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Posted on January 11, 1999July 10, 2018

How Much Severance to Pay

Here’s some information about severance pay from a survey of 460 companies nationwide:


  • The average severance pay for senior level execs is two weeks for each year of service. The range is between 13 weeks’ pay and 47 weeks’ pay.
  • The average pay for middle managers is 1.6 weeks per year of service. The range is between five weeks’ pay and 33 weeks’ pay.
  • The average pay for non-exempt employees is 1.4 weeks per year of service. The range is from 3-1/2 weeks’ pay to 30 weeks’ pay.

Source: Manchester, Bala Cynwyd, PA, December 21, 1998.

Posted on January 8, 1999July 10, 2018

FMLA Part 5 Can you ask for an employee’s medical records

Can you request an employee’s medical records as proof that they indeed have a serious health condition that meets the requirements spelled out under the FMLA?


Generally, no. However, if the employee is taking leave for a “serious health condition,” you may request a medical certification confirming the existence of the condition.


Source: U.S. Department of Labor, Employment Standards Administration, Wage and Hour Division, FMLA Compliance Guide, December 1998.

Posted on January 8, 1999July 10, 2018

What to Do When Terminated

If you receive a termination notice, you should not send out resumes or network until you have:


  • Completely thought out your next career moves.
  • Defined your goals and objectives.
  • Researched a target list of potential new employers.
  • Changed your resume from focusing on vague experiences to focusing on quantifiable accomplishments.
  • Practiced a two-minute oral summary of your accomplishments.
  • Realized you’re not to blame—layoffs are unfortunately the norm nowadays.

Source: Manchester, Bala Cynwyd, PA, December 21, 1998.

Posted on January 7, 1999July 10, 2018

How to Increase Retention

There are two types of employee turnover: Unavoidable and avoidable. Unavoidable turnover results from life decisions that extend beyond an employer’s control, such as a decision to move to a new area or a job transfer for a spouse.


With recent studies showing that nearly 80 percent of turnover is due to hiring mistakes, many of these mistakes can be avoided, according to Drake Beam Morin, the career management and career consulting firm. Companies need to take certain steps when selecting and evaluating potential candidates:


Hire the Right Person.
Most turnover is due to issues of chemistry or fit within an organization. Employers are quickly adopting the strategy of “hire for attitude, train for skill.” By doing a thorough analysis of the core competencies required for a position, you’ll be better prepared to conduct a behavioral-based interview process.


Integrate for Success.
The first few weeks of employment are the most critical time to lay the groundwork for long-term employee commitment. Corning Glass cut turnover dramatically by implementing a thorough, well-executed orientation program. Demonstrating employer commitment to a new hire’s success early on fosters trust and commitment from the employee in the organization.


Phase in Training.
Rather than throw a new employee into several weeks of job-specific training right away, provide them with basic training at the outset. As they build experience and time with the company, you can then offer further training in recognition of their growth.


Provide Growth Opportunities.
The irony of retaining good people is that the more they feel they are able to grow and become more marketable, the more likely they are to stay. Employees are taking ownership of their careers and recognize the need to continuously refine and upgrade their skills. The more easily accessible and relevant training that you can offer, the greater the likelihood that turnover rates will decline.


Align Competencies with Contributions.
Try to match the skills and interests of your employees with their work assignments. Do employees seem interested or best suited to what they’re doing? Make the necessary adjustments to ensure that employees are effectively aligned with what the company needs them to do and what they are best at and enjoy doing.


Motivate the Troops.
Assess the underlying motivators for work beyond the paycheck. High-tech employees are often motivated when recognized for their unique skill sets, whereas a service organization is more likely to have employees excited about helping others. Check your assumptions, then design strategies to reinforce what matters most.


Make Rewards Count.
Rewards should be immediate, appropriate and personal. Receiving a bonus check at the end of the year may mean less than smaller, more frequent payouts. A personal note means more than a generic company award. You may want to survey employees for their input on desired forms of recognition, then use the findings when it comes time to reward employees.


Enlist Problem Solvers.
When possible, invite employees to help solve company problems. Rather than stating the problem from a corporate perspective and implementing a solution, discuss with employees the consequences of the problem and enlist their aid in helping to solve it. This shared approach creates deep ownership for employees in the company’s success.


Practice What You Preach.
People do not necessarily commit to an organization; they commit to the employees and culture that drive the organization. Employees are most content when they are able to become an integral part of their work community. Establish your corporate values, then make sure you walk the talk.


Sweat the Exit Interview.
Knowing why employees left is instrumental in understanding turnover rates. Ensure that the interviewer is someone the exiting employee trusts, to capture the most honest feedback. Tracking reasons for departures may uncover patterns that, when addressed, help stem further turnover.


Source: Drake Beam Morin, a human resource services and consulting company with 181 offices in more than 36 countries, December 21, 1998.

Posted on January 7, 1999July 10, 2018

FMLA Part 4 Do you have to pay bonuses to employees who have been on FMLA leave

Here’s what the U.S. Department of Labor says about bonuses and the FMLA:


“The FMLA requires that employees be restored to the same or an equivalent position. If an employee was eligible for a bonus before taking FMLA leave, the employee would be eligible for the bonus upon returning to work. The FMLA leave may not be counted against the employee. For example, if an employer offers a perfect attendance bonus and the employee has not missed any time prior to taking FMLA leave, the employee would still be eligible for the bonus upon returning from FMLA leave.


On the other hand, FMLA does not require that employees on FMLA leave be allowed to accrue benefits or seniority. For example, an employee on FMLA leave might not have sufficient sales to qualify for a bonus. The employer is not required to make any special accommodation for this employee because of FMLA. The employer must, of course, treat an employee who has used FMLA leave at least as well as other employees on paid and unpaid leave (as appropriate) are treated.”


Source: U.S. Department of Labor, Employment Standards Administration, Wage and Hour Division, FMLA Compliance Guide, December 1998.

Posted on January 6, 1999July 10, 2018

FMLA Part 3 What is an immediate family member

The FMLA allows eligible employees to take leave to care for an immediate family member. What exactly is an immediate family member?


Generally, an employee’s spouse, children (son or daughter), and parents are immediate family members for purposes of the FMLA. In-laws are not included as parents. And sons and daughters do not include individuals 18 or over unless they are “incapable of self-care” because of a mental or physical disability that limits one or more of the “major life activities” as those terms are defined in ADA-related regulations.


Source: U.S. Department of Labor, Employment Standards Administration, Wage and Hour Division, FMLA Compliance Guide, December 1998.

Posted on January 6, 1999July 10, 2018

How to Cut Down the Noise Level

Today’s office environment little resembles an office of 20 years ago: Walls have been torn down, and computers, printers, copiers and fax machines run constantly. All this results in a noise level that can be distracting to employees. There are some fairly easy steps you can take to lessen the impact of this increasing noise level, to help to increase productivity and to lower job stress.


  • Examine the layout of the workstation.
  • Position telephones so that neighbors aren’t facing each other. Consider arranging them to face an opposite wall or at least a corner.
  • Provide tall panels.
  • From an acoustical standpoint, your walls should be between 52 inches and 75 inches tall (after 75 inches, you won’t experience much additional benefit).
  • Invest in a masking sound system.
  • A masking sound system electronically generates a sound similar to that of moving air. Speakers installed in the ceiling broadest the uniform sound to mask peaks in the speech spectrum.
  • Examine the quality of acoustical ceiling tiles.
  • Look for a Noise Reduction Coefficient (NRC) of at least .85. (This means 85% of the soundwaves striking the tile are absorbed.) The very best tiles offer an NRC of 95.
  • Don’t count on the carpet to do the job.
  • Carpeting absorbs very little office sound—only footfall. The ceiling plays a much greater role.
  • Keep panels uncluttered.
  • Tacking up notes can actually diminish acoustical quality.
  • Don’t worry about a quiet hum.

Many workers need some noise to be productive. This level will vary with the individual and the task at hand. But the type of noise and actual conversations should not be distinguishable for maximum privacy and productivity.


Source: Steelcase Inc., Grand Rapids, Michigan. Spring 1996.

Posted on January 5, 1999September 2, 2019

On the ‘Net—Company Info

Have you ever wanted to use the Web to find the phone number for a company? What about researching public opinion about the firm, or finding annual report or other financial information?

Here’s a link to a Web site for researching companies online. The site will link you to dozens of online company research sites, from Hoover’s to Yahoo to Deja News.

Source: Debbie Flanagan, Link Staffing Services, December 17, 1998.

Posted on January 5, 1999July 10, 2018

FMLA Part 2 What is a serious health condition

You probably know that employees may be eligible for family or medical leave because of their own serious health condition, or that of an immediate family member.


But what is a serious health condition?


A “serious health condition,” while still being defined a bit by the courts, generally means an illness, injury, impairment, or physical or mental condition that involves:


  • Any period of incapacity or treatment connected with inpatient care (i.e. an overnight stay) in a hospital, hospice, or residential medical care facility; or
  • A period of incapacity requiring absence of more than three calendar days from work, school, or other regular daily activities that also involves continuing treatment by (or under the supervision of) a health care provider; or
  • Any period of incapacity due to pregnancy, or for prenatal care; or
  • Any period of incapacity (or treatment therefor) due to a chronic serious health condition (e.g. asthma, diabetes, epilepsy, etc.); or
  • A period of incapacity that is permanent or long-term due to a condition for which treatment may not be effective (e.g. Alzheimer’s, stroke, terminal diseases, etc.); or
  • Any absences to receive multiple treatments (including any period of recovery therefrom) by, or on referral by, a health care provider for a condition that would likely would result in incapacity of more than three consecutive days if left untreated (e.g. chemotherapy, physical therapy, dialysis, etc.).

Source: U.S. Department of Labor, Employment Standards Administration, Wage and Hour Division, FMLA Compliance Guide, December 1998.

Posted on January 4, 1999June 29, 2023

Avoiding Errors in Performance Reviews

If you think back to what you’ve most disliked about some of the performance appraisals you’ve been subjected to yourself, you can help make sure to avoid the errors of those who have gone before you. Some common mistakes that supervisors make when giving performance reviews are:


A patronizing attitude.
Supervisors who come across as if they know exactly what is best for the employee in terms of career growth and development without asking the employee’s personal goals will generally be tuned out. In fact, the employee is apt to feel resentful and take the opposite of any advice given.


Stressing the negative.
Some supervisors believe that it is their responsibility to point out everything the employee is doing wrong. The performance review is the appropriate time to discuss real problems, but it is also imperative that you talk about what the employee is doing right. And think about your complaints before you speak. Are they really significant? Remember that anything negative you say during a performance appraisal will have a lasting effect. Make sure it’s worth it.


Lack of information.
Supervisors who don’t know what their employees are working on or what problems they are having are actually caught off guard at performance appraisals.


SOURCE: Written with permission from Productive Performance Appraisals, Randi Toler Sachs, Amacon, 1992.

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