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Author: Site Staff

Posted on September 20, 2000July 10, 2018

IDear Workforce-I How Do I Implement Profit Sharing

Q

Dear Workforce:


We are a small company (45 employees) with revenues under 10 million.We are looking to implement a profit sharing plan. Do you have any resourcesthat might help us in modeling this plan? Specifically I have questionsconcerning:

  • Who is eligible toparticipate?
  • Should management besubject to a higher percentage of the plan bonus?
  • Should the bonuses bepaid out quarterly? Annually?

— Diane A. Flood, director of humanresources, Century Software, Inc.


A DearDiane:


First, the definition of “profit sharing”: A plan providing foremployee participation in the profits of the organization. The plan normallyincludes a predetermined and defined formula for allocating profit shares amongparticipants, and for distributing funds accumulated under the plan.


However, some plans are discretionary — thereby allowing ownership moreflexibility. Funds may be distributed in cash, deferred as a qualifiedretirement program or distributed in a cash/deferred combination.


If the plan is to be structured as a qualified retirement program, therebyallowing the company an immediate deduction for the deferral and there is norisk of forfeiture (even in bankruptcy) to participants, everyone HAS toparticipate and the formula HAS to be basically the same for everyone.


These are great, but they require significant paperwork and compliance withthe IRS — but that is why Uncle Sam allows the immediate deduction andprotection from bankruptcy.


If it’s structured as a “non-qualified” plan, then flexibility ishuge (you can give more to the executives and you don’t have to includeeveryone) BUT the company will not receive a deduction UNTIL the participanthas W-2 income. In addition, ALL participants will be subject to risk offorfeiture, so bankruptcy would be a “bad thing,” for all involved.


Technically, in the event of bankruptcy, the participants would becomegeneral creditors of the organization and hope and pray that they wouldeventually get some, if not all, of their money back.


For these types of plans, due to their complexity and all the various waysof design, companies should:

  • Get as much research aspossible (a good resource is WorldatWork (formerly the AmericanCompensation Association at www.worldatwork.org)
  • Get a professional to helpset it up and administer.

SOURCE: Brent M. Longnecker, executive vice president, Resources Connection,281-618-8812.


E-mail your Dear Workforce questionsto Online Editor Todd Raphael at raphaelt@workforceonline.com, along with your name, title, organization andlocation. Unless you state otherwise, your identifying information may be usedon Workforce.com and in Workforce magazine. We can’t guaranteewe’ll be able to answer every question.

Posted on September 17, 2000July 10, 2018

Dear Workforce When Do You Start Offering Time Off?

Q
Dear Workforce:


I am in the process of writing an employee manual and trying to create a time-off policy for part-time employees. I would appreciate some feedback on an acceptable waiting period before time-off hours are accrued.



–Julianne S.

 
A Dear Julianne:



Among policies we’ve seen are those that range from date-of-hire to after-one-year-of-service. In today’s tight labor market, companies that experience retention problems or waning morale should consider a policy that permits taking time off as it is accrued from date of hire.

Surveys support the importance of time off, especially among employees with families. The National Institute of Business Management reported in July 2000, in a survey of 1,008 men, that 70% of men in their 20s and 71% of men in their 30s said they’d swap pay for more family time.

 

Parents magazine reported in May 2000, in a survey or 120 dual-income households, that 75% of dual income couples are scaling back on work commitments to spend more time with families.

From a financial perspective, the State of California requires that accrued vacation time be paid at time of termination; therefore, it is not in the best interest of the employer to allow large accruals of PTO.



SOURCE: Work/life Benefits, Cypress, CA, August 16, 2000.

E-mail your Dear Workforce questions to Online Editor Todd Raphael at raphaelt@workforceonline.com, along with your name, title, organization and location. Unless you state otherwise, your identifying info may be used on Workforce.com and in Workforce magazine. We can’t guarantee we’ll be able to answer every question.

Posted on September 17, 2000July 10, 2018

Visa Basics Employment of Foreign Graduates

American universities and colleges attract the world’s best and brightest.Many foreign nationals attend U.S. universities to receive a quality educationand train for careers utilizing cutting-edge technologies that are oftenunavailable back home.


Foreign students attending university utilize the F-1 student visa. This visapermits the student to stay in the U.S. for the duration of his studies, whichis usually for a four-year period. Thereafter, foreign students are permitted towork for a period of one year in a phase known as “Optional PracticalTraining.”


The purpose of this phase is to permit students to obtain real-worldexperience to complement their years of study. The INS issues EmploymentAuthorization Documents (a.k.a. “work permits”) which are valid forone year. No extensions of this work permit are permitted. After this period isover, foreign nationals must either seek to change their status to a visa thatextends their work authorization or return home.


Many U.S. employers hire foreign nationals upon graduation when theindividual can utilize the one-year of training. During this time, the issue ofextending the foreign national’s work authorization inevitably comes up whenboth employer and employee are interested in the employee’s continuedemployment.


Poor planning can result in the foreign national losing hiswork-authorization status (possibly even legal status). Moreover the loss of akey employee because of visa issues can severely effect the launch of a productor the efficiency of a department. HR staff can prevent this from happening bykeeping the following in mind:

1. Track the expiration date of the foreign national’s workauthorization.


Upon hiring the foreign national, employers should record and track theone-year period of work authorization. By monitoring the employee’s workauthorization expiration date, HR staff can alert the foreign national well inadvance to the upcoming expiration date and the need to change status to aworking visa.


2. Consider the H-1B visa


Graduating students seeking to change their visa status have a couple ofvisa options available to them. However, the one most commonly used is theH-1B specialty occupation visa. The H-1B permits foreign nationals to continueworking for up to six years at the conclusion of their studies. Most graduateswill qualify provided they have a bachelor’s degree and will be filling atechnical position that requires a degree. Positions in Information Technologyusually satisfy the H-1B requirements.


3. Prepare paperwork early


Each year there are only a limited number of H-1B visas available. In 1998,65,000 H-1B were available, and H-1B petitions quickly exhausted this supply.Congress responded to the demand by increasing the number of available H-1Bvisas. For the fiscal year 2000, 115,000 H-1Bs were available. In spite ofthis, with the strong economy and demand for IT professionals, this supply wasquickly depleted.


Once the H-1B quota has been reached, the INS will not approve any moreH-1B petitions until the start of the next fiscal year. In light of this, itis imperative that employers interested in the continued employment of aforeign national assist with the preparation of H-1B paperwork as soon aspossible.


In previous years, before the H-1B cap became an issue, employers couldwait until the ninth month of the employee’s optional practical trainingbefore applying for an H-1B. Now, to prevent an H-1B petition from becomingsubject to the cap and held over to the next fiscal year, employers shouldapply shortly after hiring the individual.


4. Be aware of the employer obligations of the H-1B visa


H-1B regulations impose a number of obligations on employers. Part of theprocess requires posting labor condition applications informing otheremployees of the hiring of an H-1B worker. The employer must pay the foreignnational a salary comparable to the prevailing wage for the position in thearea of intended employment. HR staff must also prepare and maintain a publicaccess file that discusses the terms of the H-1B petition and details factorsused in determining the employee’s salary. Failure to comply with theselegal requirements can result in significant fines.


5. Examine permanent residency options early


For particularly valuable employees, companies may wish to assist with theforeign national’s permanent residency (a.k.a., “green card”)application. While a variety of permanent residency options exist, manyforeign nationals with bachelor’s degrees apply for a green card throughlabor certification. This process requires that the employer show that nominimally qualified American workers are available to do the foreign national’sjob.


This arduous process can take several years given the large number ofapplications and the backlog at state employment security agencies. While theH-1B grants a six-year period of stay, labor certification can take up themajority of this time. To ensure the continued employment of the foreignnational, employers should take action early

U.S. employers are turning to foreign graduates frequently as a way to fillstaffing shortages. In spite of the paperwork involved, proper long-termstrategizing can minimize disruption to a foreign national’s workauthorization and ensure that staffing needs are met.


SOURCE: MyVisa.com, a national law firm practicing corporate U.S.immigration law for a global clientele.

Posted on September 14, 2000June 29, 2023

1996

The Workforce Optimas Awardsare a celebration of the power of human resources management. Annually, Workforcerecognizes HR programs that have made their businesses better. The winners areselected in 10 categories: General Excellence, Competitive Advantage, FinancialImpact, Global Outlook, Innovation, Managing Change, Partnership, Quality ofLife, Service, and Vision. The winning programs are profiled in the March issueof Workforce magazine with additional information provided at Workforceonline.


It is with great pleasure that Workforce celebrates the winners of Optimas Awards 1996:

GeneralExcellence:
McDonald’s Corporation
Several HR accomplishments—including excellence in recruiting, training and global HR programs—have helped the hamburger chain grow into one of the world’s largest and most profitable organizations.
CompetitiveAdvantage:
Deloitte & Touche LLP
An array of initiatives aimed at helping women have helped the accounting firm stop the exodus of female employees and become an employer of choice in a tough recruitment market.
FinancialImpact:
Pacific Gas & Electric Company
Action Forums—mini think tanks focused on developing plans to solve company problems—have helped PG&E save almost $300 million
GlobalOutlook:
Eli Lilly and Company
To continue growing, Lilly had to begin earning a greater proportion of its income from outside the US. HR has helped build a global organization through employee assignments overseas, a global management development program, and a global management conference. It’s paid off in greater than 15% growth in revenue from overseas markets.
Innovation:
Cisco Systems
HR uses the Internet in creative, dynamic ways. An internal homepage keeps employees informed and cuts paperwork, while an external page boosts recruiting efforts.
ManagingChange:
Siemens Rolm Communications Incorporated
When the company was reengineered into a learning organization, HR had to be reengineered, too. HR staff members work on three core business skills. And its old silo structure was torn down and replaced by five business-driven teams.
Partnership:
Hannaford Brothers Company
When rising health-care costs imperiled profits, HR at Hannaford Brothers rounded up employers with similar concerns and created the Maine Health Management Coalition. The group has helped change health care delivery throughout the state
Qualityof Life:
Hallmark Cards Incorporated
As much as 25% of Hallmark’s labor force has been with the company for 25 years or more. The secret to that kind of loyalty is a respect for employee’s personal lives and an energetic, creative work environment
Service:
University of Illinois at Urbana-Champaign
A biennial conference series created to meet the needs of women has been successful enough to fund the University’s other training programs
Vision:
Rhino Foods Incorporated
An empowerment culture weans workers from dependency on the organization and helps them help themselves.
Posted on September 14, 2000June 29, 2023

1992

The Workforce Optimas Awardsare a celebration of the power of human resources management. Annually, Workforcerecognizes HR programs that have made their businesses better. The winners areselected in 10 categories: General Excellence, Competitive Advantage, FinancialImpact, Global Outlook, Innovation, Managing Change, Partnership, Quality ofLife, Service, and Vision. The winning programs are profiled in the March issueof Workforce magazine with additional information provided at Workforceonline.


It is with great pleasure that Workforce celebrates the winners of Optimas Awards 1992:

GeneralExcellence:
Levi Strauss & Company
HR participates in every major business decision, and every HR program directly supports a business goal. To do that, HR has developed three key strategies. The payoff is enormous.
CompetitiveAdvantage:
Federal Express Corporation.
FedEx meets its commitment to customer satisfaction through training, training and more training. Each employee’s initial orientation period is followed by proficiency tests every six months and remedial training for those who need it. The program is also supported by training delivery using the latest technology and pay tied to proficiencies.
FinancialImpact:
Deere & Company
What started out as an attempt to manage its own health care costs has turned into a health care subsidiary that generates revenue for Deere.
GlobalOutlook:
General Electric Medical Systems Group
A comprehensive Global Leadership Program provides top managers with a global outlook and brings it a larger share of the world market
Innovation:
Campbell Soup Company
To help cut health-care costs while giving employees in rural areas access to top-notch care, Campbell created a primary care network(PCN) that revolutionized health-care delivery
ManagingChange:
US West Incorporated
Efforts to manage its changing workforce—which began in the mid-1970s—have paid off for US West. The key has been to look at diversity as a philosophy, not a program.
Partnership:
The Walt Disney Company
Disney has developed six broad initiatives that help educational institutions and fuel its own staffing pipeline. The most unique is a Florida program aimed at helping prevent high school students from dropping out to help support their families. The program allows students to attend class during the morning and then work in the company’s theme parks in the afternoon—and to be paid for the full day.
Qualityof Life:
Ben & Jerry’s Homemade Incorporated
“To improve the quality of life of a broad community” is this company’s social mission both inside and outside the organization.
Service:
Texas Instruments
A policy committee that represented a joint venture between two teams of management (operations on one team, HR on the other) makes decisions on all issues basic to the culture of the organization, moving it from being seniority-based to performance-based. HR implements the programs and policies that all sides buy into
Vision:
Household International Incorporated
HR recognized that external economic issues eventually would require staff reductions. In response, HR developed an employee placement program focused on employee potential and committed to making every effort to find suitable jobs within the organization for top talent.
Posted on September 14, 2000June 29, 2023

1991

The Workforce Optimas Awards are a celebration of the power of human resources management. Annually, Workforce recognizes HR programs that have made their businesses better. The winners are selected in 10 categories: General Excellence, Competitive Advantage, Financial Impact, Global Outlook, Innovation, Managing Change, Partnership, Quality of Life, Service, and Vision. The winning programs are profiled in the March issue of Workforce magazine with additional information provided at Workforce online.


It is with great pleasure that Workforce celebrates the winners of Optimas Awards 1991:

General Excellence:
First Chicago Corporation
HR transformed itself from an administrative function to a strategic player. In addition, a strategic diagnostic defines and assesses the economy, demographics and education to help HR shape its objectives.
Competitive Advantage:
Saturn Corporation
A unique labor/management partnership helped General Motors’ start-up division meet quality goals and deliver a product to compete with the best of the import cars.
Financial Impact:
Allied-Signal Incorporation
HR at Allied-Signal created the first nationwide managed health care system. Called the Health Care Connection, the plan combines features of HMOs with elements of traditional indemnity plans.
Global Outlook:
Whirlpool Corporation
After buying a European appliance manufacturer in 1989, Whirlpool faced being a global operation for the first time. HR used a global leadership conference to address the issues, and created 15 global project teams to solve problems.
Innovation:
Mrs. Fields Incorporated
The company’s Retail Operations Intelligence (ROI) system is a powerful software tool that helps its store managers focus on training and customer service. The system schedules crew, offers interview questions, produces sales projections and more.
Managing Change:
Sleep Inn
In anticipation of expected labor shortages and declining productivity in the service industry, HR engineers helped design a hotel chain that requires minimal staffing levels.
Partnership:
Capital Holding Corporation
Through partnerships with a local community college and a local secondary school, Capital Holding has developed a pipeline of bright, dedicated employees.
Quality of Life:
Marriott Corporation
Marriott has a whole department dedicated to help employees balance the demands of work and family. The department has taken many steps to help, ranging from on-site child care to a resource and referral network.
Service:
Allergan Incorporated
Allergan’s Hr department has been structured and restructured to meet the demands of a growing business. Even the HR professionals at Allergan don’t have a name for the structure, but they have managed to sustain a function that’s both centralized and decentralized.
Vision:
US Steel
A unique training program that taught employees how their jobs contribute to the overall process has helped US Steel meet stringent environmental standards.
Posted on September 14, 2000June 29, 2023

1994

The Workforce Optimas Awardsare a celebration of the power of human resources management. Annually, Workforcerecognizes HR programs that have made their businesses better. The winners areselected in 10 categories: General Excellence, Competitive Advantage, FinancialImpact, Global Outlook, Innovation, Managing Change, Partnership, Quality ofLife, Service, and Vision. The winning programs are profiled in the March issueof Workforce magazine with additional information provided at Workforceonline.


It is with great pleasure that Workforce celebrates the winners of Optimas Awards 1994:

GeneralExcellence:
AT&T
Following the break-up of the Bell System, AT&T had to play a key role in helping the company become something new. Through such efforts as top-notch training, a data-intensive succession planning system, and the Workplace of the Future initiative, HR has helped the company reorganize and enter new markets.
CompetitiveAdvantage:
Granite Rock Company
Employee development keyed to quality and service have helped the company boost its on-time delivery rate, improved quality to the point that there are only 3.4 errors per million chances to err, and driven revenue per employee to 30% above the industry national average.
FinancialImpact:
Eastman Kodak Company
HR helped transform Kodak’s black and white film division from a traditional manufacturing process organized by functions to a team-driven process organized by work flow. The effort turned the financially troubled unit into one of the company’s leading business divisions.
GlobalOutlook:
The Coca-Cola Company
The soft-drink giant has six global operating units, each of which has a full HR organization. Those people, in turn, report to HR leaders at the company’s Atlanta headquarters. The structure helps sustain both strong local leadership and an overarching corporate culture.
Innovation:
Novell Incorporated
HR developed the Merger Book, a set of 2,000 questions asked during acquisitions to ensure that HR issues and culture fit are addressed during the due diligence process
ManagingChange:
L.L. Bean Incorporated
The company’s fabled customer service masked work flow and process problems. To remedy the situation,L.L. Bean engaged in a total quality management system. Rather than focus on product improvement, however, the Bean effort focused on employee development
Partnership:
Xerox Corporation
Management/labor cooperation helped Xerox lower production costs, cut product development time, improve quality and regain market share
Qualityof Life:
Lotus Development Corporation
Employees at Lotus enjoy generous benefits, family-friendly policies and the chance to make philanthropic contributions
Service:
Merck & Co. Incorporated
Merging cultures and selecting staff are two issues that HR addresses when the company forms joint ventures
Vision:
Coors Brewing Company
The Peer Review System lets all non-union employees appeal disciplinary action to a panel of managers and co-workers.
Posted on September 14, 2000June 29, 2023

1995

The Workforce Optimas Awardsare a celebration of the power of human resources management. Annually, Workforcerecognizes HR programs that have made their businesses better. The winners areselected in 10 categories: General Excellence, Competitive Advantage, FinancialImpact, Global Outlook, Innovation, Managing Change, Partnership, Quality ofLife, Service, and Vision. The winning programs are profiled in the March issueof Workforce magazine with additional information provided at Workforceonline.


It is with great pleasure that Workforce celebrates the winners of Optimas Awards 1995:

GeneralExcellence:
City of Hampton, Virginia
A decade-long reengineering effort has helped the City of Hampton offer better service to residents, cut tax rates, and revitalize its downtown. HR has been at the center of the effort; it created self-directed work teams, revamped compensation, focused on incentives, and more.
CompetitiveAdvantage:
Mirage Resorts Incorporated
Selective staffing and a commitment to training have helped the hotel and gaming chain slash turnover and maintain an enviable occupancy rate.
FinancialImpact:
Springfield Remanufacturing Corporation
Extensive financial training for employees has helped workers understand how to contribute to the bottom line. Cost savings, increased revenue and even employee-run start-up operations are the results.
GlobalOutlook:
Colgate-Palmolive Corporation
Following an initiative to refocus the company into five key business areas, Colgate-Palmolive formed a global HR strategy team to better align HR with the business needs. The year-long development process that followed yielded a set of international values, a new emphasis on teamwork, and a continuous improvement plan.
Innovation:
Hotel del Coronado
To help employees who were working at the San Diego hotel but living in Mexico, the HR function established the first HMO in Mexico.
ManagingChange:
The Seattle Times Corporation
A comprehensive diversity initiative and content audits have helped the Seattle newspaper change to meet the needs of the changing community it serves.
Partnership:
Intel Corporation
Intel managers taught quality management to administrators of an Arizona school in exchange for involvement in shaping the curriculum to help develop the workforce of the future.
Qualityof Life:
Calvert Group
This mutual funds investment firm pioneered socially responsible investment. Its commitment to employees also reflects the belief that business can be socially responsible and still earn profits.
Service:
PepsiCo Incorporation
A stock-option program for all full-time employees supports the company’s entrepreneurial culture.
Vision:
3M
A long-term strategy has helped 3M limit downsizing while still recruiting new talent.
Posted on September 14, 2000June 29, 2023

1997

The Workforce Optimas Awardsare a celebration of the power of human resources management. Annually, Workforcerecognizes HR programs that have made their businesses better. The winners areselected in 10 categories: General Excellence, Competitive Advantage, FinancialImpact, Global Outlook, Innovation, Managing Change, Partnership, Quality ofLife, Service, and Vision. The winning programs are profiled in the March issueof Workforce magazine with additional information provided at Workforceonline.


It is with great pleasure that Workforce celebrates the winners of Optimas Awards 1997:

GeneralExcellence:
Bank of Montreal
From workplace equality initiatives to work/life support, from student-apprentice programs to an institute for learning: At the Bank of Montreal, the buck stops with HR.
CompetitiveAdvantage:
Grace Cocoa Associates
By teaching executives to become global thinkers, HR has helped six organizations around the world that had little experience dealing with one another become one cohesive — and globally competitive — company.
FinancialImpact:
First Tennessee National Corporation
HR has done extensive work to cost-justify its work/life efforts. The numbers prove that the program cuts turnover and helps retain customers.
GlobalOutlook:
Cirque du Soleil Inc.
HR at Cirque du Soleil is trying to serve what amounts to a moving target: More than 1,200 employees representing 17 nationalities and speaking 13 languages attached to show tours playing all over the world. In response, HR decentralized many HR functions while focusing on core values and communication to preserve the culture.
Innovation:
TBWA Chiat/Day, Los Angeles
HR systems support the ad agency’s virtual office: Employees don’t have assigned work stations, desks, computers, or phones. Instead, they’re encouraged to work wherever—and however—they’re most productive
ManagingChange:
Malden Mills Industries Incorporated
A devastating fire destroyed three of Malden’s buildings and displaced 1,400 employees. HR helped get the rebuilding process by creating a special center to keep the displaced employees informed and to retrain them. The center was later used through two painfuldownsizings.
Partnership:
GE Fanuc Automation North America Incorporated
The company’s High Involvement Workforce, made possible by HR, has made revolutionary change. Management layers have been eliminated, more than 40 work teams set their own goals and measurements, and managers are evaluated on their support of teams
Qualityof Life:
Fox Inc.
A compassionate approach to benefits means that employees with life-threatening illnesses get the help they need.
Service:
Continental Airlines
Lousy customer service, lost bags and a poor on-time record—coupled with two bankruptcies—made Continental the laughingstock of the airline industry. Incentive pay, streamlined policies, and aggressive communication have fueled a total turnaround in results and profits.
Vision:
E.I. DuPont de Nemours and Company
The company’s pioneer training program, “A Matter of Respect,” addressed sexual harassment issues years before it became routine in corporate America. Other elements have since been added to help sustain a hostility-free workplace.
Posted on September 14, 2000June 29, 2023

1993

The Workforce Optimas Awards are a celebration of the power of human resources management. Annually, Workforce recognizes HR programs that have made their businesses better. The winners are selected in 10 categories: General Excellence, Competitive Advantage, Financial Impact, Global Outlook, Innovation, Managing Change, Partnership, Quality of Life, Service, and Vision. The winning programs are profiled in the March issue of Workforce magazine with additional information provided at Workforce online.


It is with great pleasure that Workforce celebrates the winners of Optimas Awards 1993:


General Excellence:

Movement of its helicopter manufacturing facility to Canada created a staffing crisis for the company. A creative and aggressive recruitment plan—followed by extensive training—solved the problem.

Financial Impact:

A training program for students selected abroad helps Gillette develop its international management team.

Innovation:
Apple Computer Incorporated
Apple’s Electronic Campus is an online, internal data base system that enables employees to learn from each other by accessing information about everything from management projects to conducting a performance review.



Managing Change:
Philadelphia Electric Company
When one of Philadelphia Electric’s nuclear power plants was shut down, the crisis prompted an overhaul of its management selection and training. The changes helped the company set records for the most days of continuous operation



Partnership:
Duda & Sons Incorporated
Partnerships with other growers to give migrant employees year-round employment helped stabilize Duda’s workforce and offers migrants a better future.



Quality of Life:

Much of the HR department’s role at Ruiz is making sure that the corporate goal of educating employees is met. An on-site education center teaches English as a Second Language, helps employees improve their literacy skills in Spanish, and offers computer training.

Vision:
United Parcel Service of America
The Urban Internship Program sends managers into inner cities to work on community service programs. The program helps people in need while enhancing managers’ skills.

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