Now that the market is seemingly on a slow but relatively steady rebound from the Great Recession, many compensation managers are taking a closer look at their compensation plans. With massive layoffs that lead to the absorption of responsibilities by other employees, the recession has left many companies with a pile of out dated job descriptions not reflective of the new duties and contributions of their employees. Without a clear picture of how each employee contributes to the success of the company, compensation managers are working with plans that are not as effective or efficient as they could be. To stay competitive, it is crucial to adjust your market pricing activities in accordance with the always evolving compensation landscape and economy.
The oftentimes overwhelming task of maintaining comprehensive and up-to-date job descriptions has led many HR professionals to choose more generic cut-and-paste job descriptions as an alternative. Unfortunately, the time and effort saved in managing these generic job descriptions can lead to a multitude of unintended consequences.
2012 was a big year for us at HRTMS; we've grown our customer base by an astounding 83% and end the year in a strong financial position. The client base includes large organizations including Xerox, Aeropostale, Charming Shoppes, Lincoln Financial and Dollar Thrifty.
Hiring a new employee is certainly not an easy task and can prove costly for companies who choose the wrong candidate. According to Society for Human Resource Management (SHRM),a poor hiring decision could cost up to five times a bad hire’s annual salary and the higher the person’s position and the longer they remain in that position, the more it will cost to replace him or her. And a recent survey by Career Builder found that 41% of companies surveyed estimated that a bad hire costs more than $25,000, and 25% said it costs more than $50,000.
by Kyle Lagunas HR Market Analyst, Software Advice
Mistaking a high-performing employee for a high-potential employee can be costly. As Vincent van de Belt, a consultant at Cubiks, points out, “If an organization is not able to distinguish between performance and potential, it will have difficulty identifying talent.”
If you’ve ever implemented a new program at work you’ve probably heard phrases like, If it ain’t broke, don’t fix it or that’s the way we’ve always done it streaming from the company break room. What these phrases are really saying is that they are not only resistant to change but don’t even want to attempt something new that may make their workday easier. It’s normal to be weary of change; we crave comfort and tend to shy away from the unknown. But it is our job as HR to lead the way and help make our fellow employees comfortable with the transition.
As an HR professional, you are well aware of employment law and how legislation such as FLSA, ADEA, and ADA affect business processes and procedure. But even the most knowledgeable and experienced professional has to remind him/herself of the intricacies of each law. This post focuses on ADA and how job descriptions may provide you with the evidence you need, if ever faced with a discrimination claim.
After reading comments on numerous forums and blogs pertaining to FLSA regulations, especially that of the classification of employees as exempt or nonexempt, it seems to me that there is still some confusion on how to properly classify employees. One misconception is that all salaried employees are automatically exempt from overtime pay. Or that an employee is exempt simply because their title appears to fit into an exempt classification. Both are common misunderstandings but I hope that the information below will help you better determine and employee’s status under FLSA regulations.
According to a survey conducted by National Business Group on Health, a nonprofit association of large U.S. employers, 82 of the country’s largest corporations expect their health care benefits costs to increase an average of 7 percent in 2013. With health care costs on the rise, employers are strongly considering boosting their wellness programs in hopes that it will make for a healthier and less costly workforce.
In order to facilitate longevity, company executives must do what they can to ensure that the organization continually maintains the highest quality operations and employees. One of the most important is that of succession planning. We know that turnover is a constant so having a plan for when employees leave either expectedly or unexpectedly is essential to any company’s future success. Don’t push succession planning to the back burner, be proactive and keep mind of these tips while developing or refining your plan.