Categories
Recent Posts
- Meaningful Harassment Training
- Put it in Writting
- Get A Receipt: How to stop employee misappropriation
- Focus on the Wins
- HALLOWEEN EDITION: CUES TO CALL A LAWYER
Archives
- December 2023
- October 2023
- May 2023
- February 2023
- October 2022
- August 2022
- May 2022
- April 2022
- March 2022
- January 2022
- June 2021
- May 2021
- December 2020
- September 2020
- July 2020
- May 2020
- March 2020
- February 2020
- December 2019
- October 2019
- September 2019
- June 2019
- April 2019
- March 2019
- January 2019
- December 2018
- September 2018
- June 2018
- May 2018
- February 2018
- January 2018
- December 2017
- September 2017
- July 2017
- May 2017
- April 2017
- January 2017
- October 2016
- September 2016
- July 2016
- June 2016
- May 2016
- March 2016
- February 2016
- December 2015
- November 2015
- October 2015
- August 2015
- June 2015
- May 2015
- March 2015
- January 2015
- December 2014
- November 2014
- September 2014
- August 2014
- July 2014
- May 2014
- April 2014
- March 2014
- February 2014
- January 2014
- November 2013
- September 2013
- August 2013
- July 2013
- June 2013
- May 2013
- April 2013
- February 2013
- January 2013
- October 2012
- August 2012
- July 2012
- May 2012
- April 2012
- January 2012
- December 2011
- November 2011
- October 2011
- September 2011
- May 2011
- March 2011
- January 2011
- December 2010
- November 2010
- October 2010
Planning for 2018: What to Continue Doing, Start Doing, and Stop Doing
Posted on January 4, 2018 in Consulting
As we enter the new year, I expect many of you plan to set new goals and resolutions. I know that I do. In fact, with the help of an executive coach that I have worked with for several years, I typically spend the holidays reflecting on the past and planning my future in what I like to call my Continue, Start, and Stop exercise. With this exercise in mind, here are my recommendations for what employers should continue, start, and stop doing in 2018.
Sexual Harassment Training
2017 was the year of scandalous, high-profile incidents of sexual harassment. Example after example unfolded where women accused politicians as well as Hollywood executives and actors of harass and abuse. With so much attention on gender discrimination, it would be unwise for employers not to make 2018 the year of education and prevention on this widespread problem. Invest in a qualified trainer to come onsite rather than assuming that videos and computer guided programs will be sufficient educational tools. Make sure that the top brass is present and engaged throughout the training process. This will ensure that every member of the team is educated on this subject. Finally, dedicate time to allow for thoughtful discussions.
Conduct a Wage and Hour Checkup
The Fair Labor Standards Act passed in 1938. Still, nothing so simple is more often violated. I applaud the small group of employers who routinely examine their pay practices and encourage them to continue. Most of those reading this newsletter, however, most likely do not routinely examine their pay practices. I suggest joining the minority and starting a fresh habit of annually reviewing pay practices to ensure FLSA compliance. Be smart about it. Remember that making changes in timekeeping and pay practices may spur employees to question if a change means they were previously denied some right. Thus, it is very important to work with an attorney before implementing any significant modifications in payroll policies.
Develop a Bonus Strategy
At first, AT&T impressed me with its announcement of $1,000 bonuses for 200,000 workers following the new tax law. My defense-lawyer mindset kicked in later, however, and I thought: two hundred million dollars awarded without regard to merit? Does that make sense? Seems to me that it would have been more logical to combine the money into a bonus pool and reward employees under a merit-based system.
Yet AT&T’s approach is a typical model for many businesses. Employers too often award bonuses based on a pro-rata allotment that is considered “fair”. I suggest that these employers stop this practice, and instead start a better bonus system such as publishing criteria based off quantifiable metrics to reward employees and develop a more positive corporate culture.
Please let me know if we can assist you in implementing these ideas.