Entries with Topic: HR Knowledge

Question: Can we provide summary plan descriptions (SPDs) electronically?

Answer: Yes. However, just sending them is not enough to meet ERISA requirements; you must ensure the intended recipients are actually getting them.

Specifically, ERISA requires SPDs to be furnished using “measures reasonably calculated to ensure actual receipt of the material” via “methods likely to result in full distribution.” Electronic delivery is one way to meet this requirement.

Any electronically delivered documents must be “prepared and furnished in a manner consistent with applicable style, format, and content requirements.” Therefore, it is a good idea to test the electronic document and make sure formatting and style are correct.

Unlike first class mail or hand-delivery options, electronic delivery does not work the same for all recipients. Instead compliance differs depending on whether the recipients:

  • Can access the SPD through the employer’s electronic information system (such as email or intranet) located where they are reasonably expected to perform duties: Members in this group must use the employer’s computer system as an integral part of those duties. This covers employees working from home or who are traveling as well.
  • Cannot access the SPD through employer’s electronic information system in their workspace (access to a kiosk in a workplace common area is not sufficient). This may include employees as well as non-employees such as COBRA participants, retirees, terminated participants with vested benefits, beneficiaries, and alternate payees: Members of this group must “affirmatively consent” to receive the documents electronically, provide an electronic address, and “reasonably demonstrate” their ability to access documents in electronic form.

Both groups of recipients must be notified of their rights to receive paper copies of the documents (at no charge), and reasonable and appropriate steps must be taken to safeguard confidentiality of personal information related to accounts and benefits. A best practice is for employers to ensure return-receipt or notice of undelivered mail features are enabled. Employers may conduct periodic reviews or surveys to confirm receipt as well.

Just emailing the documents or posting them on the company’s intranet or benefit administration portal is not enough. Each time an electronic document is furnished, a notice (electronic or paper) must be provided to each recipient describing the significance of the document.

Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 30-day trial here.

In early October, after a 3-month cross matching study, it was reported through official channels that nearly $2 million in unemployment benefits were paid to 1,100 people in county jails or state prisons throughout the State of Missouri. $43,000 of that went to a single inmate in Missouri’s Cook County Jail.

While the recipients may now face state and/or federal criminal fraud charges in addition to their previous charges, the overpayments in Missouri are simply a small indication of the larger, systematic overpayments—more than $13.7 billion this year!—that are a regular occurrence across the country.

Unfortunately there is little that can be done to force those who have maliciously collected improper payments to repay their debt, which has further weakened the already unstable UI system. And, as is to be expected in an employer funded tax pool that has already been maxed out in many states, the overpayments—whether intentionally improper or not—have strained the ability of businesses to further develop, which has prevented necessary workforce expansions. And ultimately continues to hurt the economic recovery.

Although unemployment benefits only provide a portion of a jobless workers former wages (when properly collected), the benefit funds allow those still looking for work to continue supporting themselves by paying for basic household and living expenses, which has allowed nonprofits that serve those hardest hit by the financial depression to reach a greater portion of the population most dependent on their services for basic living needs.

According to the Congressional Budget Office though, more than $250 billion have been spent on unemployment benefits in the last five years, with more than two million jobless workers currently receiving expanded UI benefits from the Federal Government, which totaled $94 billion in the last fiscal year alone.

For nonprofits still paying into the state’s pooled UI tax system, continued overpayments and the high cost of paying for the unemployment trends at other, larger companies, further creates a drain on much needed monetary resources that could be better directed back toward their founding mission.

To learn more about how your nonprofit can opt out of the state’s UI tax system and reduce unemployment costs request a quote today.

Nonprofits rely on their dedicated, engaged employees to further advance their organizations’ missions. A lax recruitment process, or weak new hires, can jeopardize valuable time and money pertinent to a mission’s success, though.

Because the hiring process tends to be more strenuous for nonprofits due to their typically smaller size and salary rate, a concise recruitment procedure is imperative.

Don’t risk hiring the wrong individual just to end a painful hiring process. Learn how your organization can better identify great job candidates in a fast and efficient manner.

Substantially improve your recruitment process using these six easy-to-manage steps:

  1. Create a truthful job description that depicts both the job expectations and the company as a whole. You want to attract a candidate whose skills match that of the position’s requirements, and whose personality/interest will fit well in the organization. Falsifying this content could attract the wrong candidates and lower retention rates.
  2. Develop a multiple-step hiring practice. Having numerous hiring phases will eliminate those seeking ANY job. You want someone who is truly interested in what your company has to offer.
  3. Take part in the interview process. Because you know exactly what you’re looking for in a potential new hire, it’s extremely important to get involved as early as possible. Whether it is phone interviews or resume reading, you play a crucial role in weeding out unfit candidates.
  4. Build your interview around the position’s desired qualities. Create interview questions that reflect roles and characteristics needed for the position. This will help you identify how many qualities each candidate possesses.
  5. Have others play a role in the interview process. When it comes down to the final candidates, having other staff members you trust involved with making the final decision will help alleviate any uneasiness or anxiety. Having worked with you, these team members could help with the decision-making process when you’re on the fence.
  6. Set a realistic, yet firm, onboarding timeline. Allow 3 months to search for the right candidate, 1 month in order for the new hire to give notice, and 2 months for training purposes. This will give you both short term and long term hiring goals and will prevent you from abruptly hiring the wrong individual.

By reorganizing your hiring process, using these tips and suggestions, you can effectively sort through hundreds of applications and interviews and successfully identify great potential employees. Remember, combining both personal instinct and organizational intelligence can help you build a strong foundation for your organization’s mission development.

Read more tips on how to hire right here.

Is your business a franchise operation? Do you have employees who also work for another company where joint employer liability could be triggered? Are you concerned about the risks you may not even know you have with the employment rules as a joint employer, franchisee or franchisor? Or do you think you have it all figured out now and are concerned with how the Trump administration may change the employment law landscape relating to your business?

Presented by Gary Wheeler, Partner at Constangy, Brooks, Smith & Prophete LLP, this on-demand webinar addresses the key topics and situations you will face in 2017, including:

  • Employment rules
  • Wage and hour issues
  • Employee leave and accommodation issues

This presentation will break down these challenging concepts into plain English and give you information you can use to minimize the risk of costly lawsuits. This is a must-attend event for franchisees and franchisors as well as joint employer groups.

Watch the webinar recording today!

This webinar offers 1 HRCI and 1 SHRM general credit. Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ to sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.

There’s no denying that employee engagement numbers have been abysmal for the last few years but did you know that the engagement needle hasn’t moved in sixteen years? Disengaged employees are still leaving their jobs and while there are numerous reasons why, the most common explanations employees give when resigning are for career growth, pay and or benefits, issues with management, company culture or job fit.

According to the recent Gallup Report, State of the American Workplace, “51% of U.S. employees say they are actively looking for a new job or watching for openings.” That means that more than half of your employees could have one foot out the door already. And with hiring on the rise, employees have good reason to feel confident about finding work elsewhere.

The key take away in this report is that “to win customers – and a bigger share of the marketplace – companies much first win the hearts and minds of their employees.” When you have disengaged employees, not only do you have a higher turnover rate but you’re also more likely to have higher incidents of workplace accidents and absences caused by stress which can ultimately greatly impact your bottom line.

In Gallup’s research, they found that the vast majority of workers in the U.S. (70%) are not reaching their full potential – a problem with significant implications for American companies.  Are your people getting the support and coaching they need to do their best? Happy and content employees that feel respected in the workplace create better quality work, greater contributions and commitment to their jobs.

Despite our best efforts, employee engagement is still a major hurdle for most companies. In this age of talent shortages and high turnover, it’s imperative that employers understand what truly drives their staff’s satisfaction levels and which factors influence their departures. Few things are as costly and disruptive as good people walking out the door. Losing an employee means bearing the costs of recruiting, hiring, training and lost productivity all of which can wreak havoc on your day-to-day business operations.

Your approach to employee engagement should be tying into the most common reasons for employee resignations. If you want your best people to stay, you need to think carefully not just about how you develop them but about how you keep them wanting to stay. It’s been proven time and time again that engaged employees have lower turnover, lower absenteeism, higher productivity and higher profitability. It’s time to step up your employee engagement plan.

Question: Can we include language in our handbook that limits and/or prohibits employees from discussing their pay and other incentives with each other?

Answer: While employers expect their employees to be professionals and not discuss their pay or other perquisites with others, it is not a best practice to add a policy or language to your employee handbook prohibiting or limiting employee discussion about pay or incentives. For instance, the federal National Labor Relations Act (NLRA), enforced by the National Labor Relations Board (NLRB), specifically provides that employees cannot be prohibited from discussing compensation and other working conditions because such discussions are protected concerted activity under the law.

Further, the federal Department of Labor released a fact sheet detailing how pay secrecy increases an employer’s risks for liability in equal pay claims. Finally, it is important that you research local or state laws to ensure compliance with this delicate legal issue.

Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 30-day trial here.

Are you keeping up with the Trump administration’s quick moves to change laws, enforcement actions and regulations to support business and our economy?

Presented by ThinkHR, this on-demand webinar explores President Trump’s first 100 days in office. The presentation will address issues and questions about rescinded Executive Orders, regulatory enforcement agenda changes and legislative moves that could impact your nonprofit’s business operations.

Discover what you need to know and should be doing relating to:
 

  • Wage and hour changes
  • Benefits and time off programs
  • Immigration
  • OSHA and safety
  • Other work-related rules

Watch the webinar recording today: http://links.thinkhr.com/Q0FW0oT0Kj1Rn0Wf900v9S0

Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ to sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.

Few things are as costly and disruptive as good people turning in their resignation. Finding qualified, motivated and reliable employees can be challenge enough but retaining them once hired can often be just as taxing. In order to prevent good employees from wanting to exit, companies and managers need to understand what they’re doing that contributes to an employees’ departure because people don’t typically leave jobs, they leave managers.

Many managers lack fundamental training in managing people. More importantly, they lack the values, sensitivity, and awareness needed to interact effectively with their staff which affects the company as a whole and causes the bottom line to suffer.

 

Let’s take a look at the type of manager behavior that send good people packing.

Micromanagement – Bosses who are always under foot and constantly requiring updates are exasperating to everyone. All managers should start out from a position of trust with their employees. Micromanaging shows a lack of trust and makes an employee feel like they can’t be counted on to do things effectively.

Failing to get to Know Employees as People – Developing a relationship with employees is a key factor in managing. Managers need to know how to balance being professional with being human. Because we spend more time at work than we do at home most days, it’s important that employees feel like they belong. Celebrating successes, both professional and person, and empathizing during hard times can go a long way.

Workload Burnout – If you want push people out the door, nothing does it better than overworking your staff and pushing the limits of excessive production. Managers tend to push their best and most talented to do more but overworking your employees is counterproductive and risky if you don’t compensate with some sort of recognition such as raises, promotions or title-changes.

Failure to Communicate – The best communication is transparent communication. Sharing as much information as possible helps to make employees feel engaged and empowered. It also opens the door for feedback, ideas and suggestions which every company should encourage.

Don’t Recognize Good Work – Everyone likes a pat on the back every now and then and it’s the managers’ responsibility to reward a job well done. It can be as simple as verbal recognition, a small token of acknowledgement such as a gift card for coffee or as grand as a raise or promotion.

Failure to Develop Skills – Talented employees are always looking to learn something new and missing the mark on this one can cause your best people to grow bored and complacent. If you take away their ability to improve, it not only limits them, it limits you too.

If you want your best people to stay, you need to think carefully not just about how you develop them but about how you treat them. Cultivating happiness and good will through methodical efforts will help to avoid any unnecessary losses.

Question: We are offering non-paid positions volunteer work to interns working at the office on research projects, collecting data and conducting study projects. What liabilities do we need to be aware of as these volunteer interns will be working on company premises?

Answer: One of the primary issues you face is in paying or not paying your interns. The Fair Labor Standards Act FLSA, which sets standards for the basic minimum wage and overtime pay, affects most private and public employment. Covered and nonexempt individuals who are “suffered or permitted” to work must be compensated under the law for the services they perform for an employer. Internships in the for-profit private sector will most often be viewed as employment, unless the test described below relating to trainees is met.

Interns in the for-profit private sector who qualify as employees rather than trainees typically must be paid at least the minimum wage as well as overtime compensation for hours worked over 40 in a workweek.

Test for Unpaid Interns

The determination of whether an internship or training program meets this exclusion depends upon all of the facts and circumstances, and the following six criteria must be applied when making this determination:
 

  • The internship, even though it includes actual operation of the facilities of the employer, is similar to training which would be given in an educational environment.
  • The internship experience is for the benefit of the intern.
  • The intern does not displace regular employees, but works under close supervision of existing staff this is the test that shows the intern is not answering phones, delivering mail, filling in for an absent employee, etc., and that the intern is doing work that is for his or her benefit and not necessarily for the benefit of the employer.
  • The employer that provides the training derives no immediate advantage from the activities of the intern, and on occasion its operations may actually be impeded.
  • The intern is not necessarily entitled to a job at the conclusion of the internship.
  • The employer and the intern understand that the intern is not entitled to wages for the time spent in the internship.

If all of the above factors are met, an employment relationship likely does not exist under the FLSA, and the act’s minimum wage and overtime provisions do not apply to the intern. This exclusion from the definition of employment is necessarily quite narrow because the FLSA’s definition of “employ” is very broad.

Important: As of May 25, 2016, the Second Circuit New York, Vermont, and Connecticut and the Eleventh Circuit Alabama, Georgia, and Florida have rejected the Department of Labor’s six-factor test and have adopted the “primary beneficiary” relationship test, which takes into account the economic reality between the intern and the employer. The primary beneficiary relationship test has seven factors:
 

  1. The extent to which the intern and the employer clearly understand that there is no expectation of compensation. Any promise of compensation, express or implied, suggests that the intern is an employee — and vice versa.
  2. The extent to which the internship provides training that would be similar to that which would be given in an educational environment, including the clinical and other hands-on training provided by educational institutions.
  3. The extent to which the internship is tied to the intern’s formal education program by integrated coursework or the receipt of academic credit.
  4. The extent to which the internship accommodates the intern’s academic commitments by corresponding to the academic calendar.
  5. The extent to which the internship’s duration is limited to the period in which the internship provides the intern with beneficial learning.
  6. The extent to which the intern’s work complements, rather than displaces, the work of paid employees while providing significant educational benefits to the intern.
  7. The extent to which the intern and the employer understand that the internship is conducted without entitlement to a paid job at the conclusion of the internship.

In examining these factors, no one factor is dispositive and courts should weigh the factors to determine the appropriate result depending upon the facts before them. The factors are also not exhaustive and, in certain situations, additional evidence may be appropriate to consider.

Here is our practical advice before you hire an intern:
 

  • Develop an intern policy and define the job carefully so that both parties are clear about job duties and expectations. This reduces misunderstandings that can lead to lawsuits. The policy should define the basic internship program, such as compensation structure or the fact that interns will be unpaid, eligibility requirements, and the intern’s at-will status. Make sure the policy does not establish what could be viewed as a legally binding contract. Never infer the promise of employment for a specified period.
  • Define supervisory roles and supervisor/intern evaluations. Reliable supervision is the key to preventing problems, including injuries, discriminatory actions, and performance failings. Make sure all supervisors know who is overseeing the work of each intern.
  • If possible, obtain formal documentation from the intern’s college explaining the educational relevance of the internship if the intern will earn credits.
  • Ask whether the school provides liability insurance to cover damage caused by a student. Many schools carry the coverage. Also, if the company has employment practices liability insurance, check whether it extends to interns.

Once the intern is on board:
 

  • Manage interns as closely as employees, if not more so. The company can be held responsible for the actions of any workers, including unpaid interns, while they are performing work for the company. Courts will view interns like employees, as “agents” of the company.
  • To ensure interns are paid correctly, maintain time records. To avoid the possibility of FLSA violations, companies who find themselves in the position of “employer” should ensure their interns accurately capture and are paid for all of their hours of work.
  • Apply the company’s workplace policies to interns, for both consistency and good positive employee relations reasons. Interns who are considered employees have all of the legal protections regular employees have, and even unpaid interns may be able to pursue claims under Title IX, which bans sex discrimination in “any education program” or pursue common-law job-bias claims, such as infliction of emotional distress.
What is top-of-mind for almost every HR practitioner in 2017? Recruiting and hiring and getting the recipe right to be successful.

It’s a competitive world for hiring managers and no one wants to get chopped or leave out a key ingredient.

Presented by ThinkHR, this on-demand webinar cooks up ideas and best practices for:
 

  • Creating a great applicant experience from first impression to hire
  • Short-term hiring (including summer interns)
  • Creating and implementing inventive interview questions and interpreting the answers
  • Onboarding communications

Watch the webinar recording today: http://links.thinkhr.com/o01iW00al00fSK09oWT9nR0

This webinar offers 1 HRCI and 1 SHRM-approved credit. Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ to sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.

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Privacy Policy

Privacy Policy and Terms of Use

UST maintains a secure site. This means that information we obtain from you in the process of enrolling is protected and cannot be viewed by others. Information about your agency is provided to our various service providers once you enroll in UST for the purpose of providing you with the best possible service. Your information will never be sold or rented to other entities that are not affiliated with UST. Agencies that are actively enrolled in UST are listed for review by other agencies, UST’s sponsors and potential participants, but no information specific to your agency can be reviewed by anyone not affiliated with UST and not otherwise engaged in providing services to you except as required by law or valid legal process.

Your use of this site and the provision of basic information constitute your consent for UST to use the information supplied.

UST may collect generic information about overall website traffic, and use other analytical information and tools to help us improve our website and provide the best possible information and service. As you browse UST’s website, cookies may also be placed on your computer so that we can better understand what information our visitors are most interested in, and to help direct you to other relevant information. These cookies do not collect personal information such as your name, email, postal address or phone number. To opt out of some of these cookies, click here. If you are a Twitter user, and prefer not to have Twitter ad content tailored to you, learn more here.

Further, our website may contain links to other sites. Anytime you connect to another website, their respective privacy policy will apply and UST is not responsible for the privacy practices of others.

This Privacy Policy and the Terms of Use for our site is subject to change.