Retaining Key Employees is Very Critical for Organizations

Key Takeaway:

The driving force of all organizations is talent. The employee with talent is the organization’s key resource. This being the case, it is incumbent on the organization to do its best to retain such a resource. Retaining key employees is critical for organizations because the loss of good employees hurts it in many ways.

  • It deprives the organization of the vital contributions from a talented employee;
  • This reflects poorly on the management’s image with clients it does business with;
  • It gives the competition that hires such an employee the edge.

Gain more insights into how to retain key employees by enrolling for ourRelated Webinars for a thorough learning session.

Ways by which Employers can Retain Key Employees

 

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Performance Management is Vital to Getting the Best out of Employees

Key Takeaway:

Performance management is a well-thought out, comprehensive program that assesses employee performance in relation to the organization’s business goals and objectives. Also included in it is the aspect of the cultural fit.

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When does performance management begin and end?

HR should start the process of performance management from the time theemployee is onboarded. This being the case, it logically follows that it goes on till the time the employee leaves the organization. Being a holistic program, it has both strategic and tactical value to the organization, because it helps management to get a good idea of how employees are performing from time to time and how this performance is impacting the organization.

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Performance management should thus be:

  • Inclusive of employee induction, training and growth
  • Well-written to do justice to describe employee achievements in relation to the job requirement
  • Effectively supervised;
  • Able to foster a congenial work atmosphere that employees like

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Objectives of a good Performance Management System

 

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Payroll Procedures Need Not be Complicated all the Time

Key Takeaway:

“Write, write and write down” should be the mantra of payroll procedures. A non-written payroll procedure is as good as a non-existent one.

If there is one central,indispensable element to getting the payroll procedure right, it is writing. This is something most organizations abhor, given the magnitude of their tasks, but not writing down has far greater consequences than sparing a few minutes can afford.

Keeping payroll procedures updated every time an event happens is the easiest way to getting the whole procedure right. Writing down

  • Streamlines payroll-related operations;
  • Prevents employees from doing the same tasks repeatedly;
  • Ensures that each task is done completely, accurately, and uniformly each time it is performed
  • Makes it easy to discover how every employee performs each process

To understand more on how to get payroll procedures right, enroll for ourRelated Webinars

 

What to write down?

 

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Classification of Exempt and Nonexempt Employees Can be Tricky

Key Takeaway:

Payroll professionals have their hands full when it comes to classification ofExempt and Nonexempt employees. They need to exercise utmost caution in this area

This is one area that payroll professionals dread: classifying employees as exempt and nonexempt. On the surface, it looks fairly simple, but dig a little, and even experienced professionals get the jitters.

This is primarily because classifying employee into exempt and nonexempt categories wrongly and its concomitant compliance infringement lead to the following situations:

  • In the case of exempt employees, penalties for errors apply to both the classification of the worker and the actual payment of salaries;
  • In a worst case of punishment, it is not just making one wrong classification that is considered a mistake; all workers in the same job classification under the same manager are penalized!

The way ahead is to understand the following in the stated order:

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To get a complete understanding of these confusions regarding payment of exempt employees, Related Webinars would be highly useful.

Handling Offensive Behavior Investigation Needs Tact

Key Takeaway:

Handling and investigating offensive behavior at office has to take important factors into consideration. HR has to be sure its investigation preempts any retaliatory action from investigated employees.

Conducting an offensive behavior investigation at the workplace is quite a challenge for HR. A gauchely done investigation can trigger a backlash in the form of employee retaliation. So, how does HR carry out this balancing act?

It has to be admitted that there is perhaps no offensive behavior that happens without resultant reactions and consequences. Employers place themselves at great disadvantage if they carry out a legally untenable offensive behavior investigation. All of a sudden, the blame shifts to the employer from the employee, and the original act on the part of the employee, itself the root cause of the investigation gets overshadowed. This is why an offensive behavior investigation has to have all its bases covered.

Important points to keep in mind about the methods

  • Never be seen to conduct the investigation in a discriminatory fashion;
  • Should be seen to demonstrate a complete lack of prejudice;
  • Actions suggestive of any kind of bias should be avoided.

Be Aware of the Consequences

 

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Understanding the Law and Psychology of Mental Health

Key Takeaway:

One of the major challenges for an organization is in remaining within the ambit of the law while dealing with its employees’ silent or invisible disorders -the nonphysical disorders, or mental disorders and disabilities.

Dealing with employees with mental disorders is akin to dealing with asymptomatic diseases. Ailments that are more obvious are easier to recognize and treat, but that is not always the case. Imagine if an employee has a mental disorder that manifests itself intermittently. During particular bouts, the employee could exhibit violent behavior, but once the spell is gone, that employee could be like everyone else.

What does the law say?

Balancing the diverse worlds of law and the psychology of mental health is a huge challenge for organizations. There are currently two pieces of legislation concerning disabilities at the workplace to whose provisions all employers have to be compliant with the Americans with Disability Act (ADA) and the Family and Medical Leave Act (FMLA).

  1. The ADA requires that employers should reasonably accommodate employees with disabilities. Some of the concessions for such employees could include flexible working hours, allotment of a job that is more suited to their condition, and allowing time off for or arranging for therapy. It also has a set of detailed instructions on how to make the workplace more hospitable for people with mental disabilities.
  2. The 12-week unpaid leave to which an employee is entitled for serious medical conditions under the FMLA includes mental disorders.
  3. Both legislations require that employers strictly keep all medical and employment records of such employees confidential. Declarations should only be made to the concerned authorities.

Challenges of Law and Psychology of Mental Health

 

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Unravelling the FMLA

Key Takeaway:

The FMLA was enacted with the purpose of helping qualifying employees keep their jobs while being able to attend family exigencies. There is some misunderstanding as to its provisions, though.

The Family and Medical Leave Act (FMLA), which is governed by the Wage and Hour Division (WHD) agency, is an attempt by the federal government to augment the policy of leaves for certain kinds of employees. It offers select employees of covered employers to take unpaid leave for certain purposes for predefined periods. The important aspect of this Act is that the employee may lose the pay for the period for which the leave is taken, but will retain employment and all its other attendant benefits.

Important features of the FMLA:

  • It was enacted in 1993 to help select kinds of employees enjoy the benefits of leave to care for designated types of relatives without fear of losing their jobs;
  • The definition of a relative under the Family and Medical Leave Act can vary from State to State;
  • It is not for all kinds of employees. Employees must have worked with the employer for at least 1,250 hours during 12 months prior to the date of availing leave under FMLA;
  • There are conditions on what kind of employer can grant leaves under FMLA: it must have at least 50 employees working within a radius of 75 miles from the location;
  • The employer may suggest to employee that paid leaves be used first;
  • The employer is entitled to ask for proof of the health condition for which leave is being asked;
  • Depending on the nature of illness and level of recovery, the employer may change the employee’s nature of work;
  • If the employee happens to be the spouse, parent, child or the nearest blood relative of a member of the military, up to 26 weeks’ leave can be taken.

Prominent kinds of leave granted under FMLA:

A dozen workweeks of leave in a year-long period for the following:

 

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