leadership – Page 3

July 20, 2020June 29, 2023

Employee performance shines bright with valuable, continuous shift feedback

With the number of engaged employees consistently hovering at a disappointing 33 percent, it’s little wonder that retaining good workers is an elusive endeavor.

Disengaged employees can break down an organization. Minimal effort and a lack of productivity shouldn’t be the standard expectation, and building a quality workforce takes teamwork and constant inspection and fine-tuning of the processes. There are better ways than “hire and pray they work out” to develop, engage and evaluate a workforce.

Rate your employees’ performance

For managers there is no greater feeling of satisfaction than watching an employee grow into their role. Some employees thrive immediately, and others take time to bloom and flourish. Building a strong team takes a keen eye for talent, but assessing and developing effective talent also requires time and patience.

One solution is utilizing software that allows managers to evaluate employees through continuous, ongoing shift ratings and feedback. Much like tracking an actor from cameo appearance to leading role, the five-star rating system follows an employee’s pathway for success from an ordinary start to a meteoric rise in achievement.

‘A’ ratings — assessment and accountability

How do you hold your team accountable while also inspiring them to grow?

Managers can take the input and build skill profiles for their front-line employees with a shift rating and feedback solution. Qualitatively assessing an employee’s performance may at first seem arbitrary, but as the assessment continues over the course of that person’s tenure with the organization, the solution reveals ongoing performance over time.

Using a five-star rating system, managers can record employee performance immediately after their shift ends.

Assessments aid scheduling

Too often managers are forced to guess which employees mesh best. This should not turn into a game of Whack-a-Mole hoping to guess which person to pair with your cadre of five-star employees. There are likely a handful of two-star employees, while the bulk of the workforce ranks among three- and four-star staffers and it is imperative that managers consistently find the proper Triple-S balance: seniority, salary and skill.

A shift feedback and rating tool provides the perspective and guidance managers need to blend top talent with those who are competent in their work as well as those who require more training. While having a lineup of all five-star talent is a manager’s dream, conversely, scheduling an entire shift of two-star talent has the potential for disaster.

Incorporating a shift rating and feedback app into a manager’s arsenal provides that quick-glance guidepost to maximize the available talent at any given time.

Don’t hesitate — rate!

Like a forgotten item on a grocery list left on the counter, it’s easy to forget the nuances of an employee’s performance in the days following their shift. Implementing a shift rating app leaves nothing to memory.

Wait two weeks or even two days and recollection of that employee’s performance is as hazy as the IPA they were serving that day. Rate the employee’s performance from one to five stars immediately after the shift ends and there is no room for doubt.

Managers then gain the confidence that their assessment maintains pinpoint accuracy and removes the guesswork from scheduling future shifts. The ratings also can be averaged per team to determine where staff performs best.

You’ll be a star when scheduling your employees with the confidence you need through a continuous system of rating their performance based on one to five stars. Get the Workforce.com shift rating and feedback app and let your stars shine through.

July 14, 2020June 29, 2023

Employee growth and team building is no mystery for escape room company

Puzzle Break, escape room, engagement, team building

Escape rooms have grown in popularity as a way for friends and families to collectively crack the code to diffuse an imaginary time bomb or uncover clues to propel their mythical team of adventurers past an evil witch and return home.

Not surprisingly, these live-action games that allow teams to cooperatively explore a physical space and solve mental and physical puzzles to accomplish a goal as time ticks away also have become a popular corporate team-building tool.

team building, employee engagement — Nate Martin

But team building has been a challenge for organizations in recent months. As more employees work remotely and opportunities for workers to congregate in one place for any length of time is often discouraged, dodging mythical trolls and creating a team of elite hackers to foil a mad scientist’s plot to take over the world has not exactly been top of mind for most organizations.

With a recent report by HR consultancy Gartner stating that 74 percent of CFOs intend to shift some employees to remote work permanently, collaboration among workers could continue to deteriorate. According to the Society for Human Resource Management, 19 percent of remote workers say they struggle with loneliness, and 17 percent add that a lack of communication and collaboration also is an issue for them.

Zoom fatigue

While Zoom happy hours and virtual lunch chats bring colleagues together for a more personal experience, they don’t necessarily build and sustain organizational teamwork. Videoconference fatigue, or “Zoom fatigue,” is further exhausting employees, according to experts.

So, enter the virtual escape room, which can provide companies in need of activities fostering communication, collaboration and fun in a game-like environment minus the fatigue associated with a workday videoconference.

CASE STUDY: How LAZ Parking discovered the secret sauce of employee engagement

Seattle-based escape-room company Puzzle Break in March pivoted to a virtual version for remote teams to play online after shutting down all its physical escape room facilities. As of early July, company officials said that more than 400 escape experience groups have included over 3,300 players — many with more than 20 in a group. Participants including companies like Microsoft, Starbucks and Deloitte are using the escape rooms as a remote team-building tool, they add.

But as Puzzle Break helped to facilitate the virtual employee engagement efforts of its clients, it also faced challenges of its own. According to Puzzle Break founder Nate Martin, demand for virtual escape rooms outpaced his staff’s ability to keep up. Unlike many companies that laid off or furloughed their hourly employees, Puzzle Break began searching for talent.

Also read: Boost your managers’ effectiveness with an essential mobile clock-in tool

“We’ve gone to great lengths to bring on and retain long-term employees with pay and benefits well above industry standard,” said Martin, whose staffing has climbed up to 40 employees. “When COVID hit and we pivoted to virtual team building, we became slammed with demand from a newly global customer base. In order to keep up with demand, we’ve been hiring hourly folks as fast as we can to curate Puzzle Break experiences for time zones across the planet.”

Scaling up onboarding

With the new demand for virtual team building, Martin said it is extremely difficult to find time at the company level to get everyone together since all his employees are remote for the time being.

“Fortunately, we have a baked-in solution,” he said. “All our new hires go through multiple Puzzle Break virtual team-building experiences together in a cohort as part of their onboarding. We have deliberately engineered our employee training to be hands-on team building.”

For Puzzle Break, which has physical locations in Seattle, New York and the Boston area, growth is a relief in this era of cutting staff. But it does test the organization’s people practices, Martin said.

“We’ve reached a point where I haven’t met over half our workforce,” Martin said. “It’s great to grow, but it is bringing all sorts of new and exciting challenges.”

Organizations face numerous challenges while onboarding and scheduling employees in an uncertain economic environment. See the big picture and make more accurate, data-driven staffing and scheduling decisions in just a few clicks with our comprehensive scheduling software. Check it out and our Workforce Success team will provide a personal, online walk through of our scheduling platform.

June 21, 2020April 11, 2023

Leave management should be as simple as submit, approve and hit the beach

Submitting a request for time off should be a simple, positive experience.

In most cases an employee seeking leave is looking forward to time away from the workplace. Their request to take time to relax and unwind shouldn’t get bogged down in a bureaucratic morass of an overly complicated process, further slowed by multiple approvals and unnecessary paperwork.

Let employees know their vacation is approved before they even book their travel plans through an intuitive online time management solution. Managers and supervisors also will appreciate the solution’s ease of use and rapid response so they can plan for that employee’s absence weeks or even months in advance.

Clear the confusion

Too often employees don’t know how much time off they have accrued or the amount they have left. Worse, managers are often in the dark about such employee basics as paid time off.

The employee approaches the manager to ask, “How much time off do I have left?” only to discover that the boss has no idea, either.

Frustrated, both begin to search for an answer. Naturally, it is either on a paper form tucked deep inside a hulking gray filing cabinet, or it is squirreled away among a previous manager’s archived spreadsheets, which of course is in a folder on an inaccessible server.

A mobile leave management solution makes such confusion and aggravation a thing of the past. Employers and employees enjoy ease of use and spend their time on tasks much more important than digging through a bank of filing cabinets.

Time off at their fingertips

A fully integrated leave management system literally fits in their pockets. Managers will always know who is available to work any shift with a quick glance at their mobile phone.

Innovative leave management software supports both mobile and desktop applications and implements approved requests directly into an employee shift schedule.

Online leave management benefits

Employers can customize leave management for multiple industries and global locations. Through quick implementation to the cloud, supervisors and employees also have a fair, transparent leave approval solution. Employers also increase their efficiency by shedding burdensome paperwork and save time and money by avoiding costly compliance complications.

Fair, transparent leave approval

Whether your organization uses paid time off or traditional vacation/sick leave, employees submit leave requests using their mobile devices. Managers can then review, approve or modify the requests. With ongoing, updated tracking, employee and supervisor both have access to records, balances and proof of compliance. Tracking time off helps optimize labor management for all employees.

Ease scheduling hassles

Every employee deserves time away from work, whether it is a weeklong vacation or a half-day doctor’s appointment. But when that worker’s time-off request is mismanaged it causes problems for the business, managers and fellow employees.

A simple, user-friendly mobile leave management solution is accurate, immediate and rebuilds the trust between employees and their managers that may have been damaged by a sloppy paper-based system.

Managers can see pending leave requests and check on employee availability, then make informed decisions on whether to grant or deny the time off.

Remain in compliance

Lax adherence to tracking employee leave and ignoring federal and state Family and Medical Leave Act compliance is the fast track to a lawsuit. A user-friendly, effective leave management system helps clarify FMLA and other regulations with intermittent or continuous employee-leave tracking to avoid litigation and costly fines that typically come with noncompliance.

Efficient records of absentee, sick leave, annual leave and timekeeping translates into accurate compensation and an engaged workforce secure in the knowledge that their leave requests will not fall through the cracks. A mobile leave management solution benefits the employer as well as the employee.

June 19, 2020October 7, 2021

A midterm outlook on the future of the workplace

The COVID-19 pandemic is the first of its kind for virtually everyone living on this planet. We’ve survived SARS (Severe Acute Respiratory Syndrome) in 2003, MERS (Middle East Respiratory Syndrome) in 2012, Ebola around 2014, and even AIDS.

We’re still here, and yet this feels different. As of this writing, we still don’t know what we don’t know about this virus’s trajectory, its reinfection rate, or the longer-term ramifications to the health of those infected.

It’s difficult to speculate how and in what ways this health crisis will affect the workplace globally, but in the nearer term, it’s reasonable to predict certain outcomes with a fairly high degree of certainty. The phases of COVID-19 will likely follow a pattern of illness, mitigation, and control (where we are now), economic impact in terms of stock markets and unemployment, and anticipated litigation, especially in the areas of employment, wage and hour, and disability discrimination. Finally, a “new normal” of sorts will establish itself, but things many never be quite the same. We’ve lost a certain innocence about many of the things we take for granted.

For example, there will certainly be a gradual, staged reintegration of workers back into the workplace. Some nations, states and companies may lurch right back in, while others will be more cautious, prudent, and mindful about the upcoming reintegration. What’s for sure, though, is that we’ll gradually move back into a fully operational and integrated workplace.

Working remotely

Two changes, however, are likely: a smaller workforce at each company and a remote approach to working. To that latter point, Gen Z’s desire for more flexibility and greater work-life balance may dovetail nicely into this paradigm of remote telework. Technology creates new opportunities for face-to-face, real-time meetings, even if they aren’t in person. Likewise, a smaller, leaner workforce will likely be the new norm as organizations pare down corporate infrastructure and spans of control and retain only the strongest performers.

A practical impact of more remote work from smaller teams, however, may be the threat to managers’ exemption status. For example, in California, “concurrent duties” are permissible during emergencies. An exempt employee may perform both exempt and nonexempt duties, all the time qualifying as exempt.

However, outside of an emergency, exempt managers must spend 50 percent or more of their time engaging in “exempt” level duties, meaning responsibilities with a high degree of independent judgment, discretion, and decision-making. If remote managers in smaller organizations start doing more of the work their subordinates have typically done, their exemption status could be threatened. And if your managers’ exempt classification is in jeopardy, class action wage and hour lawsuits may result.

HR steps up

How can HR leaders step up? By predicting the natural reintegration curve that’s coming our way. Some workers may truly suffer from anxiety and depression as they return to work. Expect new medical diagnoses of “adjustment disorder with anxiety” and PTSD—pre-traumatic stress disorder—as workers experience a new paranoia about coming to work, their surroundings, and everything they touch and come into contact with.

Think about it: simply using public transportation to get to work may cause some to seek medical treatment for an invisible enemy that surrounds them. Employees may ask about “proximity alarms” and warning devises that trigger when coming within six feet of coworkers and customers. Partitions and barriers like the plexiglass windows seen at the grocery store may be at the top of certain employees’ wish lists, as may be requests for staggering arrival times to avoid overcrowding.

Likewise, as an employer, you may want to implement new rules on PPE (personal protective equipment), hand-washing and other sanitation standards. You may likewise look to introduce attestation language to your electronic timekeeping system when nonexempt workers clock out at the end of the day verifying that they have no COVID-19 symptoms.

Challenges ahead

Whatever this looks like in your particular organization, rest assured that change is coming in the form of predictable and unforeseeable challenges.

Be the wisdom. Lead and welcome the change. When in doubt, err on the side of compassion and leave judgment behind when supporting your workers through this.

There will likely be no greater opportunity for you to exercise selfless leadership than you’re getting right now at this very moment in your career. We’re at a point of pure creation, with few policies, precedents, or practices to fall back on or guide us. See this as an opportunity to excel, shine, and lead.

Teach what you choose to learn. Help your team members and employees know that you’re there for them and you’ve got their backs, no matter what challenges come your way next. This crisis is the making of inspirational leadership that will define you for the rest of your career.

Now, more than ever, you have an opportunity to demonstrate role model leadership and touch and inspire those around you. Never let a crisis go to waste.

June 16, 2020June 29, 2023

How to recalibrate work dynamics and embrace digital transformation in a post-pandemic workplace

Tsedal Neeley, Harvard Business School professor, award-winning author, and global management and leadership expert, recently caught up with us to share her insights and advice as the workforce continues to go through rapid transformation brought about by the COVID-19 pandemic. From digital transformation, team relaunch, to leading in times of radical change, she gives a picture of the future of work and essential advice for employees and leaders alike.

Workforce: What do you think are the most significant changes that were brought about by the pandemic to the workforce?

Neeley: The most significant changes that were brought about by COVID is the fact that between 88 percent to 90 percent of the workforces particularly knowledge workers, meaning people who work in offices, have migrated into remote work. A lot of people for the very first time in their professional lives have attempted to get work done virtually, collaborate virtually, be productive virtually, work with partners, customers, consumers, distributors, suppliers virtually in a context of a global pandemic.

The other thing that we’re seeing is the digital transformation for many organizations. When you go to remote work or what I call the virtualization of work, you have to have more robust enabling technologies to support it – communication tools, the tools for cybersecurity, repositories, content management systems. So we’re seeing some virtual and digital advancements that just really have accelerated because of the COVID-19 global pandemic.

Even now, if you think about the rush to get a vaccine for COVID-19. Some of the companies are using AI and machine learning. We’re seeing all of these things in action and I think that we are going to be forced to be much more intelligent. I also think that the companies that have had some form of digital capacity are going to do better during this economic times because they will have the predictive analysis to be able to understand how to use the right data, to have the right approaches, to make the right decisions, to come up with countering measures to support their strategic response.

WF: A lot of the working dynamics have changed. What are the ways that leaders can support their team during this time?

Neeley: It’s very important for leaders to ensure that they do what’s called a team launch. If you haven’t done a team launch by now, you should do a re-launch. Which means that you set your team off on a course.

A team launch is one of the success factors for any team. It breathes life to a team. It helps increase the performance of virtual teams by 30 percent. A team launch or relaunch is where you collectively determine the following:

Shared purpose – Be clear about what your shared goals, mission and vision are as a group.
Resources – Determine what your needs are, anywhere from budgets, information, and networks.
Members’ lived experience – Discuss individual strengths, constraints, and gaps. You need to understand task allocation and balance accordingly.

Today, many parents are homeschooling, and many are working in shifts. Days can be longer for them and their hours are not necessarily coinciding with the rest of the group.

Leaders need to understand who is in that situation and the constraints that go along with them. They must accommodate people who have those scenarios because the apparatus that people had built to support their children, to support them as families – the entire support structure has gone away in this global pandemic. You need to understand those constraints.

New norms: Establish or re-establish norms. How do you communicate and how often? What tools are you going to use to communicate?

People have been raising concerns about video conferencing fatigue, and it’s important for you to pick the right media for the right needs. As a group, you need to agree on what’s going to work for you in order to remain connected. Think about informal contact too like virtual lunches and virtual coffee breaks.

WF: What do you think the future of work will look like as businesses start operations again, especially those that have actual establishments?

Neeley: Opening up does not mean that we go back to our old system immediately, especially when we don’t have vaccines yet. So there are many questions around the use of space and technology.

For example, I recently spoke to a company that specializes in beverages and their business has never been better. They’ve started e-commerce first. Businesses need to think about whether it would make sense for them to begin a robust online delivery system in order to supplement their revenue, serve their customers, and remain very present.

Nonetheless, it’s important to keep in mind that when businesses are reopening and they are not using the full capacity of their staff – meaning some are at home still and some have gone into work. There actually creating two groups – those who are out risking exposure to COVID to start the business and those who remain safe at home. What can that create? That can create an us-versus-them culture. Leaders need to be very careful about those dynamics and make sure that no group feels privileged or excluded.

WF: We are talking about leaders being at the forefront of this. So for leaders, where do they get support because they are in a unique position of experiencing the effects of the pandemic and taking care of a team?

Neeley: That is an excellent question. People need to ask that question more.

Every organization needs to have a very visible CEO who is communicating regularly so that leaders can lead. The leaders of leaders have to set the tone. They have to help them figure out how to lead through a crisis.

There are two things that are important for them to identify. They need to recognize that they are leading during times of crisis, which requires a certain type of leadership. They are also leading radical change, but many of them don’t think they are. When your entire workforce has shifted to work from home; when your client base is in this extraordinarily dynamic period; when your entire patterns of work have changed, you are going through a radical change during a time of uncertainty. You don’t know what the future will look like. People are anxious. People need new skills. People need new equipment. Entire organizations have turned upside down. It’s a radical change. And you’re leading it.

Organizations need to set the tone and they need to equip their leaders to be able to lead accordingly. That’s the first step.

Second, leaders should form groups or task forces to help align their messaging, to help align their movements and actions and to bring together the best ideas and best practices. This way, no leader is trying to figure it out all on their own especially since no one has gone through a global pandemic of this scale in our modern times, right? To create the best practices collectively within the organization, that’s a way to get your support system.

Finally, leaders always need to have a set of mentors or kind of their own board of advisors, not formally necessarily. But leaders should have three or four people who they can turn to to think through things. These are not ordinary times and during times of crisis, you need your mentors. They are people you trust or people you build trust with if you don’t have them yet. These people have some serious expertise in a certain area that you really want to thrive in and be unafraid to hear truth from. You need to reach out to make sure that you have those.

This is not a time to be a solo leader. Leaders need to understand how to lead change, lead during times of crisis, and innovate. There are so many things that they need to figure out very quickly and they can’t do that alone.

June 16, 2020June 29, 2023

Give managers the time they need to sharpen up their all-around skills

timeclock, wage and hour, schedule, timesheet rounding

How to improve manager effectiveness seems like a loaded question.

Sure, there is always room for improvement. But how do you improve the effectiveness of a manager who shares responsibilities in almost every aspect of the business process? There are business operations including onboarding and offboarding, compliance and regulations, and scheduling shifts.

A manager also is involved in training, coaching and motivating staff. Sometimes they even play the role of staff psychologist. In short, a manager is an organization’s Swiss army knife.

Which leads to another question: If you are seeking ways to improve manager effectiveness, what blade of the knife gets sharpened first?

Manager basics

At its core, a manager’s job description lists overseeing daily operations, ensuring employee productivity, monitoring efficiency of all processes and creating a positive workplace environment. Because there are nuances to every aspect of a manager’s responsibilities, freeing up time could be the biggest perk an employer could provide for their supervisorial staff. By implementing workforce management solutions, employers empower their managers to make the right business decisions in less time through software solutions.

For those managing an hourly workforce, Workforce.com’s Live Wage Tracker software allows supervisors to see wage costs in real time and adjust staffing levels and assignments to drive profitability. Every shift becomes a profitable one, and because sifting through endless reams of paperwork is no longer necessary, a manager can concentrate on other ways to drive productivity and trim costs.

Creating effective managers

Managers rarely just materialize. A high-performing employee doesn’t necessarily make a great manager. The process takes patience and time — a rare commodity for managers in most businesses.

According to Great Place to Work, effective leaders should define the most important behaviors for great managers at an organization. While certain characteristics of manager effectiveness are universal, the best insights come from identifying the unique behaviors that align with an organization’s mission, culture, customer needs and strategic goals.

Find the managers inside an organization who build high-trust relationships.
Interview these managers and ask them how they did what they did.
Use this information to identify behaviors that create a great work environment and share them across the organization.

Once company leaders identify managers and their best practices, instill in them these ideals:

Work with teams, seek ideas from team members and involve them in decisions that affect them.
Recognize employees, especially by calling out accomplishments and helping employees get ahead in their careers.
Inspire employees to follow by showing them that leaders are competent, honest and reliable.

What managers need from employers

Equip managers with the solutions to work smarter so they will be more productive throughout their work day. The result is an efficient workplace and a supervisor who can create a work/life balance for themselves.

Managers are constantly looking for ways to be more efficient with their time. Provide the leadership and perspective to manage their time. Encourage and help managers to:

Establish their priorities.
Break big projects into small tasks.
Use a to-do list in the right way.
Eliminate distractions.
Avoid procrastination.

Perhaps the most important tool in a manager’s arsenal is time. Through workforce management software, time becomes an ally for a manager rather than an opponent. Implementing Workforce.com’s Live Wage Tracker platform provides actionable data that empowers managers to react quickly and confidently to unexpected changes and keep things running smoothly throughout the day.

June 8, 2020

‘I was terminated for refusing to wear a Trump 2020 face mask.’

Ohio requires that all employees wear face masks or other face coverings as a condition to any business reopening that (subject to a few limited exceptions). The only rules are that the mask cover the employee’s nose, mouth, and chin. There are no other requirements about the nature of the mask or face covering, including its design or style.

One southern Ohio business, The Village Inn restaurant in Farmersville, is testing the mask-requirement waters by requiring its employees to wear “Trump 2020” masks.

Worse, it’s firing employee who refuse.

Or at least that’s what Kris Hauser, a former waitress of the restaurant, claimed happened to her in her viral Facebook post describing her termination.

The owner then approached me again and stated I needed to wear my Trump 2020 mask. I responded and told him I would wear it, but I would wear it inside out (which a majority of employees had been doing already for the days prior).

The owner, Scott, told me “No, you will wear it with Trump 2020 facing out for people to see.”

I told him I would not do this and he said that I needed to leave.

Your first inclination might be to say, “Jon, Ohio, like every other state besides Montana, is an at-will state, meaning that an employer can fire any employee for any reason, good or bad. And just last Thursday you told us that there are only a few states that ban political opinion discrimination, and Ohio isn’t one of them. So while many will feel that Kris Hauser’s termination is morally and ethically reprehensible, I don’t see anything unlawful about it.”

While Ohio is an at-will state, it recognizes several key exceptions to employment-at-will, including a tort claim for wrongful discharge in violation of public policy. What does this mean? I’ll let the Ohio Supreme Court explain:

In order for a plaintiff to succeed on a wrongful-termination-in-violation-of-public-policy claim, a plaintiff must establish four elements: (1) that a clear public policy existed and was manifested either in a state or federal constitution, statute or administrative regulation or in the common law (“the clarity element”), (2) that dismissing employees under circumstances like those involved in the plaintiff’s dismissal would jeopardize the public policy (“the jeopardy element”), (3) the plaintiff’s dismissal was motivated by conduct related to the public policy (“the causation element”), and (4) the employer lacked an overriding legitimate business justification for the dismissal (“the overriding-justification element”).

In other words, if a termination offends a clear public policy of the state, and the employee does not have any other remedy to redress the termination, the employee can sue in tort for the wrongful discharge.

In this case, Ohio has a clear public policy against employers influencing employees’ political opinions—Ohio Revised Code section 3599.05, which criminalizes employers that make expressed or implied threats “intended to influence the political opinions or votes of his or its employees.”

That’s exactly what The Village Inn did in imposing its “Trump 2020” mask requirement under threat of termination. And it’s not too far off the mark from Kunkle v. Q-Mark, Inc. (S.D. Ohio 6/28/13), which refused to dismiss a public policy claim based on section 3599.05, after the employer allegedly threatened employees with termination if President Obama won re-election, and allegedly fired the plaintiff after she stated she voted a “straight Democratic ticket.”

I’ve never been shy about calling out an employer that has wronged an employee. The Village Inn has wronged Kris Hauser. The internet has already spoken. I hope Ms. Hauser finds a lawyer to take her case and the courts have their say as well.

June 5, 2020October 7, 2021

A technology integration is an intervention to dissolve common payroll errors

pay for performance, payroll, compensation

Paying employees accurately and on time should be a forgone conclusion for employers. But that’s not always the case.

Incidents of unfair pay practices have surfaced since the COVID-19 pandemic hit. Lawsuits involving wage discrimination and unfair compensation practices also can cost an employer tens of thousands of dollars in damages.

According to law firm Seyfarth Shaw, wage-and-hour settlements are a leading cause of litigation exposure for corporations and that HR leaders must focus on prevention. While the majority of companies are fair and honest regarding their compensation practices, errors can occur. Prevent those mistakes from creeping into your compensation function by integrating workforce management software with your payroll software.

Eliminate the mistakes

Wage-and-hour lawsuits are unnecessary and largely avoidable. Payroll integrations in your tech stack can help ease a complex, arduous process fraught with opportunities for mistakes. By integrating a payroll system with Workforce.com’s platform for automated timesheet exports and calculations, a company can negate costly wage-and-hour lawsuits.

Poor record keeping and data entry. Mismatching names and Social Security numbers is so common that, according to AllBusiness.com, the Social Security Administration has established a special verification phone number. Errors in data entry and poor recordkeeping of employee hours can result in costly government penalties.
Misclassifying employees. The number of temporary employees and independent contractors continues to grow among the labor force, and organizations constantly confront problems in properly classifying those workers. Are they exempt or nonexempt employees? Are they an independent contractor or an exempt employee? While the Fair Labor Standards Act provides protections for most employees, it’s still easy to slip up on employee classifications without an integration of workforce management software into the payroll function. If neglected, it can turn into a costly payroll error.
Miscalculating pay and overtime. Poor time-tracking capabilities can lead to miscalculated pay. There are guidelines that must be followed when determining overtime, and miscalculations can be costly. Besides overtime, there are commissions and paid time off, among other things to track. State policies vary and it’s a best practice to default to the law that is more generous for the employee. Workforce.com’s payroll integration technology can help retool poor time tracking capabilities.
Adherence to pay deadlines. Payroll is the basic bond between employer and employee. While payroll should function like a well-oiled machine, missing deadlines can happen. Payroll technology can help with establishing a payroll calendar that encompasses deposits as well as timely payroll tax filings with federal and state agencies. Remember, late deposits can result in penalties and interest charges. Oil up the payroll machine and set up timelines both internally for paydays and externally for taxes for a smooth payroll process.
Mishandling garnishments and child support. An employee may owe money through a court order to other parties. Payroll is responsible for sending the money to the appropriate person or agency.

Avoid payroll errors

To avoid costly wage-and-hour lawsuits, HR and business leaders should keep these tips in mind:

A reliable payroll software program maintains accurate time-keeping and record-keeping practices through up-to-date systems.
Supervisors must recognize the differences between exempt and nonexempt employees.
Rather than hide it until it’s too late, encourage managers to proactively report wage issues.
Conduct wage-and-hour audits to ensure correct classification of employees.
Assess your independent contractors.

Keep payroll mistakes from disrupting your organization by investing in payroll software. Workforce.com’s payroll system integration technology works seamlessly with more than 50 different payroll systems. Process your payroll minus the long hours, avoid the errors and easily run reports, file taxes and distribute pay stubs.

May 28, 2020June 29, 2023

Is your business ready for the COVID-19 golden age of union organizing?

“Among the many lessons we will learn from the COVID-19 pandemic is its demonstration of the importance of union membership for essential workers.

“Of all the injustices exposed by the pandemic, the risks faced by non-union workers have become the most apparent. Non-union workers are being asked to risk their safety with little or no protections of their own.”

— Gary Perinar (executive secretary-treasurer of the Chicago Regional Council of Carpenters), The importance of unions is more obvious than ever during the COVID-19 pandemic, Chicago Sun-Times, Apr. 30, 2020

One of the unexpected byproducts of the COVID-19 pandemic is a corresponding rise in union organizing.

This crisis has magnified attention on key labor union agenda items and talking points such as worker safety and higher pay. Unions have been pressing these issues not only for current members but also more importantly for potential members.

The Teamsters is backing Amazon warehouse workers.
The UFCW is helping organize Instacart shoppers.
The SEIU is funding fast-food activists and Uber/Lyft drivers.

Indeed, according to Richard Berman, the founder of the Center for Union Facts, this union activity is part of a much larger trend:

This is the first time since the early 1980s where I sense significant interest by employees in “collective action” and “3rd party representation”.
Gallup polling in 2019 shows the 18-34 demographic has a 69% approval of unions. In 2017, 76% of those joining unions were younger than 35.
Employees who feel they will be exposed to co-workers or customers who have the virus are communicating on Facebook and other platforms about their jointly held concerns. Union organizers have access to these conversations and are making themselves available to help.
Most current HR professionals have no history in dealing with a partial workforce rebellion. This will most likely happen in individual companies or it could be a wider industry movement in a city or region.

That last point might be the one most important to your business. “Most current HR professionals have no history in dealing with a partial workforce rebellion.” What should your business be doing right now to best prepare itself in the event a union starts talking to your employees? The best defense is a good offense. I recommend that employers adopt the T.E.A.M. approach to union avoidance:

Train supervisors.
Educate employees.
Affirm the open door.
Modernize policies.

1. Train supervisors. If a union is organizing, supervisors are likely to be the first people to know. They will also be the people who rank-and-file employees will come to with questions or concerns. Thus, supervisors need to know how to report, monitor and legally respond to union activity.
2. Educate employees. Employees should not be told that the company is anti-union, but why it is anti-union – competitive wages and benefits; a strong commitment to worker safety and health; positive communication between management and employees; a history of peaceful employee/management relations; management’s openness to listen to employees and handle their concerns without an intermediary; and an unwillingness to permit a third-party to tell the company and employees how to do their jobs. Of course, if this is just lip service, you might as well not say it at all.
3. Affirm the open door. Management should routinely round its employees up to learn what is happening within the rank-and-file and what they are thinking about. Management should walk the floor on a daily basis. It should also hold regular meetings with employees, whether in small sessions with HR or large town hall-style meetings. And management’s door should always be open to listen to employees’ concerns, offer feedback and adopt positive change when feasible and practical.
4. Modernize policies. In an ideal world, employee handbooks and other corporate policies should be reviewed and updated annually. I’ve yet to come across a company that does so this frequently. Issues to consider and review? Do you have a written statement on unionization? An open-door policy? An issue resolution procedure? Peer review? An employee bulletin board? An electronic communications policy? Most importantly, do you have a no-solicitation policy? It is the single most important policy to help fight labor unions.

No avoidance program is foolproof. No matter what steps are taken and no matter the quality of employee relations, every company is at some risk for a union organizing campaign. Some, however, are more at risk than others.

All businesses should strive to be an employer of choice for employees and not an employer of opportunity for labor unions. The steps you take before that representation petition ever arrives will help define whether you remain a non-union employer.

May 26, 2020June 29, 2023

When an employee isn’t social distancing outside of work

How did you spend your Memorial Day weekend? Mine was way more mundane than years past.

I watched my nephew receive his high school diploma and pre-record his valedictory address in an individual, family-only ceremony. We walked the dogs a bunch. We went to Lowe’s, masks on faces (the first store in which I’ve been inside other than a grocery store in over two months). I barbecued for my wife and kids.

Other people chose less COVID-appropriate holiday weekend activities.

Scenes like this one were repeated all over the country. Will you be surprised when COVID-19 cells spring up in two weeks linked to these mass gatherings? Because they will.

Here’s my question. What do you do if you see one of your employees in one of these social-gathering viral videos? Do you welcome him or her back into the workplace today with open arms?

I would not. I’d screen employees for risky behaviors during the holiday weekend or otherwise. Ohio already requires all businesses, as a condition to reopening, to “conduct daily health assessments by employers and employees (self-evaluation) to determine if ‘fit for duty.’” With the country reopen and summer upon us, I’d recommend adding two questions to this self-assessment

Did you take part in a social gathering in which you were within 6 feet of others? Being within 6 feet of others who do increases your chances of getting infected and infecting others.
If you attended a social gathering, was everyone around you wearing a mask or facial covering? Others within six feet of you not wearing masks increases your chances of becoming infected.

I would also place any employee who violated social distancing rules outside of work on a mandatory two-week unpaid leave of absence and require a quarantine as a condition of continued employment. (According to NBC News, the Kansas City health director has called for self-quarantine of all Lake of the Ozarks partiers.)

If an employee returns after being at one of these weekend parties and then tests positive, there is a really good chance that you will have to shut down your entire business (or at least a sizable part of it). Is this a risk you want to take? I wouldn’t, which is why I’d ask the questions and place anyone on an unpaid quarantine leave who answers “yes” or who I otherwise discover violated social distancing rules (such as if I see them on a viral video or photo.

We all have a social responsibility to help stop the spread of coronavirus. If an employee fails to play his or her part and chooses to act irresponsibly, I am not going to lose any sleep by sending them home for two weeks to protect the rest of my employees and their families, and my business and its continuing operations.