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The task of writing and revising job descriptions may sound dull, but at the same time be daunting. With so much to consider—essential versus nonessential functions, varied job responsibilities, experience and education requirements, etc.—the job can be mind-numbing. Then throw in the legal issues to consider, including things like how to prevent discrimination and wage and hour claims, and the job can get overwhelming.
As you may have heard by now, the judge who originally struck down the redefinition of the companionship services stuck by his original decision and kept the ruling allowing the Department of Labor to pursue it through the appeals courts. So what does that really mean?
It’s no secret that since the recession many workers have found themselves expected to do more with less. They’ve seen wage and hiring freezes as well as cutbacks in benefits. They’ve also worked under a cloud – knowing that their jobs could disappear in the next round of layoffs.
It’s that time again, when many of us take inventory of the past year and make resolutions for the coming year—for example, to do better, work smarter, become more efficient, or waste less time. For some of you, focusing on aspirations for the coming year may be part of a formalized process of establishing annual goals and targets, strategic planning, or simply making next year’s “to-do” list. Regardless of how the process is done or what it’s called, the fundamental purpose of annual resolutions is the same: to plan for a better, brighter, more successful future.
Congratulations—you’re hiring a new employee. Now that you have it narrowed down to your favorite candidates, it’s time to bring them in and ask them a few questions to see if they are the right fit for your company. What questions to ask? Even scarier, what questions are no-nos? Generally, the list of prohibited questions coincides closely with the protected classes under federal and state laws. Where things get really confusing is sometimes it just depends on how you ask a question.
January is fast approaching which not only means fun gatherings and festive affairs, but it also means that year-end bonuses and in some cases tax refunds are quickly approaching. The influx of cash mean employees exiting at record speeds. A couple of recent surveys paint a disturbing picture: One survey from a talent management firm found that 83 percent of 900 North American employees surveyed plan to seek new positions in 2015. Another survey reports that 56 percent of the more than 1,800 human resources managers polled concede that their employee engagement efforts are falling short.
Posted by Kim on October 24, 2014 Under Human Resources | Tags:
We know the tips and tricks to keep from making bad hires, doesn’t mean we make the occasional mistake. There’s never any certainty, but smart professionals armed with strong interviewing skills and solid job descriptions stand a better than good chance of weeding out bad hires on the front end. But what does the savvy business owner do about “bad quits” – people who spew venom against their former employer or cause other harm as they head out the door? Does a business owner have any recourse when someone is not just going away, but going away mad?
We receive a lot of questions regarding using comp time instead of paying overtime. We find that employees and employers alike share questions and frustrations relating to how overtime works, when it must be paid, and whether time off can be substituted for overtime pay. Seemingly simple questions get complicated when intricate rules come in to play.
If you have even just one employee, you should have an employee handbook. But what should be covered in it? And, just as importantly, what should not be in it? This article explores some of the common pitfalls that trap employers. While these policies all might sound like good ideas, they can put employers in legal hot water or cause frequent, needless updates to keep the handbook current.