| Monday, April 7th, 2014
"When it comes to assessing an employee’s exempt status, the duties requirements get the lion’s share of attention. It’s easy to forget that the salary basis rules are nearly as complicated—and just as important."
Generally, payment on a salaried basis means that employees receive a predetermined amount of pay that can’t be reduced due to variations in the quality or quantity of their work. Employees must be paid their full salary for any week in which they:
- Perform any work, regardless of the number of hours or days worked; or
- Are ready, willing, and able to work but unable to do so because no work is available.
| Thursday, March 27th, 2014
"Yesterday’s Advisor featured Attorney Patricia Eyres on dealing with employees’ chronic health conditions. Today, her tips on managing those employees’ performance, plus an introduction to the new leave law resource, FMLA Complete Compliance."
Continuous Performance Management Is Your Best Potential Defense
Always start dealing with the productivity or performance issue, says Eyres. Let the employee bring up the disability. Eyres, who is managing partner of Eyres Law Group, LLP, offered her tips at a recent BLR-sponsored webinar. Consider the following, she says:
| Wednesday, March 26th, 2014
"There’s nothing quite as annoying and frustrating as dealing with lifelong illnesses or chronic conditions under the FMLA and ADA. But you have no choice, says Attorney Patricia Eyres."
What Is a Chronic Condition?
What is a “Chronic Condition” for purposes of leaves, accommodations, and performance management? Eyres says that it is a disease or disorder:
- Of slow progression and long duration;
- That causes continuous or episodic periods of incapacity;
- Lasting at least one year but usually a lifetime; and
- That often involves episodic complications from treatments or medications. (Under the ADA and FMLA, these may give rise to a separate limitation of a major life activity.)
| Monday, March 24th, 2014
"Many managers mistakenly think that they can relax their compliance when dealing with temp workers, but that is not the case; most laws that apply to "regular" workers also apply to temporary, contingent, or leased workers."
The Equal Employment Opportunity Commission (EEOC) Enforcement Guidance 915.002 concerning contingent workers clarifies that staffing firms and employers using contingent workers may not discriminate on the basis of race, color, religion, sex, national origin, age, or disability, nor can they ask the medical questions forbidden by the Americans with Disabilities Act (ADA).
Pay for Performance
| Tuesday, January 28th, 2014
"Yesterday’s Advisor featured BLR® Legal Editor Holly Jones, JD,’s take on why performance reviews have become so unpopular. Today, her practical advice on making your performance reviews more meaningful, plus we announce a timely webinar on HR’s biggest hassle—FMLA intermittent leave."
No Surprises, Please
One of the most cited problems with performance appraisals is the blow to morale and productivity in the time leading up to—and for months after—when the information is delivered. Why? Because employees don’t know what to expect and managers are reluctant to deliver bad news. But, to every extent possible, the contents of a performance appraisal should never be a surprise.
Pay for Performance
| Monday, January 27th, 2014
"The one thing we all know and love—performance appraisals, right? What else gets HR pros, supervisors, and employees alike more excited than the chance to discuss strengths and achievements, areas for improvement, and goals for the future?"
In today’s Advisor, BLR® Legal Editor Holly Jones, JD, outlines challenges of appraisal systems and offers tips for making them meaningful.
| Tuesday, January 7th, 2014
"Yesterday’s Advisor featured attorney Susan Fentin’s tips for managing employees with chronic health conditions. Today, how your managers’ compassionate impulses can lead to “regarded as” claims, plus an introduction to the audit guide that helps you find wage/hour problems before the feds do."
The Two Problems
Fentin, who is a partner in the Springfield, Massachusetts, law firm, Skoler, Abbott & Presser P.C., points out the two sometimes opposing desires of dealing with employees with chronic illnesses:
Supporting the employee with chronic illness, and
Managing the employee with the chronic illness.
| Monday, January 6th, 2014
"It might be HR’s toughest balancing act—how to manage your compassion for a chronically ill employee with your legitimate business concerns."
As an HR person, you care about people, says attorney Susan Fentin. Your impulse is to help; however, if the problem is driving the business down, you may not be able to help. You need to balance these sometimes-competing interests, and that’s not often easy.
What are the issues when an employee is chronically ill? Typically, says Fentin, we see:
| Wednesday, January 1st, 2014
"How many ways can untrained supervisors and managers—with the best of intentions—beg for a lawsuit? Sometimes it seems like a thousand, but we’ve distilled it down into 10 major sins you can talk to your supervisors about (and you might as well include your managers)."
Sin #1. Making Unlawful Preemployment Inquiries
That’s an interesting accent you have. Where were you born?
Do you have any children? If so, will you have any daycare problems?
By the way, we’re all about diversity here.
Inappropriate questions during interviews and other preemployment contacts are a primary source for claims of discrimination. The courts generally assume that if you asked a question, you intended to use the answer as a factor in your hiring decision. Therefore, any questions about or references to protected categories like sex, age, race, national origin, or religion can later be used against you in court in a discrimination claim.
| Tuesday, December 10th, 2013
"How can you go about building a relationship with the proverbial “tough nut to crack”? The thing to think about, says consultant Robin Schooling SPHR is, What is the need that I’m not meeting? Schooling’s company is Silver Zebras, LLC."
With difficult, loud people, ask, Why is he or she so difficult? Maybe my thought is that this person is insecure, so I change my behavior, things change for the better, and the other person takes the credit.
But there’s the beginning of a relationship.
Four Ts of Crucial Connections
To work on difficult relationships, Schooling recommends the four Ts.