Employee Benefits Program
A strong employee benefits program – including low-cost employee incentives, employee recognition programs, and employee appreciation programs – can help you improve morale and retention.
We provide employee appreciation day ideas, help you with employee retention strategies and employee benefits management
When a union asks an employer for the names and contact information of employees who do not belong to the union, employers must first inform the employees of the request and give them an opportunity to object, according to a recent California Court of Appeal decision.
A female firefighter in Highland Village has filed a lawsuit accusing the municipality of sexual harassment and retaliation following her firing in November 2008, after she filed internal and state complaints.
Q. We are a small company with only 12 employees. We are under the impression that our employees do not have rights under the Consolidated Omnibus Budget Reconciliation Act (COBRA) since it applies to larger employers. Are we correct?
If a star employee has ever surprised you during an exit interview by saying she had been dissatisfied with her job for a long time, you’re not alone. It’s common to find a vast divergence between employee satisfaction and management’s take on the situation. Managers frequently make five big mistakes that can send your valued employees packing. Luckily, they’re easy to fix.
This year's 1040 tax return package includes the following new entries on Schedule A, Itemized deductions; Schedule B, Interest and ordinary dividends; Schedule C, Profit or loss from business; Schedule E, Supplemental income and loss; and Schedule SE, Self-employment tax:
The biggest trend in employee compensation is pay-for-performance. In many organizations, less employee pay is fixed; more is contingent on performance. In reality, too few managers do what’s necessary to make pay-for-performance work. Solution: Teach the employees to “manage the boss.”
Employees rate the current performance of their immediate supervisor higher than the performance of their organization’s CEO, according to an annual employee engagement survey by APCO Worldwide consulting firm.
In late 2010 the EEOC produced regulations on the Genetic Information Nondiscrimination Act (GINA). The regulations provide employers with specific guidance concerning what information they may gather about their employees, how GINA interacts with the FMLA medical certification process and how any genetic information the employer obtains is to be treated.
Disabled employees sometimes think they can use their medical conditions to get away with misbehavior. That’s simply not true. Employers can and should punish behavior that is disruptive, wrong or breaks company rules, even if that behavior may be tangentially related to a disability of some sort.
To help you better understand your obligations under the Genetic Information Nondiscrimination Act of 2008 (GINA), we’ve assembled these resources: