you arrive at a more fair evaluation of all candidates.

Questions about an applicant’s family and personal life should be avoided – they can get you into a lot of trouble later.

After you interview the applicant, you can make notes on a separate sheet of paper but again, make sure your notes are about only things that are job related.

Unless you have the authority to hire an employee, it is best to tell the applicant that you will review the application and your notes. If a job offer is going to be made, someone will call them. Explain that if a job offer is not going to be made, no one will call.

As always, if you have questions about the above, email me at roger@appliedhumanresources.com

Have A Great Day!

GETTING STARTED

Sun, 11 Jul 2010 05:40:59 GMT

The major functions of human resources have been around for a long time.

Find people to work for your company

Keep the employee records
Make sure employees are classified correctly
Paid on time
Process the termination paperwork
Get the final check.

It’s what is between the beginning (find the people) and the ending (getting the final paycheck) that has changed.

Some people still believe that human resources is just to keep records and organize the company picnic. These individuals do not understand how far H.R. has progressed. This collection of articles on human resources is intended for the person who has inherited the H. R. function and may not fully understand all that needs to be done – and there is a lot.

Some of the subjects to be covered in this section of the BLOG and newsletter include 1) things to keep your company under the radar of all the state, federal and local laws plus executive orders. 2) how to help your company reduce employee cost and improve employee performance.

Before we get into human resources, I have some suggestions that will save you a lot of time, money and possible embarrassment when doing your assigned duties.

1) Join the national organization “Society of Human Resources Management” (SHRM). The small annual cost of joining SHRM ($160 a year) is worth several times the amount of information and resources available to you.

2) If there is a local SHRM chapter and your budget permits, join the local chapter. If you cannot join the local chapter. attend the monthly meetings.

3) Do not be afraid to use an experienced “Labor & Employment” attorney. I cannot stress enough that you want an experienced “Labor & Employment” attorney. You would not use a patient attorney to help you buy real estate – do not use an attorney that is inexperienced in Labor & Employment.

4) Most law firms conduct training for clients several times a year and the training is usually free. Large law firms put out a newsletter plus there are independent newsletters available for little or no cost. There is nothing wrong with getting newsletters from several firms – you need to stay current. If your company has a working relationship with a law firm, call and ask about a newsletter. ALSO, SHRM puts out legal updates that are usually timely.

5) Working with an experienced H. R. consultant is less expensive than using a Employment & Labor attorney. but be careful. Large national consulting firms normally do a good job screening the people they hire as consultants. Independent human resource consultants are like everything else - we come in all shapes, sizes and varied experience backgrounds.

If you use an independent consultant, make sure that he/she has the Senior Professional Human Resources certification and can provide verifible references from other businesses.