FLSA: Overtime

The FLSA does not require that overtime be paid for hours worked in excess of 8 hours per day or on weekends or holidays. However, states are permitted to provide workers greater overtime protections than those offered by FLSA. Download Your Free Report on Overtime
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The 14 Qualities of Great Leaders—How Many Do You Have?

"In today’s Advisor, business and leadership blogger Dan Oswald offers his thoughts on qualities of great leaders. (Oswald, CEO of BLR® offers these thoughts weekly in The Oswald Letter.)"

Marvin Bower joined McKinsey & Company in 1933 and served as the management consulting firm’s managing partner from 1950 to 1967. In 1997, he published a book titled The Will to Lead: Running a Business with a Network of Leaders, in which he shares his perspectives on leadership.


Boomers Won’t Retire; My HIPOs Are Antsy

"The Boomers aren’t retiring and the HIPOs (high potentials) below them on the career ladder are starting to wonder when, if ever, they’ll get to move up. What’s to be done?"

Although the economy is slowly on the mend, it’s still noticeable that many employees near or past traditional retirement age have opted to stay working longer. Often, this is to bolster a nest egg that took a hit during the recession. Sometimes, it’s because they don’t feel the desire to leave the workforce just yet, and would rather be productive in a job. Some feel their job is what gives them status. Some are frightened by the prospect of retiring. No matter the reason, there are ripple effects throughout the organization.


Key Factors in Determining Salary Increases

"Yesterday’s Advisor told how to deal with red circles; today, determining salary increases plus an introduction to the all-things-compensation-in-one-place website, Compensation.BLR.com®."

Once you’ve got a salary increase matrix (see below), determining increases should be simple—but it’s not.

Several approaches are commonly used for determining salary increases.

  • Performance/merit systems are the most common.
  • Across-the-board or general increases are often tied to increases in the cost-of-living index.
  • For unionized employees, the collective bargaining agreement will include a negotiated provision for wage increases that usually includes a fixed general annual increase that may be combined in some instances with merit provisions and cost-of-living escalators that add to the across-the-board increase when the cost-of-living index goes up more than a predetermined amount.
  • Many employers utilize a grid system with low, middle, and high ranges to determine what an employee’s wage should be based on job performance and current salary.


Compensation 101—The Basics

"What is a compensation administration program? A formal compensation administration program is the basic management tool for ensuring that:"

  • Employees are satisfied.
  • Both internal and external equity are maintained.
  • Control is maintained over compensation costs.

For a review of basic compensation program principles, we turned to Compensation.BLR.com®.


6 Reasons to Conduct an Employee Engagement Survey

"Yesterday’s Advisor featured consultant Allan Benowitz on why you shouldn’t measure satisfaction. Today, the do’s and don’ts of engagement surveys, plus an introduction to the all-things-compensation-in-one-place website, Compensation.BLR.com."

Benowitz, who is the vice president of Growth and Development at The Employee Engagement Group, offered his expert tips on engagement surveys in a recent webcast offered by BLR.

Six Reasons to Conduct an Employee Engagement Survey

  1. Demonstrate your concern about employee issues.
  2. Find out what’s stressing your workforce (gives you an opportunity to act).
  3. Involve employees in getting the company through the recession. (How do we save? Process improvements, customer service improvements, etc.)
  4. Retain your best employees.
  5. Develop your future strategy (learn useful things to help in introducing changes, gain new ideas).
  6. Better your bottom line. (Surveying, involving, and engaging your employees are  much cheaper than replacing your best people.)


Stop Measuring Satisfaction—Start Focusing on Engagement

"For long-term talent retention, forget surveying satisfaction, says consultant Allan Benowitz, and focus on engagement. Satisfaction is about giving things to employees, he adds, while engagement is about employees giving back."

Benowitz, who is the vice president of Growth and Development at The Employee Engagement Group, offered his expert tips on engagement surveys in a recent webcast offered by BLR.

Engagement is about mutual commitment, says Benowitz. Companies help employees reach their potential and employees help their companies perform better. This combination results in engagement—“the capture of discretionary effort.”


Surveillance and Secrets—Managing Social Media Risks

"Yesterday’s Advisor covered the first two S’s of social media management, Search and Speech; today, surveillance and secrets, plus an introduction to Compensation.BLR.com."

[Go here for S’s 1 and 2]

S #3. Surveillance or “Snooping”

What’s the Risk?

When you monitor employee’s social media activity, you run two risks, says Yip:


Four S’s of Social Media Risk

"Social media is part of the cultural fabric these days, says attorney Elijah Yip, but that doesn’t mean there aren’t risks when employers use it or try to limit employees’ use of it."

The 4 S’s of Social Media Risk

Yip, who is litigation partner at the Honolulu office of law firm Cades Schutte LLP, offered his four S’s at the Advanced Employment Issues Symposium held recently in Las Vegas.

S #1. Searches

What’s the Risk?

The biggest risk in searches is that you might learn information that you don’t want, for example, information about race, national origin, or health or genetic information.


10 Most Common Errors in Performance Rating

"Yesterday’s Advisor featured Attorney Tom Makris and Consultant Rhoma Young’s practical, real-world tips for improving performance management. Today, Consultant Sharon Armstrong details the 10 most common rating errors, plus we introduce the all-things-compensation-in-one-place website, Compensation.BLR.com."

Pay for performance is the order of the day, but you can’t have pay for performance if you can’t measure performance in a meaningful way.

Unfortunately,  there are significant pitfalls to avoid when conducting your performance reviews. In today’s Advisor, we’ll get tips from expert Armstrong on how to make performance appraisals more meaningful for the company, the manager, and the employee.


Performance Management: Do’s and Don’ts in the Real World

"Performance appraisals may be time-consuming and one of management’s least-liked tasks, but they are worth the effort from a legal and an HR perspective, says Attorney Tom Makris."

Makris, senior counsel at Pillsbury Winthrop Shaw Pittman, and Rhoma Young, of the HR consulting firm Rhoma Young & Associates, offered tips for ensuring that performance appraisals are used legally and effectively. Their suggestions came in a recent BLR®/HR Hero® audio conference.

From a legal perspective, performance appraisals are important because they can help defend an employer against accusations of discrimination or retaliation. Performance appraisals give employees feedback so they understand the motivation behind adverse actions, Makris said. Therefore, employees are more likely to feel the employer is treating them fairly.


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