Month: April 2016

Top 2016 Workplace Trends

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From surveys to board meetings, organizational and workforce industry experts have pooled their resources and opinions to identify the top 2016 workplace trends. Subjects span from novel recruiting practices to innovative benefit strategies with more crucial employment aspects in the middle. Visit National PEO’s online Help Center to request information about any of our services that address the following issues and other related business needs.

Spotlighting Talent

Economic improvements, aggressive recruiting, and Internet resources like LinkedIn and Glassdoor are modifying employer/employee relationships. Gifted candidates claim greater advantage today. Hiding your team’s true culture from job applicants has become almost impossible. For sustainable business success, progressive firms recognize that hiring appropriate workers displaying suitable skills at the proper times and places is vital. Top executives will increase their direct involvement in this year’s talent management methods by engaging staffers for achievement.

Accessing Social Histories

Many firms are recruiting and researching potential employees on social networking sites like LinkedIn and Facebook. Being aware of legal risks and consequences of utilizing social media for employment concerns and decisions will be essential.

Promoting Diversity

More companies are realizing that diversifying their workforces is important, so they will concentrate on recruiting team members who value that practice. To create diversified crews, organization strategies might range from assessing job contenders’ dissimilar characteristics to rewarding employees who collaborate well among disparate groups during performance reviews.

Expanding Virtual Teams

If more staffers operate remotely, you may need to prioritize helping them manage their workloads and themselves. Another key concern could be determining how to sustain high productivity levels and personnel engagement with multiple teams operating at different locations.

Engaging Staffers

Numerous researchers are finding that employee engagement provides various benefits including higher chances of personnel exceeding management’s expectations, driving internal innovations, and helping colleagues. So companies will develop new and better ways to boost staffer interest and commitment.

Nurturing Upcoming Leaders

Forward-thinking firms invest in younger generations, their future leaders. As baby boomers leave the workforce, millennial and generation X employees hold the majority of jobs. Many less experienced staffers will start buying Cytotec online. Succession planning, training programs, and administrative development that solve skill shortages will be central 2016 themes. Investing more in middle management positions can help new supervisors excel at hiring, guiding, and motivating their teams properly.

workplacetrends1Reviewing Performance

Annual and semiannual worker performance reviews are dwindling as standard practices. Many enterprises are progressing to ongoing manager/employee conversations that encourage occupational development. In 2016, more organizations will move away from scheduled review and ranking methods to focus on continual improvement that fosters individual growth better.

Upgrading Technology

Dependence on automation and technology is rising. Therefore, your company may need to change how employees at various levels perform their jobs. Consider these questions. Will your industry’s future require different skills? How might that affect your recruiting and training approaches?

Empowering Crewmembers

Staffer self-service, intelligent scheduling, and mobile technologies will empower workers as they unburden managers. Special tools will help employees assume greater scheduling ownership, and smart technologies will enhance impartial recruiting support. As companies implement solutions to balance out productivity, fairness, and compliance, government scrutiny of personnel management innovations is likely to increase.

Ensuring Workers’ Rights

Government regulations affecting workers’ rights including minimum wage, overtime, paid time off, scheduling fairness, health care, and family leave will put extra compliance pressure on companies. Various technologies and tools will help all organization sizes juggle numerous city, state, and national regulations while ensuring that they treat employees fairly according to applicable laws and produce compliance reports that avoid penalties and fines.

Promoting Health and Wellness

Since studies correlate healthy employees with higher productivity, firms will fixate more on providing the right incentives and benefits to inspire positive staff behaviors. Improving physical and mental health at work and home will help businesses.

Making Unique Benefits Competitive

A talent-first tactic could lead to rethinking and retooling your benefit approaches for competitive advantages in the race for top contenders. Use perks to entice and retain a diverse, multigenerational labor force with unique benefits targeting different life stages. Younger staffers will appreciate educational loan repayment plans. Unrestricted paid time off will please hourly personnel. Anyone raising young families will welcome expanded parental leaves and childcare support. Medical coverage that helps middle-aged workers care for their aging parents will ease financial burdens. Everyone can gain from retirement assistance.

Update Your Compensation Policies to Equalize Wages

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compensationpoliciesPayment differences between the genders exemplify long-standing inequalities. Women receive just 79 cents per dollar in men’s paychecks, reports the Census Bureau. Per the Equal Pay Act (EPA), employers must give all women and men employed in the same workplaces equal wages for equivalent work. Job natures instead of titles determine if positions meet substantially equal criteria. More than 50 years after the EPA went into effect, firms still are striving to close the pay differential and end compensation discrimination.

Expert Recommendations

Audit your workforce wage practices to determine if women receive the same earnings and benefits as men holding corresponding jobs. To equalize salaries, laws forbid decreasing remunerations for either gender. That ruling applies to all compensation forms including income, overtime, holiday and vacation pay, bonus plans, benefits, life insurance, stock options, profit sharing, gasoline and/or cleaning allowances, hotel accommodations, and reimbursed travel expenses.

Modernize more than your compensation criteria by upgrading to National PEO’s convenient and accurate online payroll services. Our versatile web-based tools simplify and speed up onboarding new hires, attendance, payroll ledger reconciliations, and separations. Manage those records online, via email, or by phone from any location. Consider enacting the following suggestions from social scientists, policymakers, and impartial companies to overcome your organization’s gender pay gap.

Traditional Gender Roles

Women outpace men in academic degrees today. However, since society still views certain industries and professions as male or female domains, many jobs abide by historical pay structures. Discriminatory practices have segregated well-trained women into typically lower-paying health, education, administration, and literacy (HEAL) occupations. To break prejudicial barriers, others chose unconventional vocations. That narrowed the wage gap initially, but men shunning essential but traditional female jobs to pursue male-dominated science, technology, engineering, and mathematics (STEM) fields hindered further progress. Reevaluating stereotypical gender roles could prompt future advances.

Negotiation Strategies

Men receive better pay partially because they are more apt to request it. Before accepting job offers, a study found that only about 12 percent of women negotiated more money, compared to around 51 percent of men. Other research showed that females seek greater amounts that are still 30 percent lower than their male counterparts. Since starting salaries influence raises and lifetime earnings, women in middle-paying positions who do not bargain upfront may forfeit up to $750,000 during their careers. That figure jumps up to $2 million for those in high-compensating jobs. Other investigations indicate that employers penalize females who barter while rewarding males.

compensationpolicies1Consider these varied solutions. Coach your female employees on negotiating skills. Inform personnel who set worker compensations about your firm’s disparity, and authorize them to advocate for women throughout pay talks. Alternatively, ban all wage bargaining and base nonnegotiable salaries on jobs and experience. That strategy tasks your company with paying impartially so candidates will not need to haggle to get fair earnings.

Previous Salary Irrelevance

Stopping the pattern of women losing millions during their careers due to low-balled job offers could involve ignoring former remuneration levels. Instigate this approach by basing earnings on what positions are worth. Direct hiring managers to discontinue relying on candidates and staffers’ prior incomes when setting their new ones. That practice deprives mothers who return to the workforce after breaks to raise families. Women’s earlier situations also have greater chances of inferior wages. To prevent previous discrimination from continuing, do not ask contenders for their salary histories.

Mothers’ Helpers

Research indicates that compensation for both genders’ first post-education jobs is similar. The pay gap becomes obvious after several years when women begin having children. Their earnings may lag due to shorter shifts, breaks to rear young kids, and/or extra time off when child care or health issues arise. Some employers assume incorrectly and thus unfairly that those events will occur. Policies that support working mothers including paid sick days, parental leaves, and affordable child care can help women have ongoing careers. Economists report that paid parental leaves raise probabilities of moms resuming jobs, increasing work hours, and receiving higher wages.

Workplace Flexibility

The largest pay gaps exist in the least accommodating occupations regarding work times and locations. Disparities shrink when staffers can choose their schedules or shifts and substitute for each other easily. Those practices do not penalize women who work fewer hours as much. Offering greater flexibility in traditional male roles could encourage fathers to balance parenting responsibilities better with their employed wives.

Understanding Legally Mandated Employee Benefits

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employeebenefitsToday’s workers expect generous benefit packages, so many companies offer more than fair wages to recruit top talent. By law, you must provide several indirect compensation forms to your staff. These non-negotiable employer requirements involve various state and federal regulatory and tax responsibilities. Reviewing each will help you stay current on your legal obligations.

Small firms tend to assign benefit administration to employees wearing numerous hats. If those staffers are not familiar with all necessary technicalities, they may miss key details, forms, and deadlines. Resulting penalties and fines can add up quickly. Outsourcing your benefit management to National PEO will take those complex duties off their shoulders while ensuring proper, timely compliance.

Minimum Wage and Overtime

Laws require most public and private employers to follow standards for hourly and overtime compensation. Your company must allocate the federal minimum wage or higher to hourly workers unless you state dictates a better rate. Also calculate overtime for hours exceeding 40 per week as time and a half of your regular rates.

Health Insurance

Per the Affordable Care Act (ACA), organizations with 50 plus workers must offer minimum essential health insurance to 95 or more percent of eligible staffers. Being compliant with all of ACA’s complexities is a mandatory responsibility that avoids hefty penalties.

Workers’ Compensation

Companies have legal obligations to provide self-insured, no-fault Workers’ Compensation Insurance through commercial carriers or your state’s program. Every state dictates its unique financial protection plan for crewmembers who suffer on-the-job injuries, illnesses, or emotional strains. Reparations may cover medical expenses, a percentage of lost wages, dismemberment, permanent disability, and/or death benefits to survivors.

Family and Medical Leaves

Rulings require all public employers and private ones with at least 50 workers to abide by the Family and Medical Leave Act (FMLA). It entitles personnel to take off as much as 12 weeks per 12-month interval. Law demands that group health benefits continue during those unpaid but job-protected breaks. Afterward, your firm must reinstate staffers in the same or equivalent positions. Employees do not need to use their 12 weeks in a row. Taking one day per week may be necessary. Acceptable FLMA reasons are:

  • Birth and supervision of eligible worker’s newborn
  • Employee’s adjustment period with newly adopted or placed foster child
  • Seriously ill immediate family (child, spouse, or parent) needing staffer’s care
  • Team member’s recuperation from a serious medical condition

Disability Insurance

Five states (California, Rhode Island, New York, New Jersey, and Hawaii) along with Puerto Rico must provide disability insurance. That coverage replaces partial wages when eligible employees are unable to fulfill their duties due to non-work-related injuries or illnesses.

employeebenefits1Unemployment Insurance

This benefit compensates personnel who experience job separations without work-related misconduct. Wages that each claimant earned in the previous year determine this stipend’s specific amount. If laws require your business to remunerate unemployment insurance taxes on staffers, registering with your state’s workforce agency is compulsory. Each state manages its own unique program.

Social Security Taxes

Retired personnel age 62 and up and disabled talent or their survivors can receive monthly Social Security income. Funds come from companies matching staffers’ contributions, a fraction of their earnings with inflation adjustments. Your firm must withhold Social Security and payroll taxes. All crewmembers who are eligible for retirement benefits also receive Medicare health insurance. Worker and employer taxes fund that coverage.


The Consolidated Omnibus Budget Reconciliation Act (COBRA) requires companies with at least 20 employees to allow former personnel to stay on their health insurance for as long as 18 months. Ex-workers must pay the full premiums at their previous employers’ group rates. This ruling also affects retirees as well as former staffers’ spouses and dependent children.

Optional Benefits

Many employers round out their required compensation packages with additional optional benefits to attract, motivate, reward, and retain staffers. Common examples include voluntary insurance policies (like dental, vision, and life), discounts on company services or products, relocation expenses, tuition reimbursement, child care, bonuses, profit sharing, stock options, retirement plans, tax-sheltered annuities, savings plans, and pensions. National PEO experts are ready to administer various elective employee perks along with legally mandated ones.

Federal laws do not require the most common paid time off (PTO) policies that firms offer. Comprehensive compensation and benefit plans may include holidays, vacations, personal days, sick days, bereavement and funeral periods, and jury duty. Each state governs PTO payments to separated employees when earnings remain.

Developing Effective Workforce Diversity Strategies

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worksplacestrategies1 worksplacestrategiesCensus results indicate that America’s ethnic composition is changing more rapidly than anticipated. A diverse crew can strengthen your organization and boost your revenue while fulfilling good faith efforts and legal compliance. Interacting with different people improves individual preparation, increases energy and engagement, liberates creativity and innovation, stimulates new perspectives and ideas, builds smarter teams, and propels market growth.

Understanding and satisfying the unique needs of assorted employees representing distinct races, cultures, genders, and ages is paramount in modern enterprises. To supplement your organization’s personnel mix, consider implementing the diversity principles below that successful businesses follow.

Broaden Differences

Does your firm limit diversity to races and genders? Then expand your definition to encompass other group types. With baby boomers aging and minorities filling more positions, shifting demographics will make multi-generational, multi-cultural teams business norms. Specialized equipment can help staffers with disabilities make valuable contributions. If your environment does not support broad inclusion, your risk of losing employees to competitors mounts. Customizing recruitment efforts to reach all suitable contenders will extend your labor mix.

Refine Your Company Policy

Base your impartial and inclusive employment policy on Equal Employment Opportunity Commission (EEOC) federal guidelines. That involves establishing meritorious hiring practices that are age, gender, and race neutral. Amend your corporate mission statement to make that change official. Organize a council to oversee your plan’s implementation. Task it with devising new ideas to increase diversity at your firm.

Represent Your Community

Adjust your hiring strategy so your workforce will resemble your surrounding residents. Request candidate referrals from existing personnel. Incentivize success by offering rewards. Contact local associations with strong community connections like churches, colleges, cultural institutions, and nonprofit organizations about helping you find potential new hires. If you need help, National PEO’s comprehensive HR services include job descriptions, recruiting, labor law compliance, applicant background screenings, and employee handbooks.

Epitomize Your Customer Base

Devise ways your diverse workforce can raise your corporate profits. Partner with clientele strategically or focus on acquiring new customers. For example, a manufacturing company hired a Hispanic market director upon realizing that faction purchased many products. Targeted marketing increased profits dramatically in under a year. Prospects may represent additional groups like disabled adults and/or those 65 and up, so decide how staffers can reach various consumers.

Follow Through With Widespread Actions

When upper management advocates inclusion, make dissimilarities obvious at all levels. Otherwise, some personnel will conclude quickly that they have no future at your firm. Do not avoid identifiers including white, black, lesbian, and gay. Address issues respectfully, responding to them clearly and positively. Determine other appropriate ways to demonstrate your organization’s dedication to diversity.

worksplacestrategies1Customize Interview Styles

Aligning behavioral and functional job interview styles to specific candidates can bring out the best in everyone. Older applicants, for instance, tend to be less accustomed to behavioral approaches. This means they might seem less prepared unless recruiters ask them about certain experience types directly. Without prompting, non-Caucasians and foreigners may minimize their accomplishments or stress their professional relationships over occupational knowledge. Hiring managers must understand these cultural components to ensure equal opportunities for all hopefuls.

Support Varied Lifestyles

Diversity extends beyond the already addressed criteria to embrace lifestyle issues. Sponsoring programs that deal with work/life/family balance can help you retain valuable employees. Consider offering adjustable shift scheduling and child/elder care referrals and resources. Accommodate religious and cultural holidays. Allow ethnic, worksite-appropriate attire.

Offer Practical Training

Demonstrating to small groups how colleagues can respect varied opinions and resolve conflicts is more effective than delivering abstract lectures to large crowds. Staffers may prioritize their bosses valuing their ideas over belonging to an ethnically contrasted workforce. Emphasize the concept of accepting viewpoints that differ from their own. Instruct leaders to see beyond their individual cultural belief systems to distinguish and leverage your diverse population’s inherent productivity potential.

Establish Mentoring Programs

Invite supervisors and staffers to join mentoring programs that combine coaching and feedback. Pair people with different looks, backgrounds, races, genders, or opinions. Participants might learn the most from partners who share few common qualities.

Turn Mistakes Into Lessons

Conduct exit interviews to understand why minority workers leave your company. Discover what you could do to curtail future losses, and make any necessary adjustments.

Evaluate Your Results

Assess issues such as work environment, management, employee earnings, benefits, and promotional occasions regularly to measure ongoing progress. Stop anything ineffective, and continue whatever is successful.

Workplace Sexual Harassment Prevention Guidelines

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workplaceDiscriminatory sexual harassment violates the Civil Rights Act. It can damage employee morale, trust, and productivity. Recurring incidents and improper internal handling can turn your work environment hostile. Recognizing unacceptable interpersonal conduct and establishing policies to prevent and address this delicate issue will protect your staff while helping your company avoid lawsuits.

Definition Clarification

Sexual harassment happens when one staffer is:

  • Making repeated, unwelcome moves on a co-worker
  • Requesting carnal favors
  • Directing other physical or verbal intimacies at a colleague against her or his wishes

It occurs when rejection of or submission to sexual actions affects a staffer’s employment implicitly or explicitly, interferes with that person’s job performance unreasonably, or renders the work environment intimidating, offensive, or hostile.

Representative Examples

  • Delivering unwanted jokes and gestures, offensive remarks about attire, and objectionable banter and comments
  • Initiating bodily contact including touching, patting, or scratching a colleague’s back, grasping an employee’s waist, or obstructing a co-worker’s ability to break free
  • Continuing uninvited flirting and repeated date requests that the victim rejects
  • Posting or sending sexually oriented pictures or emails
  • Displaying lewd pictures, posters, or objects
  • Playing suggestive music

Prevention Policies

To ensure employee personal space and safety, your organization needs to create:

  • General and sexual harassment policies
  • Dating regulations between superiors and reporting staffers
  • Complaint reporting process
  • Investigation procedures for reported charges

Include the above details in your employee handbook and post them around your worksite. Inform team members at all levels about those practices. Reiterate that your firm does not tolerate any harassment and investigates all complaints. National PEO’s sexual harassment workshops will teach your staff to identify occurrences that constitute inappropriate workplace behavior. Valuable information and tools will help your company avoid claim liabilities.

Vital Facts

Your firm must take immediate action when staffers share sexual harassment accounts with Human Resource (HR) personnel, supervisors, or even other employees. Addressing all cases promptly, following appropriate steps, and disciplining perpetrators and false informants severely will protect your company from lawsuits. Make everyone aware of these facts:

  • workplace1Pursuers and targets may be any gender combination.
  • Victims should tell offenders to stop unwelcome advances.
  • Employees can accuse anyone connected to their work environment including executives, managers, supervisors, co-workers, peers, suppliers, vendors, and clients.
  • Inappropriate conduct can affect witnesses or anyone hearing about earlier incidents. While a boss and reporting staffer are having a sexual relationship, for instance, other personnel can instigate claims if that employee receives preferential treatment.
  • Workers should follow your company’s complaint reporting procedures.
  • Accusers do not need to demonstrate adverse employment effects including salary decreases, transfers, and discharges.

Investigation Steps

As soon as your organization learns that any team member is undergoing sexual harassment, it has ethical, legal, and workforce relations obligations to conduct a thorough investigation. Follow these important steps:

  1. Assign responsibility for each complaint to someone with historical company and staff knowledge.
  2. Base every investigation’s plan on existing knowledge including the case’s key players and situations.
  3. Advise the complainant that you followed appropriate protocols by reporting the general circumstances or a specific incident to the Equal Employment Opportunity Commission (EEOC) or Office of Civil Rights (OCR).
  4. Inform that employee about your no retaliation policy. Request immediate notice if any ongoing harassment or implied or direct retribution occurs.
  5. Ask the claimant to make a statement. While listening respectfully, take notes on relevant facts including dates, times, contexts, and witnesses.
  6. Tell the suspect about the complaint filing. Request patience during your investigation and promise to be fair, just, and thorough on behalf of both petitioner and accused. Advise that your company does not tolerate any unethical or retaliatory actions.
  7. Interview witnesses courteously. Pose open-ended questions. Note facts that confirm or refute the victim’s allegations.
  8. Question the perpetrator. Use the same polite listening approach you granted the target and witnesses.
  9. Assess collected evidence to determine if the charged worker harassed the informant sexually.
  10. Discipline verified offender or complaint fraud appropriately. If necessary, make work, location, or situation adjustments fairly for everyone’s comfort, safety, and productivity.
  11. Do not single out the victim with different treatment than other personnel receive. Resume dealing with the accuser how you did before the claim.
  12. Prevent further incidents by documenting follow-ups with the complainant or wrongly charged staffer.
  13. Keep complete, accurate records in case any employee who disagrees with an investigation’s outcome takes legal action.

Taking Work Breaks Enhances Productivity

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workbreaksHow can you and your staff be more productive? Establish and announce effective break policies. Then use National PEO’s online time clock to systematize break and lunch periods. Many factors affect work efficiency. Share the strategies below with your team to boost workforce output.

Enjoy Frequent Breathers

Researchers measuring how personnel spend work time found that the 10 percent who were most constructive took breaks frequently. After laboring 52 minutes, they devoted 17 minutes to unwinding and refocusing. What makes that 52/17 work-to-break-time ratio so successful? Highly productive employees sprint through tasks, toiling extremely hard in 52-minute bursts. Like athletes after relatively long sprints, they need breathers.

The study’s most productive staffers did not check their emails, Facebook, or anything else on the Internet during breaks. Instead, they vacated their workstations. Chosen activities included walks, reading books, and conversing with colleagues about non-work topics. If disappearing often is not feasible, enjoy funny pet videos on your smartphone or computer. Animal/humor viewing experiences rest your brain enough to resume high output afterward.

Reboot Quickly

Wonder why immersing yourself in work causes weariness? Attention spans average just 25-45 minutes long. Relaxing for five minutes every half hour will prevent declining concentration. Productivity advocate Graham Allcott advises leaving workstations to get drinks. Computer users should focus their eyes on anything else. Brief screen breaks will keep them fresh throughout workdays.

Shorten Work Periods

You may think long workdays boost performance when they give everyone extra time to function more slowly. Staffers might accomplish more in fewer hours. Their achievements during the two to three hours of strongest attention define their productiveness — not the rest of their long days when output dwindles with concentration. Restricting overall hours or stopping for five-minute breaks could enhance efficiency.

Increase Activity

Changing positions and moving about improve blood flowing to your brain. Even 15-minute exercise periods can help your mind engage better afterward. Desk-bound workers can put computers on raised platforms or prop laptops on books to allow standing. Do quick warm-up drills before conferences that require long-term sitting. Or hold small discussions during physical activities.

Avoid Pointless Meetings

Business meetings without clear purposes, agendas, and timeframes are worthless. Even well-organized sessions can waste valuable time. Sending apologies occasionally reclaims important hours to handle necessities.

workbreaks1Hold Daily Huddles

If your busy team forgets what matters most while stressing over insignificant issues, schedule daily huddles. Brisk gatherings foster internal communications and help everyone focus on performance essentials. Those advantages decrease needs for multiple, long, pointless internal emails and meetings.

Minimize Your Inbox

Emails can be great productivity tools or huge distractions. Key business aspects that add value and create impacts occur outside inboxes. Personnel should take care of and discard messages regularly, reducing them to just one page. Addressing all essential matters and making all necessary decisions promptly eliminates issues on subsequent pages from nagging at your subconscious. Freeing up space and time to work outside inboxes will be a relief.

Become a List Maker

Our amazing brains are almost useless for short-term recall. Itemizing vital activities with corresponding projects can clear everyone’s minds to focus on what they handle brilliantly instead. Use Microsoft Outlook’s task function, a second brain app, Microsoft Word, a text doc, or scratch pad and pen. Update your to-do list regularly to relieve memory strain.

Schedule a Power Hour

Have items stayed on your overwhelming to-do list too long? Do you postpone challenging duties? Those examples promote procrastination. Irritating thoughts about what you should have done can be disruptive. Schedule one daily Power Hour to tackle anything difficult, unclear, tedious, and scary. Power through them quickly so they will not distress you later.

Contemplate Your Thinking

Setting aside weekly thinking time may cause guilt. What if no one else considers your efforts real work? But deliberate reflection is vital to workplace well-being, control, and productivity. Review your weekly schedule, current tasks, and upcoming projects. Notice effectiveness, set realistic intensions so you can turn down requests as necessary, and develop clarity to remove procrastination and create momentum.

Make Your Internal Voice Helpful

What is your measurable goal? Which actions will help you achieve it? Those answers will clarify any task while sharpening thinking. When dreading boring chores, tell yourself, “I get to …” instead of “I must ….” Choose words to prompt motivation and spur productivity.

Why Employee Resignations Are Rising and How to Reduce Yours

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employeeresignationsMore workers quit their jobs in December 2015 than in the previous nine years, according to a survey. Some 3.1 million people left their private sector and government positions voluntarily. Discovering why, establishing a clear promotion policy, and understanding the performance cycle can help you decrease your company’s turnover rates.

Employment Exit Reasons

Polled staffers quit previous jobs for these three chief reasons:

  1. Slim advancement chances
  2. Insufficient work/life balance
  3. Money

Researchers asked employees to rate job qualities as acceptable, somewhat acceptable, annoying, considerably annoying, or deal breakers. Four main annoyances were:

  1. Management has less industry awareness than surveyed subjects and staff.
  2. Company does not recognize good work.
  3. Colleagues receive promotions sooner than respondents.
  4. Employee benefits are subpar.

The five top deal breakers that would prompt resignations were:

  1. Supervisor does not empower or trust team members.
  2. Boss expects off-duty staffers to carry out work duties or reply to emails on sick and vacation days.
  3. Administrators shift the blame when mistakes occur.
  4. Inflexible work schedule does not accommodate family responsibilities.
  5. Co-worker relationships are difficult.

Internal Promotion Policy Guidelines

Personnel view advancement as desirable for upgrading power, compensation, and responsibilities. Better job designations raise staffer status, a clear sign of employer esteem for significant and successful work contributions. On the other hand, discord and high resignation rates can develop among peers when colleagues move up before them. Problems might mount if confusing promotion practices appear discriminatory.

Avoid those difficulties by establishing a transparent advancement policy and applying its standards consistently to all jobholders wanting to rise in your ranks. Policy essentials include:

Purpose: Base title upgrades on employees’ expertise and performance instead of favoritism. Otherwise, you may put some staffers in unsuitable positions they are not able to handle effectively. Litigation might arise if overlooked personnel claim that your selection procedures are discriminatory. Workers must demonstrate that you violated the Civil Rights Act’s Title VII, which prohibits businesses from denying promotions on various personal characteristics including age, gender, and race.

employeeresignations1Criteria: Set minimum advancement criteria. Inform employees what standards they must meet to merit consideration. For instance, your eligibility period for all promotion types could be continuous company service of two plus years. Or salespeople might need to reach specific quotas first. Motivate your team by moving qualified workers into higher-ranking positions before recruiting outsiders.

Job postings: Display all open positions around your workplace so all suitable candidates will be aware of available advancement opportunities. An expensive 2007 court case set a precedent so staffers can sue their employers if they do not post job opportunities internally.

Candidate assessments: Follow uniform evaluation methods for all workers to prevent the semblance of discrimination or favoritism. All hiring managers should examine performance appraisals, using them to choose top hopefuls. To review all applications consistently, judge all contenders on preset importance of key qualifications. For example, decide whether education or experience is most important. Document how you review each competitor in case policy bias questions arise. Note reasons for all employees’ reassignment acceptances or rejections in their personnel files.

Paperwork: Whenever you promote staffers, proper documentation is key. Download National PEO’s Employee Change Form under Human Resources Forms. Fill in all pertinent details, and keep records in your employment files.

Workforce Performance Cycle

Advancement: Everyone displaying high proficiencies or special talents deserves credit. The most appropriate acknowledgements are job reassignments, which include lateral transfers to equal-level positions and upward promotions. Moving personnel into greater leadership responsibilities temporarily or permanently encourages better performance. They will strive to demonstrate strong skills and worthiness of your trust. Crewmembers get to fulfill their desires to be valuable contributors while you meet your need to maintain a productive team.

Satisfaction: Although surveyed staffers’ deepest desires are to receive recognition, praise, and important status, 60 percent felt that their employers ignored them or took them for granted. Performance declined among bored, complacent, or unhappy personnel who lost interest in their work. Crewmembers resigned to find challenging roles, opportunities to use their talents, and job satisfaction. Advancement or acknowledgement can reduce such turnover.

Positive feedback: Communicating your daily achievement observations is crucial for your crew’s effective job performance. Congratulate staffers for handling difficult clients or commend them for exceptional special projects during regular team meetings. Compliments improve work, which might lead to more recognition, advancement opportunities, and long-term loyalty.

Adhering to Employment Discrimination Laws

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Illegal workforce discrimination occurs if your company treats any job applicants, staffers, or former personnel unfavorably due to factors including race, gender, age, religion, or disability. Fair employment practices agencies enforce rulings that prohibit such actions in all labor facets, not just recruitment and terminations. Review the following sampling of common regulations that may affect your business. Then schedule National PEO training to help your firm avoid costly mistakes involving these and other discrimination laws.

Prejudicial Practices

Federal and state rulings typically make inequality illegal in:

  • Job advertisements
  • Pre-employment testing
  • Talent acquisition and dismissals
  • Staffer classifications, assignments, and compensation
  • Training programs
  • Promotions, transfers, layoffs, and recalls
  • Workplace harassment violating protected factors including gender, religion, and disability
  • Company facility use
  • Fringe benefits, medical leaves, and retirement plans

Unlawful Examples

  • Advertising for preferred applicants in job listings
  • Excluding certain candidates during the recruiting process
  • Denying compensation or benefits to select personnel
  • Paying different salaries to equally qualified staffers holding the same positions
  • Disrupting or denying specific workers’ use of your company facilities
  • Applying discrimination to disability/maternity leaves
  • Using biased practices to assign retirement options
  • Basing promotions or layoffs on prejudice

Common Regulations

Race/color: Making personnel decisions according to race or skin color is illegal. This covers prejudicial actions against those with race-based group or organization connections as well as spouses or other personal relationships with people of certain races or colors.

Gender: Regulations forbid discriminating on a gender basis when setting salaries for women and men with substantially equivalent positions, qualifications, skills, and responsibilities. You may not lower salaries for one gender to balance out wages among women and men. Rulings encompass sexual orientation, gender identity, and transgender status.

employmentdiscrimination1Age: Law prevents your company from treating younger workers better than older ones ages 40 and up. However, you can favor older staffers over younger ones. Age discrimination involving interns and apprentices is illegal. Despite a few scarce exceptions, rulings prohibit specifying age preferences in job listings. You must provide uniform benefits to all team members despite their ages unless supplemental plan costs for young personnel equal reduced benefits for older ones.

Religion: Legislation bans employers from basing staffer discriminating on spiritual customs. This extends beyond traditional religions to encompass personal faith. Your company must accommodate workers’ religious beliefs reasonably, providing they don’t have excessively negative consequences.

Disability: A legal mandate bars discrimination against people with qualified disabilities. Whether mental/physical impairments or current/past illnesses, they limit at least one major life activity substantially. If employees are able to perform essential job duties adequately with or without the help of reasonable accommodations, you cannot victimize them for having disabilities.

Pregnancy: Discriminating against pregnant women is illegal. You must handle pregnancies how you deal with temporary illnesses and other short-term conditions that require special consideration.

Immigration: You cannot discriminate against potential and existing workers because of their national origins or citizenship status. This includes those with ethnic group or organization connections as well as spouses or other personal relationships with people of certain nationalities.

Genetic information: By law, you cannot base employment decisions on family medical histories and staffers’ potential future illness risks.

Charges and Resolutions

Workers must submit discrimination charges against your firm to the Employment Opportunity Commission (EEOC). Upon determining that claims have merit, that agency might prosecute on your employees’ behalf. When it elects not to represent personnel, the EEOC issues right-to-sue letters so staffers can file complaints and start their own litigation processes.

The EEOC allows you to resolve charges and claims that employees bring against your firm. Voluntary resolution methods include mediations, settlements, and conciliations. Placing victims in the positions they would hold if unfair treatment had not occurred is key. All EEOC-regulated mandates outlaw firing, demoting, harassing, and otherwise inflicting retaliation on personnel who make prejudicial complaints at work or file discrimination suits.

Possible EEOC resolutions include:

Compensatory damages: For certain offenses, victims recoup out-of-pocket expenses (like medical or job search costs) that discrimination caused plus compensation for emotional harm they suffered (including inconvenience, mental anguish, and lost life enjoyment). Limits according to organization size are $50,000-$300,000.

Punitive damages: EEOC claimant awards penalize employers’ especially reckless or malicious discrimination acts. Caps by company size range from $50,000 to $300,000.

Liquidated damages: Another business punishment for the same extreme bias as the above equals the back pay amount the EEOC awards victims.