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Tag: HR technology

Posted on November 12, 2024November 13, 2024

10 Tips for Designing a Better Hiring Process

Summary

  • The hiring process is an employer’s first chance to make a good impression. It needs to be seamless to attract the best candidates.
  • 86% of HR professionals say that recruitment is becoming more like marketing. And in today’s competitive labor market, it’s easy to see why.
  • Applicant experience is crucial for keeping top candidates engaged and maintaining a good employer brand. Streamlining recruitment using technology can transform a good hiring experience into a great one.

In a tight labor market, hiring can make or break your chances of capturing quality new hires. It is often the first touchpoint between a company and potential new employees, and an excellent first impression is everything. A clunky approach to hiring will not only slow things down but also deter quality people from applying.

If you’re looking to attract qualified candidates fast while keeping things efficient, it might be time to rethink the hiring process. In this post, we’ll dive into 10 practical tips to improve your recruitment strategy.

1. Focus on setting clear hiring goals.

All of your recruitment initiatives will stem from your hiring goals. They act as your jumping point; if you’re unclear about these, you risk wasting resources and missing out on filling the company’s staffing needs. 

When determining what your hiring efforts should aim for, here are questions you need to ask yourself:

  • What are the staffing gaps, operational needs, or business needs you must address? Is it filling roles for a new business location, or is it to replace team members who left? 
  • What are the specific roles needed to fill the gap? 
  • What are the characteristics of an ideal candidate? 
  • What are the specific skills or experience candidates must have? 
  • What soft skills must they possess? Consider your company culture and define what characteristics would make a hire fit to work with the team. 
  • How fast should you be able to hire?

Talent acquisition requires significant effort, and you should focus your energy on defining hiring goals that drive business results.

2. Create clear job ads. 

“What’s in it for me?” – This is the question your job descriptions should answer for potential candidates. 

Try to frame your job listings through the applicant’s POV. First, the listing should cover the basics of the job role, which includes what’s expected in terms of tasks and responsibilities. Second, it should paint a picture of how an ideal candidate would fit in the organization, which can allude to the type of working environment you offer. 

Let’s discuss wording. Avoid overly technical jargon and internal corporate speak. Potential candidates won’t care much for those. Instead, keep your wording concise and direct and language neutral.

Here are crucial elements that your job descriptions should cover:

  • Job title
  • Duties and responsibilities
  • Required skills, competencies, and qualifications 
  • Preferred qualifications or nice-to-haves
  • Working location
  • Benefits
  • Salary range

In addition to the basics, you can include more information about the team they will be part of and brief details about the organization. 

Writing job descriptions can be time-consuming. We’ve curated a list of job description templates to give you a headstart. Feel free to download them and customize them according to your specific requirements. 

3. Be smart with advertising open positions. 

Generally, hiring teams utilize job boards and social media sites like LinkedIn to reach as many candidates as possible. While those are great, there are other opportunities to get the word out. 

Consider placing job postings in your place of business. Of course, no one has time to read a job description if they are just passing by your cafe or retail store, so why not simply print out a QR code that leads to the details of your job opening?  

Workforce.com’s Applicant Tracking System (ATS) lets you print customized QR codes that link to online job applications. Any interested applicant can simply scan the code and apply straight from their mobile devices, and you will be alerted when submissions come in. 

But before you go broadcasting an open position to the public, think about the roles you’re trying to fill. Consider hiring from within to reduce the time and resources it takes to onboard a new employee.

What about referrals? Nothing beats word-of-mouth advertising. Your current employees can be your best ambassadors since they have first-hand experience. They can share insight into company culture far better than any job posting you publish.

4. Get serious about employer branding.

Better branding attracts better candidates. In fact, 86% of HR professionals agree that recruitment is becoming more like marketing, according to a study. And with today’s challenging labor market, it’s easy to see why. Like marketing, you need to understand your target audience—your ideal candidates—and find ways to stand out.  

To get leadership on board, here’s a compelling stat: a strong employer brand can reduce the cost-per-hire by up to 50%. Plus, half of job seekers won’t consider working for a company with a bad reputation. In short, employer branding isn’t just nice to have; it’s crucial for staying competitive. 

Start by improving the hiring experience. Use data to track candidate experience and satisfaction, communication frequency, and key metrics like time-to-hire. Streamlining these processes with applicant tracking technology enhances efficiency and leaves a positive impression on candidates. Remember, every interaction counts, and a smooth hiring process can make all the difference. 

Keep in mind that negative stories spread fast these days, whether it’s a poor recruitment experience or a toxic work environment. With social media and online forums, you don’t want to be trending for the wrong reasons.

So, how do you build a strong employer brand? It starts with your core: a healthy company culture. Today’s candidates can spot inauthenticity a mile away, so your efforts need to be genuine. Once you establish strong values, they’ll naturally shape how you hire and manage talent on a daily basis.

5. Use technology to streamline the process.

There’s a lot of work that goes into hiring. Without the right tools to help you stay organized, you run the risk of mishandling important information, wasting time, and hiring the wrong people. Consider using an HR platform or an applicant tracking system (ATS) to streamline your hiring process. 

Workforce.com is a prime example of one such system. Its HR suite significantly reduces time spent sifting through resumes and onboarding new hires. Here’s how it improves your recruitment efforts: 

  • It helps you get more applicants. Every time you create a new job posting, you can generate a QR code associated with the listing and post it in your business to make access to applications easier. Workforce.com also collates all previous applications and the positions a person is interested in. When you post new job listings that match a previous applicant’s interests, the system notifies this talent pool, automatically getting you more traction from the moment you post the new job.
  • It helps you with the selection process and pre-qualifies applicants quickly by setting up role-specific questions about availability, experience, and requirements. This enables you to screen candidates before scheduling interviews, weeding out those who don’t meet your criteria upfront.
  • It reduces data reentry by using one user profile across hiring, HR, and payroll. Since the whole employee lifecycle is synced in Workfore.com, applicant information from the hiring stage is automatically brought into a new hire’s payroll and HR profile. This means that once someone fills out an application, they have essentially already filled out about 80% of their employee profile. If you decide to hire them, all of this information is used—there’s no need to create multiple profiles with repeat information. 
  • It helps you onboard new hires right away. Within minutes, your new hires can fill out onboarding forms, provide their personal information, and submit their W-4s and I-9s. No lengthy paperwork and manual entry is needed.
  • It helps you track recruitment metrics. It gives you an overview of hiring progress, spotting delays, and identifying roadblocks. Plus, it covers all your locations, so you can see who needs extra recruitment support.

An ATS is great for hiring, but one that’s housed in the same HR system as onboarding and payroll is a game-changer and can save a significant amount of time. It streamlines the entire journey—from recruitment to onboarding to that first paycheck. 

6. Eliminate unconscious bias.

We’re human, and we’re naturally wired to have biases. However, if these biases are left unchecked during the hiring process, they can lead to poor decisions. Take steps to eliminate anything clouding your judgment from focusing on what a candidate truly offers. 

Reduce unconscious bias by focusing solely on an applicant’s technical skill sets instead of their demographic details such as gender, race, and age. Furthermore, you can view job applications with redacted names or personal information so their skills and experiences are front and center.

7. Improve how you interview. 

The interview stage is crucial for applicants and the company to get to know each other better. It’s an opportunity to assess technical skills and values, making it the ideal time to evaluate cultural fit alongside qualifications. And you do that by asking the right questions. 

Whether you utilize structured questions or free-flowing discussions is your prerogative. But regardless of what route you choose, make sure that it helps you evaluate applicants objectively.

Structured interview questions help you gauge how applicants fare against each other. This interview style makes it easy to compare and judge applicants based on their answers to a series of important and relevant questions.

On the other hand, a less structured approach can better reveal a person’s values, personality, and soft skills, helping you assess their cultural fit. Unstructured interviews can also make applicants feel more comfortable during interviews. 

Ultimately, the goal is to find the best fit for the role. Whether you prefer a structured or flexible interview style or a mix of both, ensure it leads to a fair and informed hiring decision.

8. Understand who you’re hiring. 

Not all hiring processes are the same, especially when it comes to salaried versus hourly roles. Your recruitment approach should adapt to each, from sourcing, screening, onboarding, and compliance. 

For instance, recruiting a line cook for one of your restaurants is a much different process than hiring a finance manager for an insurance agency. Hourly roles often require a faster and leaner process to meet urgent staffing needs. Having a system that lets candidates apply easily and keeps unnecessary data and timelines to a minimum is ideal.

In contrast, hiring for salaried positions usually involves multiple interview stages and a more thorough vetting process. For these hires, it’s crucial to have a comprehensive applicant tracking system that monitors each stage efficiently and keeps candidates engaged throughout the process.

Ultimately, hiring for hourly positions prioritizes speed, volume, and efficiency, while salaried roles focus on depth, fit, and long-term alignment. Understanding these nuances allows you to tailor your hiring processes and shapes how you manage time tracking, shift scheduling, and payroll for each type of hire.

9. Always communicate with applicants.

You don’t want to be labeled as an employer who ghosts applicants, do you? 

While you will undoubtedly need to prioritize some applicants over others, you should never leave unqualified candidates hanging. Keep candidates informed every step of the way —from confirming their application to updating them on the next steps, whether they qualify for an offer or not.  

Additionally, offer a channel for applicants to reach out when they want to follow up or ask a question. This will help them feel at ease and keep strong candidates engaged in the process.

10. Regularly evaluate your hiring process.

As new technologies and trends emerge, your hiring process can quickly become outdated. Conduct regular assessments of your hiring process and practices. Identify what works, spot areas for improvement, and tackle any roadblocks. A flexible, evolving hiring process keeps you aligned with market shifts, maintains efficiency, and positions you to attract top talent.

Fill roles faster and simplify your recruitment process with applicant tracking software

Workforce.com hiring app

Hiring hourly employees? Workforce.com’s online hiring system can help you find the best talent to fill your staffing needs.

Workforce.com is end-to-end HR, scheduling, and payroll software for hourly teams.

The cloud-based platform features an applicant tracking system that streamlines hiring—from posting job advertisements to pre-qualifying candidates, interviewing them, and eventually onboarding them—all without lengthy paperwork or double entry.

Discover how Workforce.com can help you with hiring and more. Book a demo today. 

Posted on September 19, 2024

Webinar: How Tech Can Stop Turnover for Small HR Teams

Smaller HR teams are facing challenges in maintaining employee loyalty due to being overwhelmed with various responsibilities.

It’s understandable that focusing on employee engagement can be difficult in such circumstances. However, utilizing technology can be a game-changer for lone HR managers looking to enhance employee loyalty.

This webinar aims to address these challenges by offering insights into leveraging technology solutions. By exploring both free and investment-worthy options, HR pros can learn how to create compelling job descriptions, cultivate loyalty beyond competitive compensation, and leverage the unique dynamics of small companies.

We brought on Retensa’s CEO, Chason Hecht, as well as talent specialist & Director of Employee Experience, Dana Small, to discuss free and premium tech tools that HR can use to offload nearly 30% of their admin work.

Check out the list below as well as the full webinar here:

12 free & investment-worthy tools to…

Streamline the Hiring Process:

1. ONET.com: This occupation keyword search directory allows recruiters to quickly identify and match job descriptions with relevant skills and competencies. It helps create accurate job postings and ensures candidates’ qualifications align with job requirements, speeding up the screening process.

2. Applicant Tracking System: An ATS automates the recruitment process by managing job applications, screening resumes, and tracking candidates throughout the hiring pipeline. It reduces manual tasks, ensures compliance, and helps prioritize top candidates, making the hiring process faster and more efficient.

3. Applicantstack.com: ATS platform that streamlines recruitment by automating job posting, resume management, and candidate communication. It helps organize and track applicants, reducing the time spent on administrative tasks and improving the efficiency of the hiring process. If you have a few positions open it costs less than $50 a month. If you hire more, unlimited jobs for $100 a month. You can also leverage it for onboarding if your budget is higher.

4. Claude AI: Assist with candidate screening by conducting preliminary interviews, answering candidate questions, and gathering necessary information. This reduces the time spent by human recruiters on initial interactions, allowing them to focus on qualified candidates. Also, this tool reduces your hiring data into interactive, understandable visuals. Leverage this to summarize the candidate pipeline.

Enhance Onboarding:

5. MS Planner: A simple but capable project management tool that can be customized for onboarding. It allows HR teams to create visual boards with tasks, checklists, and timelines for new hires. Free with Office 365.

6.  Loom: Allows you to create video tutorials and walkthroughs that can be shared with new hires. This is especially useful for remote onboarding, where face-to-face interaction is limited.

7. Free Fuse: Free Fuse offers a tool to build interactive learning trees that can be used to train and onboard candidates faster. By using this tool, employers can provide potential hires with bitesize information, assessments or onboarding materials, automating the learning process based on their learning pace and performance. Fully functional basic package is free.

8.  Leverage Learning Management Systems (LMS): Libraries of courses and topics for technical and soft skill development.

  • LinkedIn Learning (free trial)
  • Coursera
  • Udemy

Create a Retention Environment:

9. TalentPulse: A turnkey employee feedback platform that captures real-time insights at every stage of the employee lifecycle. Automates and reports on employee sentiment through questions, surveys and 360’s, helping organizations identify real-world issues to better engage and inspire the workforce. Any 1 of 24 surveys can be sent for free up to 5 responses.

10. Flexible Scheduling: Schedule staff in minutes & reduce labor costs 11%

  • Create fast and accurate schedules with templates,
  • staffing ratios, and shift swapping.

Lower Turnover Rates:

11. ExitPro: Provides secure and streamlined Exit Interview program in minutes. With several pre-built exit interview question templates, instant exit interview reports, and a suite of tools to predict and prevent employee turnover. A Free trial can last up to 12 months and unlimited exit interviews for as little as $79/month.

12. Notion AI: Notion AI is an advanced feature within the Notion platform that leverages artificial intelligence to enhance productivity and organization. For employee retention, Notion AI can assist in creating personalized onboarding experiences, maintaining detailed employee records, and automating repetitive tasks

Posted on September 17, 2024September 24, 2024

Employees using cell phones for work? Here’s how California employers must pay up

Summary:

  • In California, reimbursing employees for work-related personal cell phone use is more than just a perk. It’s the law.
  • Compliance with cell phone reimbursement laws may be challenging as there are ambiguities about reasonable compensation amounts.
  • Employees can use software like Workforce.com on computers to perform administrative work duties, avoiding the need for cell phone reimbursements.
  • Compliance-specialized HR software like Workforce.com can also handle distributing reimbursements and stipends if needed.

The lines between personal and professional mobile phone use are becoming increasingly blurred. Many employees use their personal devices for work-related purposes, whether answering emails, calling clients and team members, coordinating projects, or accessing company portals. If this is the case, who should foot the bill?

California addresses this overlap with Labor Code 2802, a law that attempts to clarify who should cover the costs of using a personal cell phone for work purposes.

So what does this law entail, and how does it protect employers and employees? Let’s take a closer look to help you navigate this legal dilemma in the Golden State. 

What is California Labor Code 2802?

California Labor Code 2802 mandates that employers fully reimburse employees for any job-related expenses they may incur; this includes all costs related to using a personal cell phone for work duties. This law protects employees and ensures employers are not sidestepping operating expenses.

So, if your employees use their cell phones to call clients, communicate with suppliers, manage company platforms, or perform other job-related activities, they may be entitled to reimbursement – depending on your state.

Clearly, this is more than just a job perk. It’s the law, and employers in California must comply. But this is much easier said than done due to the ambiguous nature of the way the labor code was written. The critical question here is how to measure what qualifies as reasonable compensation. And how do you even begin to job-cost phone-related activities?

The Cochran vs. Schwan’s Home Services Case

If your employees have unlimited call minutes, do you still need to reimburse them for cell phone use? Yes, you should. The court decision for Cochran vs. Schwan’s Home Services case reiterates why this is the case. 

In this class action suit, the plaintiff claims that California Law 2802 is violated because they use their cell phones for work-related calls in their job duties for a food delivery business but are not reimbursed for such costs. However, the defendant argued about the appropriateness of the class certification. According to them, the employees have varying reimbursement claims. They also countered that some employees didn’t incur additional costs because they were on a plan with unlimited minutes or included in a family plan.

The California Court of Appeals ruled that employees are still entitled to reimbursement even if they’re on a mobile plan with unlimited minutes or a family plan. The issue is about properly reimbursing employees for using their personal cell phones to perform work duties and not about whether or not employees incur additional expenses on top of their plan for making work-related calls. Since the employer benefits from these calls, they should cover the expense as part of their business operations.

So, the next question is how much? The court didn’t mandate a specific amount by which employees must be reimbursed, making the ruling pivotal for this piece of California law and the employers that must comply. Such uncertainty makes it even more challenging for employers to determine how much they should reimburse employees for cell phone usage.

How do you calculate reasonable reimbursement?

Since the law doesn’t state an exact dollar amount or formula by which you should reimburse employees for cell phone use, how do you identify that sweet spot?
According to a study by Oxford Economics and Samsung, most company reimbursements for mobile expenses range between $30 to $50 per month. On average, the monthly amount is $40.20 per employee. In addition, 98% of companies surveyed provide full or partial stipends to cover employee mobile expenses.

The reasonable reimbursement or stipend amount depends on your operations and how crucial mobile devices are for your employees’ tasks. According to the same study, 53% of executives said employees need mobile phones to do their jobs well, and 57% said mobile devices are key to getting work done.

Figure out how much of your employee’s screen time is devoted to work. For instance, if 50% of their daily phone usage is spent on job-related activities, you can consider providing a stipend or reimbursement equal to half of their monthly plan.

On the other hand, you can opt for exact reimbursement based on their usage if they can highlight specific line items in their phone bill that are directly related to work. However, this can be challenging since most mobile plans are bundled or have unlimited call minutes or data.

The key to determining a reasonable reimbursement amount is to ensure that you’re reimbursing what employees are due while still not overpaying.

What are the methods for reimbursement?

As with the amount, the law lacks specificity regarding how employers should distribute reimbursements. At the end of the day, it is really up to the employer.

One way is to follow a standard reimbursement process through HR. Staff submit receipts and documentation so that the employer can compensate them based on what’s stated in their invoice. However, this can cause additional admin work for both the employer and employee. 

To simplify things, an employer ditch the reimbursement method in favor of a monthly stipend to cover cell phone-related expenses. But what happens if the cell phone expense exceeds the allotted stipend? In this case, it’s always good to have a backup reimbursement process in place. It is also worth noting that overspending is a very real risk with a stipend since expenses aren’t being explicitly tracked.  

In short, for simplicity and less headache, go for a stipend. To avoid the risk of overspending, choose a reimbursement process.

Of course, employers could avoid all of this hassle by simply giving employees work phones on a separate company phone plan. However, this is obviously expensive and requires additional IT and security support. This option should really only be considered for the most obvious use cases where cold calling is a routine part of the job.

When should employees receive the reimbursement?

This is also determined by the employer and usually weighed against factors such as how often cell phones are used for work. It can be distributed monthly, quarterly, or annually or along with payroll.

Are cell phone reimbursements taxable? 

Cell phone reimbursements are not considered income or an amount added to an employee’s wage, but they cover expenses for cell phone use for business purposes. So, technically, they are not part of an employee’s earnings. However, they are usually considered non-taxable as long as they are given for “substantial non-compensatory business reasons,” as stated by the IRS.

Again, the key here is to ensure that employees determine a reasonable amount to reimburse. For instance, if your employee’s monthly bill is $100 and you pay $105 as reimbursement for cell phone use, the excess of $5 should be returned to you, or they would need to file it as income, which can be taxable.

The essentials of a reimbursement policy

The key to complying with the California Labor Code 2802 is to have a policy in place. As you create this for your organization or revisit your existing rules, you must ensure that it covers the following: 

  • Who’s eligible for reimbursement? Look at your operations and determine which roles rely heavily on their personal cell phones to get work done. For instance, employees who usually work at the company headquarters with access to company resources are less likely to use their mobile plan than those who work in various locations and are more likely to use their cell phones for work-related purposes while on the go. 
  • What type of usage warrants reimbursement? Specify what work-related tasks done on mobile entails because it’s best to define what constitutes business and personal use. Typically, work-related usage includes company calls, emails, and accessing company platforms.   
  • What is the documentation needed? List the documents employees must submit, such as receipts, invoices, or billing statements.
  • How will the reimbursement be computed? State clearly in your policy whether you will reimburse down to the cent or assign a stipend. 
  • How will the reimbursement process go? Detail the steps involved so that your employees will know how to proceed. 

When you create a reimbursement policy, see that you’re using clear language and be specific as much as possible. Keep it accessible to all employees, and make sure to update it if need be. 

Other states with reimbursement laws

There is no federal law that requires employers to reimburse employees for work-related expenses. However, the FLSA states that you might need to if those expenses cause wages to go down below minimum wage. 

Aside from California, here are other places that have laws on reimbursing employees for work-related expenses:

District of Columbia – DC Municipal Regulations Section 7-910

On top of wages, employers must also “pay the cost of purchasing or maintaining any tools required of the employee in the performance of the business of the employer.”

Illinois – Illinois Wage Payment and Collection Act Section 9.5

An employer must pay back an employee for any necessary costs or losses the employee has while doing their job and directly related to work for the employer. ‘Necessary costs’ include all reasonable expenses or losses required for the job that mainly benefit the employer.

Iowa – Iowa Code 2024 Section – 91A.3(6)

Any expenses an employee has that are approved by the employer must either be paid back before they’re spent or within 30 days after the employee submits an expense claim.

Minnesota – Minnesota Statute 174.24 Subd. 5

Once employment is ended, employers must reimburse the total amount deducted directly or indirectly for any items listed in the previous subdivision except for uniform or clothing rental and maintenance by motor vehicle dealers. Once reimbursed, employers can ask the employees to return any items they the employee provided reimbursement for. 

Montana – Montana Code 39-2-701

An employer must cover an employee’s necessary expenses or losses that happen while doing their job or following the employer’s orders. 

New Hampshire – New Hampshire Revised Statutes Section 275:57

If an employee spends money for work-related expenses at the employer’s request, and these expenses aren’t normally covered by the employee’s wages or advance payments, the employer must reimburse them within 30 days after the employee provides proof of payment.

New York – New York Labor Law Section 198 C – Benefits or Wage Supplements

Besides any other penalties, if an employer agrees to pay benefits or wage supplements to employees, but fails to make the payments within 30 days, they can be charged with a misdemeanor.

North Dakota – North Dakota Century Code Section 34-02-01

An employer must reimburse an employee for any necessary expenses or losses from doing their job or following the employer’s orders, even if those orders were illegal, unless the employee knew they were illegal at the time.

Pennsylvania – Unreimbursed Business Expenses

Some employees might be able to subtract certain job-related expenses from their state income tax. Qualified expenses may include travel and mileage, certain mobile phone use, and office supplies. 

South Dakota – South Dakota CL 60-2-1

An employer must cover any necessary expenses or losses an employee has while doing their job or following the employer’s orders, even if the orders were illegal, unless the employee knew they were illegal at the time.

Seattle – Wage Theft Ordinance

Seattle employers must pay employees on a regular pay day. Compensations include wages, tips, and reimbursements for expenses incurred on behalf of the employer. 

Massachusetts

While Massachusetts law doesn’t explicitly mention about expense reimbursement, the state’s Attorney General strongly recommends employers to cover necessary and unavoidable employee expenses. 

Handle cell phone reimbursements with ease

Worried about cell phone reimbursement logistics? Maybe it is time you consider leaving it to the experts.

Workforce.com is a powerful HR tool that covers time and attendance, scheduling, and payroll — helping you comply with obscure labor laws every step of the way. Employees can check their shift schedules, clock in for work, update their direct deposit information, and much more, all in one place. 

Workforce.com is uniquely equipped to handle all things related to California labor compliance, including cell phone reimbursements. Within the system, you can easily classify employees eligible for reimbursement with special tags, provide them with a way to upload necessary documentation, and ensure that they receive their reimbursements.

Worried about a scheduling and time clock app adding to your reimbursement bill? Think again. Workforce.com offers flexibility since staff can access it from computers too—devices not tied to personal cell phone plans. This can help minimize or even eliminate the need for cell phone reimbursements entirely.  Regardless of how big your HR team is, you can rest assured that crucial admin tasks are taken care of. 

Discover how Workforce.com can help you with payroll, reimbursements, and more. Book a demo today. 

Posted on March 6, 2023October 31, 2023

How to calculate PTO hours + accruals

Summary

  • Paid time off comes in many different types, including vacation, sick leave, personal leave, and bereavement time. – More

  • Your company can also choose to have workers accrue their time off, offer PTO up front, or even offer unlimited time off. – More

  • No matter your company’s specific time off policy, automatic PTO tracking software calculates leave for you and ensures proper coverage. – More


Workers are finally starting to take more time off for vacation and rest, a pretty significant shift in America’s always-hustling working culture. According to a Korn Ferry survey in 2021, 79% of workers said they planned to use more vacation days that year than in years past, and 82% said they would appreciate more vacation time in our post-pandemic world.

Paid time off (PTO) has always been valued by employees. 76% of American workers feel that it’s very important their company provides PTO. Paid sick time (74%) and paid holidays (74%) are also very important among workers. 

Also read: Paid Sick Leave Laws by State

Employers can retain more workers, lower stress levels, and improve productivity among their workforce by developing a clear and fair PTO policy. But there’s no “one size fits all” approach to adopting the perfect plan for your company — you’ll have to sort out the right policy based on your workforce needs, then make sure you’re calculating time off banks correctly to help each worker get the time they’re entitled to.

Breaking down the types of PTO

There are a few different reasons why an employee might use their PTO. Depending on your company policy, they might use any available PTO day for any of these reasons, or they might have an allotment of days for each category.

  • Vacation: This is your run-of-the-mill bank of time for employees to use for day trips, staycations, travel, weddings, or the like. If it’s something they’re planning for, they’ll likely use vacation days.
  • Sick time: If an employee isn’t feeling well enough to work, they can take a sick day to rest up. Well-being also includes mental health; according to a survey by Breeze, 63% of respondents said they had taken a mental health day in the last year.
  • Personal days: Personal time is for when things happen outside the worker’s control. Maybe they’re stuck in a blizzard coming home from their in-laws, or they have to say goodbye to the family pet. Personal leave is there for life’s curveballs.
  • Parental leave: Companies aren’t legally required to offer paid parental leave, but some still offer it as a benefit to their workers. More businesses than ever were paying maternity and paternity leave benefits after the pandemic, but that trend is curtailing again. According to SHRM, 35% of companies offered paid maternity leave in 2022, and 27% offered paid paternity leave.
  • Jury duty: If an employee gets called in for their civic duty, their employer may choose to offer them PTO for at least part of their service.
  • Bereavement: Bereavement time is meant for employees who lose a loved one. Some companies only allow bereavement leave for close relatives. Workers can use this time to attend the funeral or other memorial services, or just take time for themselves to grieve without thinking about work.

How does PTO work?

You can allocate time off to your employees using a few different systems. In a traditional PTO format, workers accrue time off based on their hours or days worked. But more employers these days are leaning towards more flexible time off policies.

Accruing Time Off

With this type of policy, your workers will accrue time off based on every hour or day they work. The accrued time off will be added to their PTO bank, and they can take time off when they have enough hours banked. You can choose to lump all types of PTO together or distinguish between vacation and other types of PTO.

Usually, employees accrue different types of PTO at different rates. For example, for the year, your policy might grant ten days of vacation, five sick days, five bereavement days, and three personal days. Then, for each 40-hour workweek, employees will accrue their vacation time faster than their sick time, bereavement leave, or personal time. Employees with more years of service might also accrue more paid days of leave per year.

With an accrued time off policy, employees have to wait until enough time is banked to use their PTO. That means that you can’t just look at scheduling needs when weighing PTO requests — you’ll also have to track each worker’s banked PTO to ensure they have enough balance.

Unlimited Time Off

In an unlimited time off system, there’s much more flexibility for employees to take days off as they wish. There is no set number of days in an unlimited PTO system. Instead, employees can take off as many days as they’d like, for any reason, as long as the time off is approved by the company and they’re still fulfilling their individual responsibilities.

This flexibility can be a benefit to employees. There’s usually a level of trust that workers will take the time they need to stay rested and attend to personal matters while remaining productive at work.

However, an unlimited PTO policy also comes with some severe drawbacks. Studies show that employees, on average, take less time off under an unlimited policy than those who operate under a traditional policy. This is most likely due to a sense of guilt and other unspoken, toxic workplace stigmas around taking leave. 

Just like in a traditional accrued time off structure, managers and company leadership still have to approve time off in an unlimited policy. If you opt for this type of format, the difference is you won’t be looking at the hours available in an employee’s time off bank. Before you approve any leave, you’ll still typically review factors like workforce coverage, scheduling needs, and productivity.

Under an unlimited PTO policy, you also don’t have to pay employees for the time off they’ve accrued when they exit your company. In a traditional PTO system, you do owe workers for any unused PTO time that they’ve banked during their tenure. When an employee leaves, they’re usually entitled to a payout of the days of PTO they accumulated.

How to calculate PTO

Small-business and startup consultancy Bizfluent notes that calculating PTO by pay period allows organizations to evenly distribute an employee’s time off accumulation throughout the year.  Organizations with hourly or part-time employees should consider providing PTO based on the number of hours worked. When an organization calculates PTO hourly, it allows employers to award less PTO for hourly employees who do not report to work (for whatever reason) or for part-time employees who do not always work the same number of hours in a pay period.

One metric employers can follow to calculate PTO is dividing the annual PTO hours by annual work hours. For example, if an hourly employee earns 80 hours of PTO each year and works 40 hours a week, or 2,080 hours per year, divide 80 by 2,080. That works out to an employee earning 0.038 hours of PTO for each hour worked.

The PTO formula is:

Hours of PTO / hours worked each year = hours of PTO earned per hour worked

So in our above example, the organization’s PTO formula for this employee would be:

80 hours / 2,080 hours = 0.038 hours of PTO earned per hour worked

How to navigate common PTO challenges

Even if you set a clear PTO policy, there are bound to be situations or employee requests that fall outside of the policy that you’ll still have to balance. The key is to treat all employees fairly and accurately track PTO balances so you know exactly where you stand.

A sick employee has already used all their days.

Combining sick leave and vacation into one PTO category can lead to unplanned consequences for employees. If a sick employee has used all their PTO days, they might feel compelled to show up ill and risk infecting co-workers.

Help employees plan for this by offering guidance during onboarding or in posts throughout the year via internal communications about the importance of banking some PTO for sick days. For example, advise employees to consider paid time off as five days of vacation, four sick days or an unplanned emergency, and one day for a special occasion.

A new employee needs to use PTO days before accruing them.

Companies often hire employees with previous personal commitments for which they need time off after being hired. Prospective candidates often are honest and upfront about this as the hiring process progresses. 

Since most policies establishing how to calculate PTO makes it hard for employees to take time off in the early months of their employment, many employers will allow employees to “borrow” their PTO. Allowing 40 hours of borrowed time gives an employee a full week off. To avoid lump accumulations and to calculate PTO more accurately, companies can implement earning PTO incrementally with each pay period.

If you allow your employees to borrow ahead on their PTO plan, you’ll need to track the borrowed hours accurately. You’ll also need visibility into the rest of your attendance and scheduling to quickly identify and resolve any coverage issues, especially for unplanned absences like a death in the family.

Tracking PTO doesn’t need to be difficult

Effective leave management is crucial for shift-based workforces. For one, it promotes employee well-being and reduces burnout. It also keeps you compliant with various wage and hour laws in your state. But most importantly, handling PTO properly keeps shifts organized and lowers the chance of scheduling mistakes. 

You could manually approve, calculate, and track PTO across your workforce – this is fine enough for a small business. But one slight misstep can wreak havoc on timesheets and schedules. To save yourself the headache, utilizing an automated PTO tracker is a good idea. For shift workers, it is important that something like this be mobile-first and optimized for self-service; this way, the admin work is as non-intrusive as possible.

Mobile app that employees can use to request PTO

An app like this can do things like:

  • Automatically track leave balances
  • Calculate and apply PTO to timesheets
  • Prevent employees on leave from accidentally being scheduled
  • Allow employees to request leave and check their balances
  • Let managers review past and upcoming time off on a calendar
  • Allow managers to create custom accrual rates

Pretty sweet, right? If you want to learn more about how this all works, contact us today. 

Posted on January 9, 2023March 10, 2023

Why tattleware isn’t the solution for underperforming teams

Summary

  • Tattleware is not just intrusive; it is also ineffective, as your employees still have access to their own devices.

  • Employees who are being monitored can feel stressed and resentful, leading to higher turnover rates and lower productivity.

  • The use of tattleware makes your organization vulnerable to undesirable legal situations.


Employee monitoring has long been a topic of much interest and debate. In an attempt to find out the extent of employee productivity, employers have sought ways to keep tabs on their workers — from Henry Ford’s 1914 Sociological Department that was used to monitor practically every aspect (work and personal) of Ford workers’ lives to Elon Musk contracting a PR firm to monitor Tesla employees’ Facebook activity. 

As hybrid and remote work become more commonplace — spurred on by the COVID-19 pandemic — more employers are turning to employee monitoring software, also known as tattleware or bossware. Without the ability to physically see their employees hard at work at their desks, companies are turning to different apps, monitoring tools, and surveillance software.

According to a survey conducted by the IDC, 67.6% of North American employers with more than 500 employees are currently using employee monitoring software. In another study, ExpressVPN found that 78% of the employers it surveyed are using monitoring tools. 

Tattleware and monitoring software can take on many different forms. Some examples include monitoring:

  • When an employee steps away from their computer
  • Employees’ online activity (websites visited, time spent using specific software like Slack, etc.) 
  • What employees are typing and what keystrokes are being used
  • The topics of discussion amongst employees by taking screenshots or even screen recordings
  • The facial expressions of remote workers during video calls using video analytics tools (this supposedly helps employers determine who is contributing more than others in meetings) 
  • What employees are doing by watching and listening in through their laptop webcams or microphones

We spoke with Jon Hyman, a partner in the Employment & Labor practice at Wickens Herzer Panza, to get his take on the topic. He believes that “employers that try to regulate employees’ use of workplace technologies in this way are fighting a Sisyphean battle.” It is a futile and harmful practice that uses tech to police and punish employers instead of effectively addressing productivity issues.

Enforcement will always be a losing battle

One issue with tattleware is that it is actually quite ineffective in doing what it ultimately sets out to do – keep tabs on your employees. 

“I hate this type of employee monitoring. I call it the iPhone-ification of the American workforce,” says Hyman. “No matter your policy trying to monitor your technology and your employees’ related productivity, if your employees can take their smartphones out of their pockets to circumvent your efforts, how can you effectively police anything? Why have a policy you cannot police and enforce? It’s also incredibly creepy and intrusive.”

You have a performance issue, not a tech issue

Tattleware supposedly makes it easier for employers to identify employees who are slacking. But knowing the time spent on work tasks or whether they’re streaming the World Cup on another tab doesn’t tell you anything about why productivity is suffering. 

“Instead of regulating an issue you cannot hope to control, treat employees’ use of technology for what it is — a performance issue,” Hyman explains. “If an employee is not performing up to standards because he or she is spending too much time on non-work activities, then address the performance problem. Counsel, discipline, and ultimately layoff if the performance does not improve.” 

Employee monitoring breeds resentment and reduces employee engagement

“A slacking employee, however, will not become a star performer just because you limit their social media access, keep an eye on how often they shop on Amazon, or log their Spotify playlists,” Hyman says. Instead, “they will just find another way to slack off and will resent you for your intrusion of their privacy. Instead of wasting your resources to fight a battle you cannot win, reapportion them to win battles worth fighting.”

In its survey, ExpressVPN found that the use of tattleware can have negative effects on employee mental health and wellbeing. Most employees surveyed felt stress and anxiety about their employers monitoring their activities. Thirty-two percent of respondents said that they didn’t take breaks as often for fear of repercussions. 

The very tools that are meant to be addressing dips in productivity are ultimately breeding distrust amongst workers, reducing performance and employee engagement. 

In a period where employees are resigning in droves, how wise is it for your company to gain a reputation for spying on their staff? 

Employee monitoring can leave you vulnerable to legal issues

Although there are many employee monitoring service providers out there that work within the law, using tattleware can land you in some unpleasant legal situations. 

According to the law firm Skadden, there are five potential legal issues to consider before implementing tattleware:

  • Invasion of privacy. An employee could take legal action against you if your monitoring activities are found to be highly offensive or end up revealing facts about their personal lives outside of work. 
  • Unfair labor practice charges. Under the National Labor Relations Act of 1935, employers can be charged if their monitoring reveals information about labor organizing efforts. 
  • Employment discrimination. Tools like facial recognition software may reveal characteristics about employees that are legally protected. Facial expression tools may not take cultural differences into account and make unfair assumptions about certain staff members. 
  • Unpaid wages and overtime. Just because an employee isn’t at their computer, it doesn’t mean that they aren’t working. Using monitoring software to pay hourly employees could result in unpaid wages and overtime for time spent doing things like reading, writing, taking phone calls, etc. 
  • Workplace injuries. Monitoring software can lead to overworked and burnt-out employees. Physical injury may also occur. In March 2022, a large e-commerce company using monitoring tools was fined $60,000 for causing employees’ joint and muscle injuries. These injuries were a result of employees overworking in order to meet deliverables.   

Build an environment of trust instead of fear

“We ask so much of our employees, even more so during COVID. The 9-to-5 is no longer relevant. If my employee, who is giving up nights and weekends for me, wants to spend a few minutes during the workday posting to Facebook, or checking the score of last night’s game, or buying something on Amazon, I just don’t care. I only care when it reaches the level of distraction and impacts performance. Then, however, we are treating the performance problem, not the technology problem—which is the appropriate and practical solution.”

“To put it another way, if you don’t trust your employees enough to do their jobs, why are you employing them in the first place?” Hyman concludes. Ultimately, spying on your employees damages your reputation and breeds mistrust. A happy, productive, and engaged workforce is attainable through trust, transparency, and capable leadership.

An engaged workforce is a productive workforce

The best way to ensure your team stays productive and maintains good performance is to keep them engaged. Workforce management software sets you up to get the basics of employee engagement right. 

Scheduling must be done in a way that is fair, efficient, and transparent. It must be flexible, allowing for adjustments like shift swaps and shift bids to be made on the fly. You also need a precise time and attendance system in place that makes it easy for employees to review their hours and see what they’re owed.

For more tips on how to drive employee engagement, watch our webinar – How to Drive Engagement for Hourly Employees

Posted on December 29, 2022April 11, 2023

Employee or contractor? 6 worker misclassification FAQs

Astronaut Dog Thinking

Summary

  • Misclassifying full-time employees as independent contractors can lead to legal and compliance issues down the line. 

  • There are a number of ways to determine whether or not a worker should be classified as an employee or contractor. 

  • Aside from seeking legal counsel, employers can use workforce management solutions to stay compliant with labor laws and properly classify workers. 


The number of freelancers and independent contractors is growing steadily in the United States. McKinsey found that approximately 58 million American workers, or 36% of the American working population, consider themselves to be independent workers. This figure is expected to reach 90.1 million by 2028. 

With this rise in contractors in recent years, worker protection laws are shifting to reduce incorrect worker classification.

Worker misclassification is when a company hires individuals as self-employed or independent contractors to carry out the tasks of a full-time worker. 

To learn more about the misclassification of employees and its implications, we spoke with Hinshaw & Culbertson law partner Aimee Delaney.

What exactly is worker misclassification?

“Misclassification is a term that is used when an employer incorrectly identifies an individual or position as an independent contractor when the individual is really an employee,” said Delaney. 

According to Delaney, there are a number of circumstances that can motivate employers to classify individuals as contractors: 

  • Independent contractors are not subject to state and federal wage laws, which means they are not entitled to overtime if they work over 40 hours a week. 
  • An employer does not have to pay the employer portion of payroll taxes and does not make withholdings for an independent contractor. 
  • An independent contractor is also not entitled to benefits such as workers’ compensation or unemployment benefits from the organization that the individual contracts with. 

“Misclassification does not require bad intent to be a violation,” said Delaney, “so even if it was an honest mistake, it can still present a violation of law.”

Delaney added that the definition of an employee, as opposed to an independent contractor, lies with the employer. It should evaluate whether it has employees on the payroll who are performing the same work and function as the independent contractor. A good follow-up to that question is will the independent contractor be performing the main work of the business.

“Answering these questions in the affirmative is usually a sign of trouble,” Delaney said. “So if I run a home health business and have a staff of 25 home health workers but want to bring on three more as independent contractors, you are probably well on your way to misclassification.”

Delaney said the home care and home health industry can suffer from labor shortages. While trying to use independent contractors to address a shortage of workers may be tempting, it can also be risky, she said.

“Staffing agencies would be a better resource in that scenario, as it avoids the misclassification issue,” Delaney said. “You may not be able to avoid a joint employer issue, but at least you should avoid the misclassification issue.”

Why does employee misclassification matter?

Employee misclassification is bad for business, bad for workers, and bad for the public sector. According to the U.S. Department of Labor (DOL), misclassified employees lead to lost government contributions that should be going towards things like state unemployment insurance and workers’ compensation insurance.  

While employers might attempt to incorrectly classify their employees to avoid having to deal with tax withholding, the financial and reputational consequences of doing so greatly outweigh the savings.

Workers who carry out the role of employees but are contracted as freelancers are not entitled to the same rights and benefits. They are not eligible for things like paid vacation and sick leave and can be laid off much more easily.  

Independent contractors are also responsible for paying their own Social Security and Medicare through the Self Employment Tax (SET).

How do employers typically classify a permanent employee versus an independent contractor? 

When an employer hires a permanent employee, that person is expected to devote their full workday to the tasks they are given by the employer. Permanent employees cannot work for other organizations at the same time. 

The employment relationship between a company and an independent contractor, on the other hand, is of a different nature. According to Delaney: 

An employer will typically only have an independent contractor for some type of special project that falls outside of the normal business conducted by the operation. For example, a law firm may need to upgrade its document management system and retain a third-party vendor as an independent contractor to complete the project. The contractor is not performing the work of the law firm, the law firm does not exercise control or supervision over the vendor and only controls the ultimate product. This concept is also separate from the concept of temporary staffing, which relies on the use of temporary workers that are employed by a third party.

The  California law Assembly Bill 5 (AB-5) clarifies the difference between employee and contractor in the state. The California Supreme Court requires the use of the ABC test, outlined on the ca.gov website, which assigns three conditions that must be met to consider an employee as an independent contractor:

  • The worker is free from the control and direction of the hiring entity in connection with the performance of the work, both under the contract for the performance of the work and in fact;
  • The worker performs work that is outside the usual course of the hiring entity’s business; and
  • The worker is customarily engaged in an independently established trade, occupation, or business of the same nature as that involved in the work performed.
(Source: https://www.labor.ca.gov/employmentstatus/abctest/)

Also read: Ease compliance concerns with workforce management software

What is the advantage for employers to classify their workforce as independent contractors? 

Some employers think worker misclassification is worth it because contractors are more affordable. But Delaney says the risks involved outweigh the perceived benefits:

“There is no advantage to employers if the classification is not correct, because the risk and liability will generally outweigh any benefit. If the classification is appropriate, the advantage is often a lower cost with a known end date. As noted above, independent contractors are not subject to state and federal wage laws, so they are not subject to the minimum wage and overtime requirements.”

What should employers know about defining their workforce to avoid misclassification? 

“Employers must be aware of the key concepts and tests that are applied to determine whether independent contractor status is appropriate,” says Delaney. “These are the tests that will get used by the Labor Department, the Equal Employment Opportunity Commission (EEOC), the IRS, etc. In some form or fashion, these tests all look to the level of control exercised by the organization over the individual and the economic realities of the relationship.”

If you are using the services of independent contractors, Delaney recommends that you carry out regular audits to make sure that you are doing so in a compliant way. If you do find cases of misclassified employees, you will also need to assess whether any overtime wages are owed to them.  

Also read: What employers and HR should expect from new Labor Secretary Marty Walsh

Is employee misclassification a growing trend in wage and hour/overtime violations? If so, why is that?

The wage and hour laws stipulated in the Fair Labor Standards Act (FLSA) do not apply to independent contractors. Because of this, companies with misclassified workers are often found guilty of breaking wage and overtime violations.

If a worker is found to be misclassified, their employers might end up owing them significant amounts of money in back wages. 

Stay compliant with a workforce management tool

Navigating federal and state laws around labor codes and employee classification can be tricky. The language is complicated and misinterpreting it can lead to mistakes that break the bank and your reputation. So when in doubt, seek legal advice. 

Workforce.com can help with our powerful wage and hour compliance platform. It accounts for federal, state, and regional wage laws when paying salaries, even in situations where your staff might be distributed around the country. And most importantly, an automated workforce management system helps you maintain an accurate paper trail for whenever external audits come knocking. With detailed labor records, you can rest assured that misclassification accusations will never catch your organization off guard. 

Book a demo today to keep your time tracking and scheduling air-tight. 

Posted on December 5, 2022August 3, 2023

Is your employee attendance policy and procedure fit for purpose?

Summary:

  • Lateness and absenteeism are early warning signs of a deteriorating attendance policy. — More

  • No-call, no-shows are becoming increasingly prevalent. Every organization needs a clear-cut procedure to mitigate the repercussions of them. — More

  • Automating the way you collect attendance data helps solidify your attendance policy. — More


Dealing with employee attendance can be tricky. You need your team to respect your company’s start time and adhere to predefined work hours. And you need to implement corrective action in the case of tardiness and no-shows. Any disciplinary action needs to be taken at the time and level that best suits your work environment and culture. 

Employee absenteeism and tardiness are bad news for any business and can reduce overall productivity and work quality. 

This is where having a comprehensive employee attendance policy is essential. It informs your employees of what is expected from them, and it helps your human resources team adhere to predefined discipline processes. 

The rise of remote and hybrid work due to the COVID-19 pandemic has made it even more complex to define and monitor work schedules. Businesses that already have company attendance policies will likely need to revise them to take these changes into consideration.     

Lateness is your early warning system

A one-off instance of lateness may be understandable, but if it becomes a recurring problem, it can be an early warning of potentially serious issues with a worker, team, or department.

Tardiness is the most common time and attendance issue facing businesses. Studies have shown that, on average, a quarter of US employees report being late for work at least once a month. Younger employees are more likely to struggle with punctuality — 38% of those aged 34 or younger are late once a month or more. On the other hand, only 14% of workers aged 44 or older turn up late to work at least once a month. Almost half of US employers — 43% — fire employees for lateness each year.

The key is not to focus on individual instances of lateness but instead identify problematic patterns and prevent them from becoming systemic. For example, there may be a specific employee who is persistently late. You may notice a particular department or location with repeated poor timekeeping. Using time and attendance software makes these patterns easy to spot and gives you data-backed insight into the problem.

Your employee time and attendance policy and procedures should insist that employees who are running late inform their manager within a clear time frame. Your policy should also clarify what frequency of lateness will incur penalties and what the disciplinary response will be. Given that lateness is so endemic, some companies build some leeway into their tardiness policy, allowing a 10-minute grace period before an employee is officially marked as late.

As long as managerial leniency doesn’t undermine your attendance policy, there are benefits to reaching out to persistently late employees to see if the company can help resolve the issues causing their problems. Implementing flexible work, such as shift swaps, can help with employee retention and reduce lateness.

 

Webinar: How to Drive Engagement

 

Absences require a nuanced approach

The cost of staff absence is much more visible than the cost of lateness. In January 2022 alone, 7.8 million US workers were absent from work due to health-related issues, such as injury, illness, or medical appointments. This is significantly higher than the 3.7 million workers who took sick leave a year earlier.   

At a strategic level, dealing with individual absences requires a nuanced approach. While granular attendance data is great for identifying problems, it should always be backed up with direct staff communication.

The latest US government statistics on employee absence show that the average absence rate nationwide was 3.2%. Excessive absenteeism above the national average suggests a problem with company culture. Either employees are unhappy in their work, or they are getting too comfortable with exploiting ineffective managerial attendance policies. 

The more detailed your data, the more precisely you’ll be able to identify the problem areas. If your company’s absence rate is noticeably lower than the average, say around 1.5%, that may not be cause for celebration. People will get sick, and the hidden risk of low absence rates suggests these sick people feel unable or afraid to request excused absences for sick days and are bringing their illness to work.

Know your absence rate

If you’re not using time and attendance software to keep track of your absence rate, it can easily be worked out by dividing the number of days or hours lost to absence by the number that should have been attended, then multiplying the result by 100. 

For example, an employee who is expected to complete 260 workdays per year but is absent for five of those days would have an absence rate of 1.9%. The same formula applies to individual workers, departments, or the whole business. You can now compare your absence rate to the national average to see how your business is faring.

Absence rates should always be considered in the context of absence frequency. For example, one worker may be off for 10 consecutive days. Another worker may call in sick on 10 Fridays during the year. Both would have the same absence rate, but the frequencies tell different stories — the first worker may have been seriously ill, while the second likes to have a long weekend. Your procedure should empower managers to take that into account when deciding what action to take.

That’s why it’s important to clarify which types of leave and absence you consider legitimate in your employee attendance policy. The policy should also specifically state how much warning employees are expected to give if they can’t come to work. For example, they should get in touch before 9:30 a.m. or at least an hour before they’re meant to clock in. You may require a doctor’s note after a certain amount of sick days, or you may have a different policy for emergencies or jury duty, for example. 

Of course, the day-to-day implementation of your absence policy will always be down to the manager’s discretion, but setting clear guidelines will prevent confusion on both sides. You will also need to familiarize yourself with and adhere to local, state, and federal laws, such as the Family and Medical Leave Act (FMLA). This allows eligible employees to take unpaid and job-protected leave for certain medical situations. 

“No call, no shows” are the worst-case scenarios

A “no call, no show,” also known as an unexcused absence or unscheduled absence, is when an employee simply doesn’t turn up for their scheduled shift and gives their manager no warning. These are the most serious of all attendance infractions. The lack of notice exacerbates all the costs and inconveniences of a normal absence, which means it needs to be treated especially carefully and thoroughly.

In an economy struggling to deal with phenomena such as the Great Resignation and quiet quitting, maintaining regular attendance is more crucial than ever. There are 10.3 million job openings in the US right now, with hospitality and other shift-based roles especially affected. 

Team members with low employee morale have never been more empowered to simply walk away — sometimes without even going through a formal resignation procedure.

If an employee fails to show up for work on consecutive days with no contact, that is considered job abandonment and is widely seen as reason enough to fire them. Be sure to make it clear in your policy exactly how many days absent will count as abandonment. Three is generally considered standard, but check state case law for any local precedents that have been set.

Therefore, your employee attendance policy needs to be explicit about repercussions for a no-call, no-show absence. Some companies make it cause for immediate termination. Others use progressive, points-based discipline measures that usually go from a verbal warning to a written warning and eventual termination. Be careful assuming the worst, however. For a first-time offense, communicate with the employee. It may just be a hangover, or it could be an issue with a family member. Be firm, but check the facts before dropping the hammer.

Employee attendance policies and procedures protect your business

Once you have closed the gaps in your employee attendance policies and procedures, apply them consistently. Penalizing workers for lateness while always letting a manager leave early sets a bad precedent that can backfire. The more airtight your policies and procedures and the more accurate your attendance data, the less risk of legal exposure for your business.

Having an explicit procedure to follow is particularly important when job terminations are involved, as this is an area where unfair dismissal suits can become public and messy. For example, in 2020, there was a high-profile case of a Boeing employee who was given a “last chance agreement” following repeated attendance infractions. The employee then took time off and didn’t return to work afterward. He was fired, but he sued, saying he had been fired for taking the leave, not his attendance record.

Evidence of repeated clear infractions of an established policy, backed up by incontrovertible evidence of repeated lateness or non-attendance, was what convinced the 3rd Circuit Court to dismiss the case against Boeing—and the same combination of policy, procedure, and data is your best defense against this kind of suit as well.

Collecting good attendance data helps keep your policy airtight

Workforce.com can not only gather that attendance data automatically, but it can also alert managers to staff that repeatedly fail to show up on time. This automation gives managers actionable data they can use to stay ahead of frontline issues. 

Webinar: How to Reduce Absenteeism

If you are ready to see what Workforce.com can do to help your time and attendance policy, book a call with us today or try the platform for free. 

Posted on September 9, 2021October 31, 2023

8 Pros & Cons of Biometric Time Clocks

xYou arrive for work, walk up to the door and look into the scanner. Infra-red light maps the unique patterns of your retina and, in the literal blink of an eye, your presence is verified, logged, and the door unlocks. This scenario used to be limited to high-security government installations and blockbuster spy movies, but the use of biometrics such as fingerprints and retinal scans to access everyday workplaces is fast becoming the norm.

In a 2019 study, more than a quarter of small North American businesses were using thumbprint scanners as a way of confirming identity, a number that leaps to over 40% for companies with more than 1,000 employees. Even retinal scanners, with their lingering science-fiction reputation, are being used by more than 10% of companies.

Biometrics is a rapidly evolving technology, and if you are considering investing in a biometric time clock system for your business, there are some pros and cons to weigh before making a decision.

The benefits of a biometric time clock

Biometrics offers considerable advantages over analog time clock systems such as punch cards or keycards, and it can improve accuracy, efficiency, and security across your locations.

Biometrics eliminates “buddy punching”

The biggest advantage from a company perspective is that biometric time clocks only work for the employee in question. This makes the common fraudulent practice of “buddy punching,” in which shift workers clock in and out for each other, all but impossible. Whether using fingerprints, palm prints, or retinal scans, biometrics requires the relevant person to be physically present. The only way to clock in for an absent colleague using this system would be to have their eyeballs or fingers, and there aren’t many work buddies willing to go that far to shave a few hours of their working day!

Biometrics improves on-site security

This also means an increase in security and safety. You can be sure that the person gaining access to your premises under a biometric system is who they say they are. It isn’t foolproof—employees can still hold the door open and allow others access—but the chances of anyone using a lost or stolen keycode or card to enter your workplace is gone.

Biometrics streamlines shift changes

Biometric time clocks can also increase efficiency in several areas. Employees don’t need to remember passcodes or keep track of a physical key card, which means your company doesn’t need to spend time and resources providing and managing those measures. The shift change process can also be sped up, as employees can clock in and out more quickly without typing in codes or fumbling in wallets for cards, reducing time-wasting bottlenecks.

Connecting biometric time clock systems to time and attendance software has advantages for employees, too. Being able to prove beyond doubt that they were on-site at specific times means that claims for unpaid overtime are much easier to prove. That, in turn, gives your managers the tools to ensure that payroll is correct, reducing the risk of wage and hour lawsuits.

 

The potential pitfalls of a biometric time clock

Biometrics is still an evolving technology, and it may still produce practical and legal hurdles for businesses to handle. If you introduce a biometric time clock now, you will need to consider a new range of accessibility issues as well as taking on additional data admin work with the possibility of further changes in the future.

Biometrics can limit access for disabled employees

Where employees with disabilities are concerned, companies should be especially alert to their practical access needs. If an eye-level retinal scanner is used to access the workplace, how will that impact wheelchair users? If access is via a palm or fingerprint reader, how will employees with limited or no visibility know where to place their hands? The Americans with Disabilities Act requires companies to make all reasonable accommodations for people with disabilities to access premises, even just for job interviews. While there have been exploratory studies raising concern on this issue, there has yet to be a test case involving biometrics. You don’t want your company to be the one setting that precedent.

Biometrics can require new data handling systems

Data privacy is already something companies need to be on top of, and the use of biometrics will only increase that burden. Although there is no federal law governing the use and storage of biometric data, several states have enacted their own, and it is only a matter of time before others follow suit. Texas and Washington have laws governing general biometric data use, while New York has labor legislation that covers it specifically for workplaces. Passed in 2008, the Illinois Biometric Information Privacy Act (BIPA) is the leading template for this kind of legislation, so it is useful to be familiar with what it requires from employers.

Under BIPA, companies must have a publicly available written policy that lays out how biometric data will be used, stored, and deleted. Employees must be sent written confirmation that their biometrics are being collected and how long they will be stored. Employees must also give written consent for this to happen and give separate consent for this data to be shared with third parties. Employee biometric data must be safeguarded and should not be used for profit-making.

Biometric data law violations are costly

As of 2018, more than 50 companies were facing lawsuits filed under BIPA with penalties that can quickly stack up—$1,000 per violation caused by negligence, such as inadequate data security, and $5,000 for every deliberate infraction, such as selling the data to third parties. There have been some high-profile results. Early in 2021, Walmart was hit with a $10 million settlement following a BIPA class-action suit involving 21,677 employees who used a palm scanner when handling cash register drawers without being asked for consent.

In another 2018 case, Smith Senior Living settled a lawsuit brought by an employee who was not made aware that her fingerprint data used to clock in and out of shifts was being stored in a database by Kronos Inc., the external supplier of the biometric systems. Any biometric time clock that shares data with an external platform—such as time and attendance software—means you should get explicit consent from employees to avoid legal exposure.

 

Biometric time clocks require companies to earn trust

Since biometric data is uniquely personal, it stands to reason that people will see the collection and use of that data in more personal terms. As an employer introducing biometric time clocks, the onus will be on you to build trust and put systems in place that reassure your staff you can be trusted with this information.

Legal challenges such as the one Walmart faced are likely the thin end of the wedge when it comes to concern from the general public over the use of biometrics. A 2018 survey found that 69% of respondents felt there were strong arguments against biometrics, with worries about the data itself being the most common.

A case was brought against Honeywell in 2015 for encouraging employees to sign up for a wellness program that included biometric screening in order to qualify for health insurance. The tests included cholesterol, waist size, and smoking history. Those who opted not to take part risked thousands of dollars in penalties and lost contributions. The Equal Employment Opportunity Commission (EEOC) filed the suit saying it violated the Americans with Disabilities Act and the Genetic Information Nondiscrimination Act by forcing employees with disabilities to reveal medical information for purposes not required by their work.

Although the Honeywell case was not related to biometric time clocks, it is inevitable that some employees will see any introduction of biometrics into the workplace as a prelude to punitive personal scrutiny. These are paranoid times, especially where matters of health and privacy are concerned, and some may even assume that their data will be misused regardless. It’s up to you to convince them this isn’t the case.

 

Biometric time clocks aren’t vital for every business—yet

Although the use of biometric time clocks is growing, with the pandemic driving takeup of contact-free retinal scanners in particular, that doesn’t mean it’s the right call for every business to adopt this technology. Biometric time clocks are especially useful for businesses that rely on hourly shift workers. Keeping track of lots of staff coming and going, without causing bottlenecks as people clock in and out, is a boon to companies operating on that model. Producing accurate data for payroll and efficient staff management is another bonus.

This is also a system that can be implemented gradually, used for access to specific locations that need additional layers of security or accountability. Or it may not be right for your business at all, right now. Biometrics in the workplace, whether for time clock purposes or other reasons, requires the introduction of new data security systems and the additional admin load of handling employee consent and the deletion of data when staff leave. Add in the still-evolving legislative landscape where biometric data is concerned, and adopting a “wait and see” approach is a valid strategy.

Whatever you choose, this is a technology that managers need to be familiar with as it appears in more everyday workplaces and will no doubt play a much larger role in the future. For those who do invest in biometric time clocks now, be assured that Workforce’s time and attendance software will integrate with your new system for a complete and secure solution.

Posted on July 27, 2021July 5, 2023

Shift bids vs shift swaps – which is right for your business?

Being flexible with shift work is good for business. Even before the pandemic created a nationwide staffing shortage, employees were making it clear that a better work/life balance was becoming a top priority.

A 2019 survey (https://www.prnewswire.com/news-releases/new-research-shows-that-flexible-working-is-now-a-top-consideration-in-the-war-for-talent-300818790.html) by IWG found that 80% of workers would choose a job with a flexible schedule over one that did not, and more than 30% considered flexibility more important than extra vacation days or a prestigious job title. In addition, a different survey (https://www.flexjobs.com/blog/post/survey-flexible-work-job-choices/) in the same year found 80% of workers would be more loyal to their employer if they had more flexibility over when they worked, with over half trying to negotiate adding this perk with their current manager.

There are two popular ways to inject flexibility into your shift scheduling: shift bids and shift swaps. While they appear similar, they differ in subtle but important ways, and the right one for you will depend on the specifics of your business.

Shift bids and shift swaps – what’s the difference?

Put simply, shift bids are when the manager invites workers to put themselves forward for open shifts. Shift swaps allow workers to arrange to take each other’s shifts directly.

Shift bid example: A retail worker informs the manager that they can’t come in as scheduled on Friday because of a medical appointment. The manager chooses which staff members are best suited to fill that shift and lets them know an extra shift is up for grabs. The manager then chooses who will take the shift from those that express an interest.

Shift swap example: A restaurant worker has a childcare emergency and can’t come in for their scheduled afternoon shift, so they ask their colleague to swap shifts. The colleague agrees, and they present the solution to their manager, who approves it.

Each approach has the desired result: the empty shift is filled. Both are also easily implemented with the right scheduling software, but which method works best for your business depends on several factors.

 

Shift bids keep the manager in control

There are benefits and limitations to shift bids that you should be aware of before considering using them.

Benefits of shift bids

  • The manager gets a choice of different staff members to fill a shift and can pick the best suited. This helps maintain a well-rounded shift with employees who possess all the required skills and experience and work well together.
  • Managers using shift bids may also keep an eye on who is close to working overtime and favor those with fewer hours on the clock, thus controlling costs and spreading available work more evenly.
  • A shift bids system can expand to fill all shifts, not just absences. Workers can rank all available shifts according to their preference, and the manager can use that data to put together a schedule that accommodates as many people as possible.
  • Staff using shift bids have more control over when they work by only putting themselves forward for shifts that fit around their life.

Limitations of shift bids

  • The shift bids approach won’t suit every worker, and some can find the need to bid for their shifts to be stressful.
  • Shift bids can be prone to favoritism and need to be carefully monitored to ensure bids are being handled fairly. This is an area where scheduling software can help, as you can easily check your shift data over time and identify patterns where certain staff members are scheduled – or not – more than others.

Shift swaps can be quick and painless

Shift swaps are simpler to manage than shift bids, but have other pros and cons worth considering.

Benefits of shift swaps

  • By having staff arrange coverage between themselves, shift swaps save the manager’s time.
  • With reliable staff, shift swaps can solve many scheduling issues before they even become a problem.
  • Shift swaps are better suited to solving urgent staffing needs, such as last-minute absences, as they don’t require employees to go through the bidding process.

Limitations of shift swaps

  • The manager has less control over who takes a shift, so unbalanced staff rosters are a risk.
  • Unregulated shift swaps can be prone to over-use by employees and require a robust company policy to clarify the conditions under which shift swaps will be approved.

Choosing the right approach for your company

The scheduling method best suited to your company will depends on several factors.

Company culture

In environments where top-down management is the norm, shift bids are likely to be a better fit. But in businesses where employees are used to having greater autonomy, they’ll likely prefer to arrange shift swaps themselves.

Company size

The larger the company, the more effective shift bidding becomes, as having more staff available to bid on shifts means more choice for managers. And vice versa; the fewer staff members there are, the fewer variables the manager has to keep track of when shifts are swapped.

Worker and managerial experience

A shift swap system works well for companies or locations with reliable long-term staff. For that reason, shift swaps can also benefit new managers or managers who are unfamiliar with all the employees, as it means there is less need to match workers to shifts personally.

All these factors are prone to change over time, but resist the temptation to mix and match shift bids and shift swaps at the same time. Instead, it is better to pick one flexible scheduling system and stick with it for clarity for staff and simplicity for managers.

Flexible shifts help attract and retain staff, and whichever way you approach them will require well-thought-out processes. However, if the practical complexities still seem intimidating, remember that scheduling solutions such as Workforce.com can help automate and track shift bids and shift swaps, freeing up valuable time and headspace for managers.

Posted on July 27, 2021August 3, 2023

The 10-minute guide to 2021 labor law compliance

Labor laws are a potentially lethal minefield for companies, particularly in today’s turbulent labor market, as the cost of labor law compliance failures can be enormous.

Labor law fines tend to stack per infraction so with large employee numbers the financial risk can grow exponentially, as with the recent high profile example of New York City suing Chipotle (https://edition.cnn.com/2021/04/29/business/chipotle-nyc-lawsuit-labor-law/index.html) for $151 million over 600,000 labor law violations accumulated within the city. In Tennessee, a home health care provider misclassified fifty workers as independent contractors rather than employees and was hit with a $358k penalty (https://www.workforce.com/news/worker-misclassification)by the Department of Labor to make up back wages and overtime.

Ignorance of the law is no defense, so even in situations where labor law compliance is complicated by different federal, state, and city rulings, it’s up to companies to stay on top of what is required. In situations where federal and local laws differ (i.e., the state minimum wage is higher than the federal), companies are expected to adhere to whichever is most stringent (i.e., they would have to pay the higher state minimum wage, not the federal).

It’s all too easy to make labor law compliance mistakes, but awareness of your responsibilities and impeccable record keeping will help to protect your company. Here are the key areas to keep in mind.

Minimum wage

Minimum wage laws are getting a lot of attention at the moment, with President Biden’s executive order raising the salary for federal workers to at least $15 per hour being seen by many as a prelude to a nationwide rise in minimum wage levels. Compliance with these laws can seem cut and dried, but there are aspects unique to some industries that you should be aware of if they affect you.

For example, industries where workers earn tips have a unique minimum wage law to follow, called Minimum Tipped Wage. “Minimum tipped wage makes it quite a bit more complicated,” says Workforce’s chief strategy officer Josh Cameron. “In hospitality or anything where you earn tips, you can pay the staff a minimum wage much lower than the normal one. So it would be $7.50 an hour if they’re not tipped, but it’s $2.50 if it’s tipped. As long as they get enough tips to get them over that—it’s called the tip credit—then they can receive the lower $2.50 per hour from their employer.”

There are reasons to keep on top of minimum wage laws beyond the threat of fines. For example, 29 states currently require a minimum wage higher than the federal standard, and you are obliged to pay the higher sum. Underpaid workers are unlikely to show any loyalty to a company, and underpayment can cause PR problems as well. “An underpayment scandal can bring companies to their knees,” says Andrew Stirling, head of product compliance at Workforce.com. “Customers can decide to take their business elsewhere. People are less likely to visit a restaurant or shop that has been reported for underpaying their people.”

Paid and unpaid breaks

One of the areas of labor law compliance with the least clarity is breaks for workers, making it especially important for companies to err on the side of caution. The legal requirements can be found on the Department of Labor website, but there are significant areas of ambiguity to watch for:

  • Federal law does not require companies to offer lunch or coffee breaks.
  • Where short breaks are allowed by a company, short breaks (i.e., toilet use) of up to 20 minutes should be paid.
  • Breaks of 30 minutes or longer (i.e., lunch) are considered outside of workable hours and do not need to be paid.
  • Waiting time or on-call time does not count as a break and should be paid.

“There’s this gray area,” says Josh Cameron. “Say you take a break for 21 minutes, is that paid or unpaid? Is it okay to make that unpaid? If you’re a lawyer looking at this, it’s really an opportunity because you can say, ‘This employee always had a 23-minute break, always had an 18-minute break, and they never got paid for it. Maybe they should have been.’ That’s something that employers should really be aware of and keep an eye on.”

This is an area where accurate and exhaustive employee data can really help, and if your company still relies on timecards and manual spreadsheets or pen and paper logs to track breaks, you could be leaving yourself open to big problems in the future.

Paid and unpaid leave

Thirteen states, plus Washington DC, currently require private companies to offer paid sick leave. The Families First Coronavirus Response Act added an additional responsibility for companies with less than 500 employees to allow workers to take paid time off if infected with COVID-19, to isolate following contact with an infected person, or to care for a family member. The same act also introduced a tax credit to offset the loss for affected companies.

California, New Jersey, Rhode Island, and Washington have all passed laws that also require paid family leave, and President Biden’s administration has set its sights on a federally mandated period of 12-weeks paid leave that would allow, for example, parents to take time off to care for newborn babies or other family needs.

For now, the only federal law involving medical and family leave is the Family and Medical Leave Act, which requires employers with more than 50 staff to offer 12 workweeks of unpaid, job-protected leave in a 12-month period for:

  • The birth of a child, adoption, or fostering of a child
  • A seriously ill spouse, child, or parent
  • A serious health condition that makes the employee unable to perform the essential functions of his or her job
  • Any qualifying exigency arising out of the fact that the employee’s spouse, son, daughter, or parent is a covered military member on “covered active duty;” or Military Caregiver Leave—26 weeks in a 12-month period to care for an injured or seriously ill spouse, son or daughter, parent, or other next of kin who is a covered service member

This is an area of labor law compliance that is only going to become more prominent in the coming years, so shrewd managers should ensure they are on top of current requirements, which are largely dependent on where you operate and how many staff you have, and be prepared for change.

Healthcare

Another area of labor law that has been fraught with political debate, the Affordable Care Act requires that if an employee works more than 30 hours a week over any single year look-back period, then the employer must provide health insurance. While the ACA is a federal law, the portion of the medical insurance that the employer has to pay is determined by the state. In New York, for example, the employer must pay 80%.

The 30 hours a week cut-off requires particularly careful management where shift workers are concerned, as their hours may fluctuate over time. “This whole area is a big pain point,” explains Josh Cameron. “It’s a very difficult conversation to have with an employee that has become eligible for healthcare, then loses that eligibility the next year. Taking it away from someone feels very harsh to the employee.”

Keeping track of employee hours and keeping accurate records is yet again a vital part of compliance for companies here. Qualifying for healthcare is a strong motivator for retaining staff, but for those companies that are concerned about shouldering the additional costs, Workforce.com can be calibrated to warn managers when employees reach the 30 hours threshold and can even prevent managers from publishing schedules that extend past 30 hours.

Predictive scheduling

A recent addition to the labor law conversation, predictive scheduling laws – also sometimes known as “fair workweek” – place restrictions on how shifts are assigned and require companies to give advance notice of new schedules.

Two states – Vermont and Oregon – and eight municipalities – San Francisco, Berkeley, Emeryville, San Jose, Seattle, New York City, Chicago, and Philadelphia – have passed such laws, and more states and cities are considering legislation in this area. The specifics of the laws vary from region to region, but the core principles are:

  • A minimum notice period for upcoming schedules (usually two weeks) with compensation for workers who are not given enough notice of their schedule or changes to that schedule
  • A ban on “clopening,” meaning that a staff member working the closing shift cannot be scheduled to work the opening shift the next day
  • Mandatory rest periods that vary from between 9 to 11 hours between shifts

Failing to maintain compliance with these laws is expensive. The Chipotle example mentioned earlier, in which NYC sued the fast-food chain for $151 million, was caused by hundreds of thousands of predictive scheduling infractions across its many locations in the city.

Even if your business is not based in a state or city with predictive scheduling laws, it is still worth adopting the principles behind them. Partly because these laws may yet impact your business, but also because they have had a notable improvement on staff retention and job satisfaction.

Discrimination laws

There are thankfully few employers looking to openly discriminate in their hiring processes these days, but you should still be aware of which groups the law applies to when hiring and firing, as well as setting the terms of employment and how much people are paid.

  • The Equal Opportunity in Employment Act covers all the areas of discrimination that are forbidden. This concise PDF from the Department of Labor spells out everything employers should know.
  • The Americans with Disabilities Act (ADA) applies to companies with 15 or more employees and makes it illegal to discriminate in employment on the basis of a person’s disability. This also requires companies to make “reasonable accommodation” to allow a disabled person to work there, including making modifications to the working environment to not only allow disabled people to work there but also participate in the application process.
  • Ever since the Civil Rights Act of 1964, there have been several laws and amendments which make it illegal to discriminate against anyone because of their Ethnicity, Gender, Race, or Religion. Nationality is also a protected category, so, for example, it would be illegal not to hire someone because they were from Poland, regardless of their race or ethnicity.
  • The Age Discrimination in Employment Act offers protection to employees and applicants on the basis of their age. This law applies to anyone aged 40 or older, a far younger cut-off than many companies realize.

Labor law compliance is easier with good record keeping

If this all seems like a lot to keep track of, you’re not alone. The USA has relatively light-touch regulations for businesses compared to Europe, for example, but that doesn’t mean the task of staying compliant with labor laws can’t feel overwhelming—especially if you’re new to management and dealing with all of this legislation for the first time.

Regardless of which law is involved, one of the recurring causes of labor law breaches is poor record keeping. There’s one surefire way to ensure that your labor law compliance is rock solid, and that’s to keep excellent data. While it’s possible to maintain your records the old-fashioned way, with paper and pen or spreadsheets, the potential for human error is high.

When the cost of non-compliance can be so steep, using dedicated staff management software like Workforce.com to track staff hours and automatically flag labor law compliance issues offers much-needed peace of mind.

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