In partnership with SHRM ATL, FlexHR offers a one-day HR Boot Camp and interactive panel discussion. Our HR expert consultant panelists will provide expert advice focusing on present and forthcoming HR demands, strategies, and best practices designed to help you become more knowledgeable and stay ahead of current HR trends.
Space is limited, so be sure to reserve your spot today.
After our Bootcamp, attendees will obtain QR codes to receive the 4 SHRM PDC/HRCI CEU credits. You will also receive a QR code that takes you to the content discussed throughout the day provided by Flex HR.
Jim Weber, President of New Century Dynamics Executive Search, has landed a new assignment to find a COO for an Ohio-based full-service restaurant company. Your interest and referrals are appreciated.
COO Job Description
The Chief Operating Officer (COO) is responsible for the successful operations of the Company’s retail outlets. This leader is accountable for developing systems, processes, and procedures to ensure the financial success of the brands. The Chief Operating Officer will own all operational aspects of the business to support the brands, including providing input/direction on brand strategy, driving location-level performance, directing/managing the food & beverage program, maintaining facilities, overseeing the build-out of new locations, and championing continuous improvement. This leader will model and support the values of the Company’s Culture and foster innovative thinking to manage, develop, and grow the enterprise. The ideal candidate will be instrumental in developing a high-performance culture built on respect, trust, accountability, and integrity.
RESPONSIBILITIES
OPERATIONS
Champion operational excellence and adherence to brand standards.
Empower and Lead Operations Managers to consistently deliver a cohesive brand experience to guests.
Develop systems, processes, and procedures to support the staff’s ability to deliver consistently high operational excellence.
Identify operational gaps and continuously improve related systems and controls.
Provide input on strategy and brand marketing direction in partnership with other leadership team members.
Manage brand performance metrics via improved reporting, information flow, management, and business process improvement.
Manage the creation and rollout of the brand dashboard at all levels of the organization.
Develop and maintain an innovative, best-in-class food & beverage program that provides guests with the best product experiences.
Oversee and drive the development of new locations for rapidly growing brands; support brand expansion, including new market pre-launch activities.
VISION, STRATEGY AND LEADERSHIP
Contribute to the building and achievement of the company’s strategic plan, advancing the company’s brand position, revenue, and growth.
Drive the development and preparation of short-term and long-range plans and budgets based on company goals and objectives.
Foster an environment where improvements to products, processes, and services are welcomed and encouraged.
TEAM DEVELOPMENT
Promote a culture of high performance and continuous improvement that values learning and a commitment to quality.
Attract, develop, appraise, and retain a high-performance team; provide coaching and feedback for continuous improvement to foster a high-performance, energized work environment that reflects the organization’s culture.
Establish a system to ensure team members receive timely and appropriate training and development.
QUALIFICATIONS
Operations: Ten years’ experience managing multi-unit, multi-brand operations; hospitality and food & beverage required. Preferably cross-category experience (i.e., entertainment, fast casual, fine dining).
Proven ability to influence the marketing strategy and direction of start-up brands.
Experience scaling the business operations of an early-stage, comparable organization; experience as a proven business operator.
Experience managing rapid organizational changes and managing the impact of change.
Track record of delivering operating results while increasing sales and profitability.
An energetic, positive, relationship-oriented individual with a demonstrated track record of serving as a trusted partner to internal and external constituents.
Demonstrated ability in problem analysis and resolution at both strategic and operational levels.
Exemplary team-building skills and demonstrated ability to motivate and encourage teams.
Ability to collaborate with cross-functional teams to attain business goals/objectives.
Minimal travel, when necessary.
Personal Attributes:
Adaptable – You are flexible, resourceful, and can wear many hats. You are always looking for ways to improve and can look at a business with a critical eye. You are timely, proactive, and always follow through.
Accountable – You are a team player who will not pass the buck. Unafraid of having crucial conversations, you are empathetic but firm and are strong with conflict resolution.
Proactive – You are not afraid of new challenges. You identify issues quickly and drive through obstacles with ease to deliver high-quality results.
Analytical – You can effectively process financial information and express the business’s needs to your teams. You have an entrepreneurial mentality and are exceptionally organized in all your tasks.
A Communicator – You are a successful communicator and liaison between the field and the home office. You understand the hospitality industry and embrace our non-traditional business hours.
Salary Range: $150,000 to $200,000
Benefits:
Med/Dental/Vision/Life.
Paid Time Off.
401(k) with match after eligibility requirements are met to enter the plan.
Our Core Values are:
Host the party – keep your guests happy.
Be honest, open, and respectful when speaking AND listening.
The team’s best interests come first. Think We, not Me.
Bring positive energy, work hard, and, most importantly, have fun.
Hold yourself accountable to the COMPANY way.
This document is presented to you in confidence. All communication, whether written, oral, or electronic, should be addressed to:
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You may have noticed #QuietQuitting all over social media, or heard about a TikTok video by Zaid Khan, an engineer in his twenties, who discusses the trend of those who feel that life is more than the hustle of working long hours and going the extra mile. Instead, he expresses the view that it’s okay to show up and simply fulfill the requirements in your job description and then leave, as we aren’t defined by our work.
This philosophy isn’t just being adopted by twenty-year-olds and TikTokers, however. Over 50% of American workers could be called quiet quitters, according to Gallup, and though many are under 35, as many as 18% of workers of all ages are disengaged.
The quiet quitting trend started in 2021, after the pandemic and at the beginning of the great resignation. At the same time, quiet firing and hiring have risen.
What Are Quiet Quitting, Firing, and Hiring?
Quiet quitting is also sometimes called soft quitting. Though someone isn’t quitting, they begin putting in the minimum effort to be considered doing their job. They only attend mandatory meetings, don’t work late or on the weekends, and don’t reply to phone calls or emails in their off time. In other words, they aren’t putting in extra effort to be a team player and are unwilling to make personal sacrifices for their job.
Quiet firing is what happens on the other end, and maybe a response to quiet quitting at times. A manager or company may create an environment or conditions that are unreasonable or overly taxing to try to get someone to quit, instead of just firing them outright. This can save them money or legal hassle, and be a more passive-aggressive tactic so that the employer still has leeway to deny their part.
Quiet hiring, on the other hand, is when a company tacks on responsibilities that go beyond employees’ job descriptions. They could be given new types of projects, a new position, or be required to perform certain tasks that require them to learn a new set of skills. This saves the company, time, money, and resources that would otherwise be needed to hire someone to fulfill these responsibilities.
Why Are These Trending?
But why have these trends arisen? Like the TikTokers who advocate for quiet quitting, many are striving for a work-life balance, while others are dissatisfied with their job and work environment.
any of these quiet quitters have similar motivations to those who have been actually quitting since 2021: low compensation, little growth or opportunities, and feeling undervalued or unappreciated.
These employees usually don’t set out to underachieve. Instead, they feel they are being expected to go beyond their job description and work outside their normal hours to an unhealthy extent, which detracts from their rest time and personal life. In return, these employees don’t feel supported, respected, or rewarded for their efforts. It’s no wonder they feel the need to create firm boundaries.
Quiet hiring has arisen as organizational needs change. As a healthy company grows, new tasks or projects will naturally arise, and it can feel natural (and more efficient) to assign these to current employees instead of creating new jobs. This can be a smart business practice, but keep in mind the worker needs to see some kind of fruit of their labor: an increase in pay, a new title, more paid time off, or some other reward to feel that their extra work is being valued. Additionally, they need support to learn new skills or to have the resources required to fulfill their new responsibilities with confidence and not get burnt out.
Quiet hiring can help an employee grow and learn, but be careful that their job isn’t straying too much from what they signed up for or feel comfortable and skilled to do.
How They Intersect
If organizations aren’t careful and they overly burden their employees with quiet hiring, it could lead to ‘quiet quitting.’ And quiet quitting, as previously alluded to, can lead to quiet firing if leaders begin to feel their employees are underperforming.
How HR Can Help
HR can help to regulate job creep to prevent employees from getting burnt out.
Jim Cichanski, Founder & CHRO of Flex HR, a top HR outsourcing firm, shares some of the signs that HR can look for that signal an employee might be quiet quitting: taking time off, coming in late and or leaving early, underperforming, not going the extra mile like they used to do, cutting conversations short or avoiding conversation.
Phil Davis, Senior Vice President of Flex HR shares that senior leaders can help to prevent quiet quitting by holding monthly luncheons with a cross-section of employees to stay connected with employee needs.
Instead of quiet firing, Phil Davis advises that leaders “develop and institute a “discipline without punishment” program and stay positive and respectful in communications to employees. Frequent, frank, and constructive communications with employees with issues are always appropriate.”
Jim Cichanski similarly suggests a gentle “check-in with the disengaged employee by asking them what is going on. Try to get to the employee’s main concern and see if you can put them on a route back to working and being engaged: Perhaps a change in schedule or not working with a specific employee.”
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We asked those at Flex HR which top HR trends they think we’ll see in 2023, and they had a lot to share about the ever-shifting workplace landscape. Take a look at the top 10 trends below.
One main trend that is on the rise is for businesses to outsource HR. There are many reasons for this, including that it saves a company valuable time, resources, and money, and can ensure the company is in compliance with laws and regulations.
It can be helpful to have a fresh, outside perspective, especially from a company that focuses on excelling in human resources.
As many workers have left the workplace or quit their jobs for more flexible opportunities with higher pay, many companies have lost a substantial number of workers.
This has also created a general labor shortage in certain industries such as durable goods manufacturing, wholesale trade, retail trade, education, and health services.
In the new year, these industries will need to work hard to recruit to make up for these shortages; however, companies will need to get creative with their recruiting tactics to attract qualified candidates.
3. Compensation Changes
Inflation has brought many economic challenges, especially for employers as they struggle to keep up. Employees need raises, but raising everyone’s salary at once will cause the business to suffer.
Businesses will need to create compensation plans in the new year which address inflation and economic challenges.
Another possible change to compensation will be whether businesses choose to pay employees more based on their performance. The 2022 Lattice survey found that “65% of employees ranked work performance as one of the most important factors they want to be tied into their compensation.” Many HR professionals are working with business leaders to create plans to do just that.
4. The Need to Navigate Legal Complexities
As more states set up laws to override FLSA, to be exempt from pay thresholds, and add paid sick leave or disability pay requirements, businesses will need to plan financially to comply.
These new laws will pose unique challenges for multi-state employers, as they may need separate pay plans and structures in every state! This is yet another reason organizations are outsourcing to HR firms like Flex HR that understand these complex law changes.
5. Combating the Great Resignation (Still!)
In an effort to retain employees and battle the continuing trend of resignation, HR departments and firms will need to focus on meeting the new expectations and needs of employees.
The pandemic brought the need for workplace flexibility to the forefront, and it has stayed there as organizations learn to manage and maintain a remote or hybrid workforce. Many employees transitioned to a completely different lifestyle working remotely and now resist the call from organizations to return to work.
The 2022 Lattice Report predicts that it won’t just be the great resignation affecting turnover. This next year, “limited resources and an uncertain economic outlook” will no doubt cause employees to question whether they can continue their job.
Recruiting is expensive, so it’s in the best interest of organizations to listen to HR leaders who advise that they take measures to focus on meeting the needs of their current employees.
Jim Cichanski, Founder & CHRO of Flex HR predicts that the rate of resignation “should slow down, but current and potential employees are all about “me.“ Companies are making a lot of changes in benefits and finding alternative approaches to flexible work schedules.”
These past years, we’ve seen more HR departments move toward “embracing automation to work smarter, not harder” shares Deirdré Huff, Sr. HR Manager of Operations at Flex HR.
Automation can be used for planning, regulating company compliance, hiring, making requests, and managing performance. As it saves time and can help streamline business practices, we anticipate it will continue to be used in these areas and more.
7. Pay Transparency
Many new laws require employers to disclose salary information in their job postings or share how much employees make. Part of the movement toward this is to increase equity and decrease the chance of pay discrimination.
Of course, it is up to each company how transparent they will be with their employees, but the movement has already begun to gain traction.
As work is still hybrid, or fully remote at some workplaces, this continues to force organizations and HR firms to ask how to train employees without simply resorting to videos or video chats.
There is still a need to revamp the training process to meet the needs of different employees, and having a successful training program is more important than ever if businesses want to retain their employees.
Diversity, Equity, and Inclusion (DEI) is still top of the list in Human Resources. Companies still struggle to create appropriate policies to prevent and address discrimination and harassment. More than that, the focus is still on how to create an environment of inclusion to foster the well-being of all employees.
This will take the form of training programs and written policies, as well as be incorporated into company practices.
10. Accessibility
In the same spirit as DE&I initiatives, HR departments and organizations are encouraging companies to include plans that make work and resources more accessible to all.
Though the Americans with Disabilities Act (ADA) was passed in 1990 to discourage discriminatory hiring and business practices toward those with disabilities, there are still hurdles to climb in this area.
Companies need to create plans to include everyone and make sure they have the same opportunities, which means accommodating those with disabilities.
What should HR professionals prioritize to meet changing demands?
At Flex HR, we have to adapt to the changing workplace continuously. In the new year, we recommend you embrace the new workplace trends by prioritizing people over policies and be prepared to continue to tweak and change your policies (though you’ll have to create them first!).
With the number of people leaving their jobs or the workplace in favor of a more accommodating lifestyle or higher-paying job, your first priority should be to keep your current employees.
Phil Davis, Senior Vice President at Flex HR, advises that one way to do this is by paying them a fair wage, “+/- 10% of the prevailing wage market. Being above market is your best defense against turnover due to wages.”
Other important factors that prevent turnover are creating a positive workplace and having competent, caring supervisors.
Jim Cichanski advises that HR departments focus on “providing resources and interventions for the mental, physical and financial needs of their employees while maintaining a safe and healthy work environment.” He says the best way to retain them is “by listening to their needs, creating a culture of company trust, and responding appropriately to requests and concerns.”
According to the 2023 Lattice Report, the big things that leaders have identified to make employees stay, aside from fair wages, include company leadership transparency and providing more feedback and more structured career paths.
Know and Adapt to the Changing Laws
Throughout this next year, organizations will need to work hard to keep on top of the new laws and regulations.
In terms of navigating the new laws in some states, Phil Davis recommends that you “engage a reputable and competent outside source to help maneuver the changing legal landscape.”
Similarly, Deirdré Huff, Sr. HR Manager of Operations at Flex HR emphasized the importance of “maintaining legal compliance as laws continue to change.”
Many changes are coming, so let us help you prepare! Consider consulting Flex HR to help with your human resources needs in the new year.
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On September 26, I posted an article titled don’t become a hostage! I spoke of two examples of managers being held hostage by troublesome employees. I stated that one of the managers had an Epiphany that led to terminating the employee in question. A new manager resolved the other situation last week.
Sometimes it takes a fresh pair of eyes to evaluate the situation correctly.
As you may recall, the lingering situation was in a big box retail store where an Assistant Manager created continual unrest. Since my original post, a few exciting changes have occurred. The first and most important was the resignation of the General Manager. He left to take a job in a different industry sector. A more experienced general manager replaced him. These changes happened shortly after the publication of my article, almost exactly a month ago. After a month of studying the situation in his new assignment, the new General Manager transferred the troublesome subordinate to another store. She is now working under the General Manager who originally trained her.
So why did the new general manager act on the situation, whereas the former GM ignored it?
Experience beyond this company
External networks of competent employees
He refused to be a hostage
The former GM was still learning the job while dealing with a dysfunctional team. He was not fully competent and lacked confidence. I suspect that his boss, the District Manager, was culpable as his direction for this GM was lacking.
On the other hand, the newly appointed General Manager is an accomplished GM. He has significant prior General Management experience with another big box retail brand. Competent and confident in his leadership abilities, he took a different approach to the situation.
A toxic employee can do significant damage to a work environment. Team cohesion, morale, and eventually productivity and profitability will be affected. Wise managers know to deal with the situation immediately. They do not let them faster, to metastasize into an even bigger problem. The situation question went on for far too long. As I stated earlier, I lay the blame on the Regional Manager. He had long known of the situation. His strategy included a meeting where he told the team to “work out” their differences. It is no surprise that the team could not resolve their issues by themselves. A more experienced, decisive leader replaced the former GM. It was only then that the problem was correctly identified and resolved. I hold the regional manager responsible for the problems created by his inability to resolve the issue.
When this type of disciplinary issue arises, decisive intervention is required. The resolution should include progressive discipline supported by the appropriate level of documentation. The next-level manager must become involved when a manager is not fully competent. In this case, the fear of going through the holiday season shorthanded clouded management thinking. They became hostages. There is no justification for suffering under these circumstances, as there is always a solution.
Conclusion:
In conclusion, managers cannot avoid the need to discipline disruptive employees on a timely basis. Concerns about terminating a toxic employee because it may leave a hole in the management ranks are invalid. On the contrary, failure to address toxic behavior guarantees that the team will become shorthanded. The irony is that the best employees will leave first. They have options. The team that remains will be less competent, less functional, and less productive. This is a concern that second and third-level managers must be tuned into. The good news in my example case is that a new manager understood the need to act decisively. He found a way to eliminate the toxic employee. He did not allow himself to become a hostage to someone’s poor behavior.
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There is so much buzz about Diversity, Equity, and Inclusion (DEI) in the workplace, but what about disabled persons and their accessibility (or DEIA)? The goal of putting DEIA initiatives into place is to value all individuals in a company, giving them the opportunity to show their strengths, but also ensuring they are given the tools they need to succeed.
Human Resource experts know all too well that few organizations put in the proper plan of action for hiring people with disabilities. Employers should verify their company handbook is updated to include policies and best practices for employees with disabilities to be given the capabilities needed to fully participate at work. And with the increase of employees working remotely, companies should focus on disability inclusivity to drive motivation and retention.
The Americans With Disabilities Act (ADA) safeguards the rights of employees with a disability by enforcing businesses to comply and offer reasonable accommodations to allow employees to work for a job they are qualified to do. But what exactly are considered reasonable accommodations and how can businesses welcome, and best practice these parameters?
Flex HR’s own Lytana Kids, HR Consultant, was interviewed by Authority Magazine to share her expertise on how businesses make accommodations for customers and employees who have a disability.
“In practice, the ADA requires companies to consider accommodating an applicant or an employee who has a need that may be out of the norm from others,” Lytana clarifies. She explains some reasonable accommodations “for example, maybe you have an employee who has a back problem and an ergonomic chair may provide the support they need, or a hearing impaired applicant who may need an interpreter to assist with their interview, or technology added to their computer that allows them to receive information differently rather than audio.”
These alterations are nominal in costs, not causing a business undue financial hardship. Choosing which modifications are practical for each employer is crucial, as this is a key approach to creating a long-lasting culture of acceptance. Developing an inclusive workforce is critical to represent the customers a company serves. Furthermore, it allows for more creative and innovative thinking for career growth.
Lytana shares that “as an HR leader I believe setting the right tone and culture is instrumental in the creation of the company being acceptive of differences, once this happens it’s not a special program that people have to follow, it’s a culture.” A key piece to this is training both for managers and HR professionals. “Both groups must know and understand the law, be realistic in their approach to accommodations and be willing to think outside the box. Another very important best practice is an “accessibility” employee resource group. This group not only has to be supportive of each other but should have an executive sponsor who learns what they, as employees, may need to then provide that support for the growth of the business. This is a win-win for both the company and the employees.”
As you now understand, Human Resources plays a major role in how workplace disability inclusion is adapting positive changes for organizations. The priority in the workspace should be validating all employees feel welcomed, appreciated, comfortable, and valued for their differences in a supportive work environment.
Flex HR customizes plans for each client, letting you choose as many or as few services as you need, depending on your business. Reach out for more info today! 770-814-4225 or 877-735-3947 (1-877-7-FlexHR)
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Jim Weber – President New Century Dynamics Executive Search
Recently, I have become aware of two situations where managers have become hostages to toxic employees. They are not being held at gunpoint by a criminal trying to negotiate an escape. However, the angst of the situation is similar. One is a female assistant manager for a big-box retailer. She does not work well with others and is actively working to undermine another manager. Not a team player, she creates unnecessary drama. My colleague, Stan, would call her a termite. Someone who destroys the foundation of the company. The other is a subcontractor with poor work habits who delivers an inconsistent product. Both have remained in position because management, facing a difficult labor market, has decided to live with these troublesome people, hoping to avoid the cost of losing them. However, one manager chose to act and found that his fears were unwarranted.
During my corporate career, workers were abundant, so the fear of being understaffed was not a consideration. At that time, the concern for turnover and overstaffing was our focus. Even so, I observed managers fail to discipline employees properly because they delivered outstanding revenue and profit performance. Those producers survived until their financial performance fell below standard. In the meantime, their peers complained about favoritism and unfair treatment by management. It was very frustrating to be a part of those teams. Overall morale suffered because management was held hostage by a flawed subordinate who happened to produce above-average financial results.
Today, we face a different, more difficult labor market. Baby Boomers are retiring, and fewer younger workers are available to replace them. Employers are finding it more challenging to achieve optimal staffing levels. Some managers overlook employee performance issues to minimize the risk of being short-staffed. That was the concern of my client. He was willing to put up with the poor performance of one sub-contractor to ensure that he completed his projects on time.
Nevertheless, I advised him to deal with the performance issue. I informed my client that the situation was sure to worsen. Eventually, he reached his limit when the cost of repairing the subcontractor’s shoddy work became unbearable. With a little bit of effort, he was able to find a suitable replacement. He refused to be a hostage.
It is not uncommon for managers to overestimate the cost of maintaining employee discipline and underestimate the benefit. Sometimes, it is easier to look the other way. They rationalize their decision to minimize the performance issues or ignore them entirely. Avoidance is a big mistake. The rest of the team is closely watching. They view the manager’s lack of action as favoritism and poor leadership. The team’s overall performance eventually suffers, and good employees leave for other jobs. The manager’s failure to deal with performance issues creates more significant problems with greater consequences.
So, what is one to do? First, don’t become a hostage to your employees! Enforce policy uniformly across the workforce. Don’t give a pass to employees who generate stellar results in some areas but fall short in others. Consistently enforced standards and appropriate disciplinary measures will go a long way toward creating a healthy, high-performance culture. This approach to discipline will help reduce turnover and attract better-quality employees.
Another viable strategy is to maintain an ongoing recruiting program. You may not need to step up the actual hiring, but you will know where to go to find good employees when you need them.
The two examples I presented at the beginning of this article make an interesting case study. One client decided to face the performance issue head-on, resulting in the termination of the sub-contractor in question. My client replaced the subcontractor with a more appropriate hire. The client refused to be held hostage. The other situation has deteriorated further as the management refuses to take corrective action.
Maintaining organizational discipline is not optional. Success requires vigilant maintenance of systems, processes, and procedures. Maintaining discipline may be more difficult in trying times, but it is of greater importance. The stakes are higher, as is the risk of failure. Good employees will gravitate to the best employers, so become the preferred employer in your market. Build a healthy culture of success by enforcing policy in a consistent, firm, fair, and friendly manner. It is the best way I know to ensure long-term success.
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A remote working environment is here to stick around for a while. This effect of the Pandemic has truly changed how the workforce is adapting as we have seen companies increasing technology connectivity. It has also brought about the trend for employees to relocate to a state where their employer has not yet established a presence.
Initially, it seems that a remote employee relocation is straightforward, as they can work on a laptop with a cell phone from any location. However, for employers, there are payroll tax implications for their employees in these other states. Employers everywhere are feeling the consequences of payroll taxes.
Employers turn to both their payroll managers and their accountants for help; however, payroll tax work falls outside of the scope of both professionals. Thus, companies are turning to outsourcing payroll tax professionals, like Flex HR that have a payroll tax department set up to manage payroll tax work for companies everywhere.
Payroll vs. Payroll Tax
When Flex HR engages in outsourced payroll management, we assign a Payroll Manager to your company. They are responsible for engaging with employees on all aspects of their paychecks, answering questions about a deduction that was taken, or making a pay change. The Payroll Manager runs the payroll for the frequency that your business requires and submits a pre-process payroll review to the appropriate person to sign off each time. The Payroll Manager also maintains the reports needed for workers’ compensation audits and 401K 5500 reviews.
In addition, Flex HR provides a Payroll Tax Manager to set up the state unemployment insurance (SUI) and state income tax numbers (SIT). This has become much more relevant for companies as employees work remotely and might have moved to a state different than where the company is based. The Payroll Tax Manager will work to make sure that your company is compliant in all areas regarding payroll tax.
Our Payroll Tax Manager at Flex HR, Jessica Stafford admits “having a dedicated payroll tax manager is important because businesses cannot possibly keep up with the rapid changes in payroll tax legislation in all 50 states.”
Payroll Tax Outsourcing Relief
Establishing and managing payroll tax efforts are complicated without the proper HR administration. In addition to the Payroll Tax Manager setting up the SUI and SIT tax numbers, they may also need to create a local income tax (LIT).
Once these proper numbers have been set up for the new state(s), the employer must review human resources compliance tracking items for the affected states. It’s also crucial to update the employee handbook accordingly and monitor any customary operating procedures, including:
Posting jobs with the salary disclosed
Paying unused PTO upon the termination date
Following rules for salary requirements for hourly or exempt employees
Ensuring proper documentation required at termination for an exiting employee
Dedicated Payroll Tax Department
Once Flex HR is engaged for payroll tax work with your company, a comprehensive approach is taken by an information gathering session to fully understand your payroll tax needs. We get a current employee count and determine where specific employees are located.
Then, we put together a plan for setting up current state tax-related payroll numbers and identifying the priority for each state. This involves communicating with different state and local agencies.
Working with your organization’s HR manager, we confirm all state human resources compliance items are properly documented as well as all state payroll tax numbers are entered correctly in the system for any affected employees.
Jessica explains a common situation we see all too often. “We’ve had new clients come in with hundreds of thousands of dollars tied up in liabilities to states where they weren’t aware of mandated programs that don’t exist is their home states. Managing your payroll taxes may mean the difference in bankruptcy or going public, so it’s important to work with someone you can trust to register for the proper statewide programs, notify you of any legislative updates, and guide you through this new world of remote employment.”
Employment and State-Related Taxes
Flex HR is experienced in investigating previous payroll tax issues and any retroactive fees or penalties. We support ongoing payroll tax issues at your company.
There are general employment taxes that must be paid for by the employer, regardless of the state such as:
Federal income tax withholding
FICA (Federal Insurance Contributions Act)
FUTA (Federal Unemployment Tax Act)
State-related tax implications
State-related tax implications are varied and sometimes involve local municipalities. For example, some states require employers to withhold state income tax, while other states don’t have a state income tax. Some cities have their own set of income taxes, which is an additional wage withholding. Other withholdings that may be required are paid family leave, short-term disability, and/or unemployment benefits.
Our Payroll Tax Managers also notify you if having an employee in a state may trigger additional taxes, such as sales or corporate income tax, so that your accountant can be ready to file the proper returns.
Across the country, employers trust Flex HR with their Human Resources and payroll issues. The payroll tax department and tax professionals within Flex HR can help employers immeasurably with recouping items owed, eliminating legal exposure, and minimizing risk. Contact us now to get started!
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Since Russia invaded Ukraine in early 2022, cyber-attacks have become more of a threat than ever before. Any countries that had ties to Ukraine were made vulnerable to Russian cyber-attacks. To keep ahead of these, HR departments stay apprised of the latest cyber threats from Russia and can advise companies about how to best protect themselves.
Some of the most harmful attacks are those on payroll, where funds are rerouted to untraceable debit cards. These cyber-threats can be costly and must be prevented.
Yet, those aren’t the only cyber threats companies should be worried about. We need to look no further than the LinkedIn data breach in 2021 to see that cyber security threats come in all shapes and sizes.
The LinkedIn data breach exposed 700 of the 756 million LinkedIn users to being hacked, as their personal information was scraped. Armed with email addresses, phone numbers, usernames, and other personal information, the hackers had the potential to target millions more easily.
How Employers Can Prepare
Many employers are aware of the devastating effects of cyber-attacks, but not all of them know how to prevent and plan for them.
As Jim Cichanski, the CHRO and Founder of Flex HR, states, ” Many companies have put extensive policies and procedures in place to protect cyberattacks,” but “stop short on the employee preparation on how to get critical tasks done. If they lose internet or power, what would they do?”
So, what should employers do to protect their employee’s data? How do you prevent and prepare for a cyber-attack?
First, every company should have policies and procedures that safeguard information, just in case. Companies need to prevent important information from being stolen and create plans to keep the business operating if there is a cyber-attack.
One of the most important pieces of information that needs protecting is payroll. One of the latest cyber threats is someone hacking into the system and rerouting the money. To protect against cyber-attacks, always check that the information for direct deposit is correct before pressing payroll.
Similarly, if you receive an email request to change or set up a new direct deposit, never do so automatically. Always call the person who sent it and verify the request. Additionally, you may want to send a new email instead of replying to the thread so that you can check the source of the email you received.
Cyber-attacks usually happen in grids, and therefore each company should have a backup grid if one is shut down. At Flex HR, our payroll partners have a 3-loop backup. If up to two of the grids get hacked and shut down, there is still a third available.
IT supports should also have backup internet and files. If a grid is shut down, all the important files should be backed up so they can be accessed elsewhere.
How HR Helps to Prevent and Plan
HR can help companies create plans to prevent and deal with cyber threats. If the power grid has to be shut down, HR can devise a strategy to communicate to employees what they need to do.
Employees will need to be prepared to move to a different grid if necessary, which would require them to have enough gas, emergency food and water, and internet backup such as a cell phone.
Employees would need to be able to continue operating as normal, which means that they should have phone internet cards and be able to use their office, home, or a family member’s home as backups. Similarly, employees can prepare to operate when the power is down by having solar-powered devices and chargers.
Additionally, the company will need to have their clients’ numbers on hand to let them know what is happening.
HR can help companies create a tiered protocol plan in the case of a cyber-attack. Using payroll management as an example, the first backup plan would be to do payroll in the office, then in the employee’s home, and thirdly in a family member’s home. If none were possible, employees could use an air card with internet access that does not require a cable to be hooked up.
It Could Happen to You
We all want to believe cyber-attacks won’t happen to us, but they are increasingly common. Human Resources can be a great asset in preventing and planning for cyber-attacks. Contact Flex HR to increase your cyber security and peace of mind.
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Employers are in the business of attracting and retaining top talent. That’s why it is important for them to offer benefits that make their employees feel valued. However, many employers don’t realize that they have to work at keeping their employees happy by offering additional benefits, as well.
If you’re looking for some innovative ideas to do just that, you’ve come to the right place. In the article below, New Century Dynamics shares some excellent ways to offer appealing benefits to your team members.
Coaching Programs
Training Industry explains that a coaching program, such as the programs offered by New Century Dynamics, is an excellent way to offer support and resources to your employees. These programs are a good option for employers to give their employees the tools they need in order to be successful.
Coaching programs can be done in person or through a digital medium like Zoom, depending on the needs of the employee. If you’re having trouble getting your employees engaged in your efforts, try a business gamification platform to help get your team on board.
Continuing Education
Also, consider paying for employees’ education if the program is related to their job. For example, with a degree in business, employees can learn skills such as accounting and administration, which they can apply to their job. An online program gives employees the flexibility to balance work, family, and school.
Yoga Classes
When it comes to finding a way to keep your employees happy, consider offering them classes or sessions in yoga. Yoga is beneficial for many reasons:
It helps create a sense of community among employees.
It can be an outlet for stress relief because yoga encourages you to “let go” and just breathe.
Yoga can help improve physical strength, flexibility, and balance.
Yoga can help with depression, anxiety, and other mental health issues.
Yoga can help reduce chronic pain from arthritis, fibromyalgia, migraines, etc.
Poses in yoga have been found to help with things like high blood pressure and cholesterol levels.
Wouldn’t you like to reap the benefits of more productive, happier team members? Yoga classes are a great place to start to make these things happen in your workplace. You can even create a relaxing, positive space in your office for people who wish to take a yoga break. Just be sure to keep this area clean and decluttered.
Employee Satisfaction Survey
Employee satisfaction surveys are a way to learn more about the issues your employees care about and make positive changes to accommodate them.
Qualtrics notes that conducting an employee satisfaction survey each year will help you get a better idea of how your staff feels about their work environment, company culture, benefits, etc. It can also give you a sense of what incentives your employees need to feel fulfilled.
You can also use these surveys as a way to motivate your team by giving them the chance to voice their opinions. This can lead to increased engagement and productivity.
By conducting an annual employee satisfaction survey, you will get important feedback that will help you improve your company culture and create a better work environment for your employees.
Nutrition Videos for Employees
In recent years, many companies have been offering their employees wellness programs to help them live healthier lives and feel more fulfilled. This can be as simple as providing a few healthy snacks in the break room or as involved as offering health coaching sessions and exercise classes for employees.
One of the most effective ways to improve your employees’ wellness is by providing them with nutrition videos that they can watch at their convenience. These videos address some of the most common eating issues people face, like craving sugar and food addiction, so it’s easier for them to make healthier choices throughout the day.
Daycare Services
Many employees struggle to cover daycare expenses, let alone find a reputable place to take their children every workday. You could give your team members more reason to grow with your company by lending a helping hand with daycare expenses and services.
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You may have noticed #QuietQuitting all over social media, or heard about a TikTok video by Zaid Khan, an engineer in his twenties, who discusses the trend of those who feel that life is more than the hustle of working long hours and going the extra mile. Instead, he expresses the view that it’s okay to show up and simply fulfill the requirements in your job description and then leave, as we aren’t defined by our work.
On September 26, I posted an article titled don’t become a hostage! I spoke of two examples of managers being held hostage by troublesome employees. I stated that one of the managers had an Epiphany that led to terminating the employee in question. A new manager resolved the other situation last week.
There is so much buzz about Diversity, Equity, and Inclusion (DEI) in the workplace, but what about disabled persons and their accessibility (or DEIA)? The goal of putting DEIA initiatives into place is to value all individuals in a company, giving them the opportunity to show their strengths, but also ensuring they are given the tools they need to succeed.
A remote working environment is here to stick around for a while. This effect of the Pandemic has truly changed how the workforce is adapting as we have seen companies increasing technology connectivity. It has also brought about the trend for employees to relocate to a state where their employer has not yet established a presence.
Employers are in the business of attracting and retaining top talent. That’s why it is important for them to offer benefits that make their employees feel valued. However, many employers don’t realize that they have to work at keeping their employees happy by offering additional benefits, as well.