If there’s one thing I’m sure you enjoy as a small business owner or manager, it’s keeping up with changes in Washington and the impact it has on your business and your ability to hire new employees. Don’t worry, Jumpstart;HR, LLC has you covered with the latest update you need to know.
On July 17, 2017, The USCIS (U.S. Citizenship and Immigration Services) released the new Form I-9, replacing the current version that expires on September 17, 2017. Not sure if you’re using the most recent, or second-most recent, document? Skip the worry and download the latest version by clicking the link below:
There are many reasons why small businesses suffer financial setbacks, but a big one is HR non-compliance when completing paperwork (see the video below). You can ensure you’re on the right path of compliance by constantly reviewing your forms and deleting old, expired on-boarding and new hire forms. This includes tax documents, employment verification documents, and other statutory forms specific to your state.
At Jumpstart:HR, LLC, we’re passionate about keeping your business in business and helping you grow. Be sure to subscribe to our newsletter so you can be kept in the loop about changes in legislation and HR best practices.
What is Form I-9?:
Form I-9 is used for verifying the identity and employment authorization of individuals hired for employment in the United States. All U.S. employers must ensure proper completion of Form I-9 for each individual they hire for employment in the United States. This includes citizens and non-citizens. Source: https://www.uscis.gov/i-9
Need help with HR Compliance and on-boarding employees at your organization?
An excerpt from a recent Expert HR leader interview of Jumpstart:HR CEO Joey V. Price:
What are some of the recent compliance issues that are causing small businesses to alter their HR practices and procedures?
The false-start on overtime compliance regulation changes, potential minimum wage hikes, and the national conversation on immigration reform have small business HR experts on the edge of our seats trying to strategize for what comes next.
The false-start around overtime compliance caused a ton of headaches since employers invested time and resources into telling staff members about drastic federal policy changes that ultimately never happened – and it made companies evaluate their business practices. Those business practices that were impacted by the threat of overtime rule changes include: employee scheduling, accessing email while off-the-clock, greater emphasis on ROI from a 40-hour workweek, and job misclassification for employees in roles such as administrative assistant and non-managerial corporate employees.
Minimum wage hikes will cause employers to adjust pay scales from the ground up. Some retail and fast food companies are moving towards chatbots and artificial intelligence to manage customer order taking/tracking and reduce labor related expenses. Immigration reform is a huge agenda item for our current president. It’s resulted in a cutback on corporate travel for foreign-born and naturalized citizens, a push for unity and stronger corporate D&I stances, and a look at hiring practices for STEM careers (positions often dominated in the H-1B visa application process). It will be interesting to see how each of these challenges plays out because they all represent external forces that impact the way small businesses conduct themselves.
If a startup business owner were to say to you, “I don’t need to worry about workforce planning for the future. I’ll just hire on more people as I need them,” how might you respond?
I’d simply tell them about the old saying “failure to plan is a plan to fail!” You have to visualize and plan for what a successful organization looks like, or you’ll be driven to change based on the flavor or fire of the day.
Practically speaking, workforce planning while in the startup phase is the best thing you can do to chart a course for where you want a company to be and what values you want it to reflect. This is critical because it allows you to have clarity regarding the right person to attract to your organization and how to support them once they arrive.
An excerpt from a recent Expert HR leader interview of Jumpstart:HR CEO Joey V. Price:
What are some of the recent compliance issues that are causing small businesses to alter their HR practices and procedures? The false-start on overtime compliance regulation changes, potential minimum wage hikes, and the national conversation on immigration reform have small business HR experts on the edge of our seats trying to strategize for what comes next.
Workers tend to disengage under bad bosses, losing motivation to complete work and build rapport with their supervisor. The Gallup Management Journal’s semi-annual Employee Engagement Index reports that 54% of employees are not engaged, and 17% are actively disengaged at work and only 29% are actively engaged. Also, turnover increases under bad bosses.
The top three reasons why employees leave work are (in order):
Lack of career growth
All factors that are in some way, shape or form influenced by direct supervisors.
Disengaged workers affect the bottom line. A 2006 Gallup Management Journal study found that 15% of U.S. Workers are “Actively Disengaged,” costing the U.S. Economy $328 billion.
Bad bosses fail to stimulate their workers and it can tremendously affect potential organizational gains.
Do you know of a bad boss? Have you been affected by one? Let us know!
Corporate culture is an organizational mindset that is present in every facet of business operation. It is characterized by the level of communication between management and staff. The staff will typically go all-out to meet or go beyond the standard once they are told about the company’s corporate culture. This is most evident in businesses that offer workers the opportunity to share in the rewards of company success, via additional benefits or profit sharing.
Your company’s corporate culture is an intangible asset that you can use to generate a competitive strategic advantage to distinguish it from other firms and to improve performance. It has a significant function in the development of your company’s reputation. A 2004 study proved that culture works together with communication and the relationship companies have with their staff to predict how the outside world views a particular company.
A detailed corporate culture analysis usually calls for profound understanding of the core values of the company. It won’t completely explain the idiosyncrasies of individual units, groups, and workers, but it usually will reveal practices and values that are common among most employees. The overarching objective is to find out how and why things are done in a particular organization.
A company with strong culture has employees who respond to incentives because they are aligned to the values of the organization. On the other hand, the employees of a company with weak culture are usually not aligned with the values of the organization and you can only control their work and behavior through extensive procedures and red tape. Studies have shown that companies promoting strong cultures usually have clear values that give workers a reason to fall in line with the culture.
Your prospective customers’ corporate culture is also important: a lack of understanding and alignment with your clients’ culture could be a key setback to achieving the results that each party wants. You need to know whether the companies you’re doing business with will micromanage your projects, or whether they prefer free thinkers or envelope-pushing talent.
Most culture changes don’t succeed because organizations don’t turn their vision and values into daily behavior. Organizations get over-involved in the activity of training and improvement teams, but see little impact from them due to lack of focus. Your staff needs to know how the company’s vision will be attained, and this “how” is contingent on the values of the organization.
You can change your corporate culture for the better … or you can live with it. Many executives are taking a closer look at the internal mechanism of their businesses – their values, attitudes and main concerns – to see if they can fit into the new American business setting of reengineering, downsizing, acquisitions and a crowd of other pressures causing havoc on the morale of your staff.
One of the big mistakes in this fast changing environment is the theory that corporate culture is consistent and resilient. Jumpstart:HR uses very refined and specific tools that will give you quantitative and qualitative information, which will result in total understanding of your company and its resources and how to use them effectively and successfully.
We’re almost a quarter of the way into the year 2012 but it seems like only yesterday we were counting down the seconds until the New Year and lining up our goals for 2012 and beyond. Individually we made goals to lose weight or join more clubs and corporately we made goals to retain more professionals, get more bang for our buck in our corporate overhead and more.
If you’re like most people, you wrote your goals down or at least kept a mental note of them…
…but just how good can our goals be if we’re not measuring them? Is HR afraid of the scale?
Metrics, metrics, metrics. One of my favorite roles in HR Consulting is establishing and tracking HR Metrics. Measurements used to determine the value and effectiveness of HR strategies. Typically includes such items as cost per hire, turnover rates/costs, training and human capital ROI, labor /productivity rates and costs, benefit costs per employee, etc.
Metrics are the foundation for growth. If you don’t know where you are, how will you know what it takes to get where you are going? If you are driving from your town to the next major city, that experience is full of metrics. You’re measuring the time and distance that it takes with your GPS. You’re looking at your gas tank to see if you have enough gas. And you’re even probably going to take a bathroom break to make sure you don’t have to “go” before you get to your destination! Why is Business any different? We make goals but do not take inventory of statistical data that helps give us a clear picture of where we stand and what it takes to get where we want to be.
Fighting monsters in the dark. What happens when you drive for growth but do not take into account the metrics surrounding the move? It’s like boxing in the dark. Sure you may be able to identify some key general areas that will always improve as a result of changes but you can hardly know how effective your decisions are and that can be a time and financial drain. The best planning involves calculated investments of time and resources into the areas that matter most. Metrics help in this a great deal.
What are some common HR Metric formulas?:
# days absent in month ÷ (average # of employees during a month x # of workdays)
Benefit or program costs per employee
total cost of employee benefit/program ÷ total # of employees
percent of employees engaged or satisfied overall or with a given aspect of the workplace
Percent of performance goals met or exceeded
# of performance goals met or exceeded ÷ total # of performance goals
Percent receiving performance rating
# of employees rated under a given score or rating on their performance evaluation ÷ total # of employees
Revenue per employee
revenue ÷ total # of employees
Return on investment (ROI)
(total benefit – total costs) x 100
Time to fill (average)
total days taken to fill a job ÷ number hired
sum of total training hours ÷ total # of employees
average # of years of service at the organization across all employees
# of employees exiting the job during 12 month period ÷ average actual # of employees during the same period
total costs of separation + vacancy + replacement + training
total number of employees utilizing a program/service/benefit ÷ total number of employees eligible to utilize a program/service/benefit
Workers’ compensation cost per employee
total workers compensation cost for year ÷ average number of employees
Workers’ compensation incident rate
(number of injuries and/or illnesses per 100 full-time employees ∕ total hours worked by all employees during the calendar year) x 200,000
percentage of applicants from a recruitment source that make it to the next stage of the selection process
Leadership Takeaway: Metrics are not to be used as a tool for micro-management but they are a tool to be used for effective leadership and guidance. Jumpstart:HR offers a unique year-long HR Outsourcing/Advising service to it’s costumers that allows us to chart metrics and for your organization and recommend growth strategies that are both measurable and cost-effective.
Human Resources Takeaway: HR is constantly asking to prove itself by the value added contributions that it brings to an organization. If you’re having trouble communicating your value to Senior Officials then it may be time to consider Jumpstart:HR as a trusted Strategic Partner. Work with us to define your specific HR goals and manage them in a long-term plan.
Professional Development: Dead-end jobs are found in organizations that don’t track metrics that a relevant to your career growth and development. When interviewing for a position, ask what kind of tools the organization uses to track staffing and career development. If your organization doesn’t do such things then it may be time to hire your own personal HR Department. Jumpstart:HR offers personal career development coaching sessions to help you get the most out of your career.