President Obama’s picks to fill vacancies on the National Labor Relations Board face stiff opposition from some Republican senators who continue to object to controversial “recess appointments” that occurred in 2012.
Bonuses are back, according to research conducted by the Hay Group. But with a pragmatic nod to today’s austere business environment, employers are taking a hard look at why they’re dishing out variable pay, what they want it to accomplish and how they decide who gets how much.
More employers are turning to high-deductible health insurance plans. But don’t automatically assume that they’ll cut your organization’s costs.
Wage-and-hour litigation is the fastest-growing employment law threat employers face, according to a study by the Crowell & Moring law firm. It costs an average of $5.8 million to settle a wage-and-hour case, largely because so many are class-action lawsuits.
Employers plan to spend an average of $521 per employee on wellness incentives this year, according to a survey by the National Business Group on Health. That’s 13% more than in 2011, and double the $260 average reported in 2009.
The DOL’s FY2014 budget request reveals plans to greatly step up enforcement of the FLSA, the FMLA and workplace safety laws—and a looming crackdown on independent contractor misclassification.
When managers interview job candidates, it’s nearly impossible to get a good reading of a person’s moral compass. Here are some effective “situational” or “behavioral” questions and scenarios managers can pose.
Thomas Perez, the Obama administration’s pick to become Secretary of Labor, can expect tough questions from Republican senators when he sits down for confirmation hearings on April 18.
Supervisors in your organization probably know it’s illegal to discriminate based on race, age, sex, religion or disability. But apparently far fewer realize those same federal laws also make it illegal to retaliate against people for voicing complaints about such discrimination.
Promoting from within can save recruiting costs and staff time if you choose the right employees. But internal hires often go wrong for one simple reason: HR and managers assume they know the candidate.