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Business Management Daily has long been a premier online resource featuring the best, most-insightful articles and information on best-practices leadership, people management, human resources, employment law, administrative professionals, office management, office communication and office technology.

Our expert writers, editors, bloggers and contributors are seasoned veterans with years of practical experience. Their articles contain actionable, powerful proven tips that get results

News media interested in arranging an interview with one of our editors or seeking more information about any of our business newsletters, should contact media relations at editor@BusinessManagementDaily.com.

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If you’re in a management position and have direct reports, writing employee appraisals is an essential component of your job. But this process doesn’t have to be monotonous, ineffective or open your organization up to potential lawsuits. Learn how to compose brilliant, inspiring and action-oriented assessments that drive results! Business Management Daily highlights the top 5 ‘do’s’ and ‘don’ts’ for giving and writing effective performance appraisals.
Failing to effectively communicate with employees isn’t just bad for business. It can also create a work environment that’s ripe for legal trouble. Business Management Daily breaks down the top three most common errors that land companies in court, as well as preventative tips to help avoid such problems in the first place.
When employees request time off because of a health condition or to care for a family member’s health problem, companies, their HR staff and their managers need to know whether that leave could qualify under the Family and Medical Leave Act (FMLA).

Human Resource Alert: FMLA - Five Essentials Every Manager Needs To Know

When employees request time off because of a health condition or to care for a family member’s health problem, companies, it’s HR staff and managers need to know whether that leave could qualify under the Family and Medical Leave Act (FMLA).

 

March 7, 2012   

 

Falls Church, Va. —  When employees request time off because of a health condition or to care for a family member’s health problem, companies, it’s HR staff and managers need to know whether that leave could qualify under the Family and Medical Leave Act (FMLA).

 

According Business Management Daily Senior Web editor, Elizabeth hall, “The 1993 law allows qualified employees to take up to 12 weeks of unpaid leave each year for the birth or adoption of a child, to care for their own 'serious' health condition or to care for an immediate family member who has a 'serious' condition.”

 

Hall continues, “Employees don’t specifically need to cite the law or say they need “FMLA leave.” It’s your responsibility as the employer to identify leave requests that could qualify as job-protected FMLA leave. If you suspect a leave request could qualify, you should notify HR right away.”

 

What a company doesn’t know about the FMLA can hurt you. Here are five ‘must knows’ for every business:

1.    Which employees are eligible? To be eligible for unpaid leave, employees must have worked for their employer for at least 12 months and logged at least 1,250 hours of service (slightly more than 24 hours per week).

2.    How much leave is allowed? Eligible employees can take up to 12 weeks of unpaid, job-protected leave during a 12-month period. The law refers to unpaid leave; it doesn’t require paid leave during those 12 weeks.

3.    What’s an ‘illegal’ manager action? You can’t prohibit eligible employees from taking FMLA leave. Nor are you allowed to consider FMLA leave as a negative factor in any employment action, such as hiring, firing, promotion or discipline. You also can’t punish employees for complaining about a violation of the law. After FMLA leave is over, employees must be able to return to the same or an equivalent position with equal pay, benefits and perks. The new position must involve the same or substantially similar duties, responsibilities and authority as the pre-leave position.

4.    What reasons qualify for leave? Child care - To care for the employee’s child after birth, adoption or foster care. (Both women and men can take FMLA leave for birth and adoption.) Family illness - To care for the employee’s spouse, child or parent who has a “serious” health condition. Own illness - For the employee’s own “serious” condition that makes him or her unable to perform the job.

5.    What is considered a ‘serious’ health condition? The law defines a “serious condition” as one that requires in-patient hospital care or causes a three-day incapacity with continuing treatment by a health care provider. That can include heart attacks, most cancers, back conditions that require extensive therapy, strokes, spinal injuries, certain respiratory conditions, seve

Exempt vs. non-exempt: When must employers pay overtime.  This is a paramount question every employer should ask as it has been brought to light recently by a lawsuit against mega-retailer Target.

Join The HR Specialist (a Business Management Daily publication) in celebrating the third annual “HR Professionals Week,” a five-day tribute to all that human resources pros do to make American workplaces more effective and American businesses more successful.

Suffering from both information overload and work overload? Especially in a difficult economy many managers are asked to fill multiple job roles. Office Manager Today is a new business resource for busy professionals who need trustworthy, reliable office management advice—but don't have all day to find it. Publisher Phillip Ash says the new publication and its website provide "essential topics under one umbrella" for those involved in office management.
In a down economy, many workers find their positions turned into “stretch jobs.” They handle greater responsibilities—like managing budgets of combined departments and supervising more employees—but they haven’t received training to manage more tasks. “Stretch jobs challenge people to grow by providing opportunities that stretch their thinking and behavior. But it’s counter-productive to stretch employees to the breaking point..."
Most managers have heard HR's mantra:  “Document, document, document.”  But that doesn’t mean they have been taught how to keep records of important hiring and disciplinary conversations.  “If you’re ever hauled into court to testify in a lawsuit against your organization, what you say, and how you say it, can sink your defense—or help you win,” says Patrick DiDomenico founding editor of The HR Specialist. “And more than your credibility may be on trial; you could even be held personally liable for some discriminatory acts.”
Even among the employed, stressful economic times make for stressed-out workers. Layoffs often mean a lot more work for the remaining workers. Even the fear of layoffs can keep workers from focusing. And high unemployment rates mean fewer options to ‘job hop,’ so many unhappy workers are simply staying put. The result can be workplace negativity that insidiously harms productivity. The editor of The HR Specialist recommends six ways managers can nip negativity in the bud and earn back trust from employees:
LEAP brings together the nation’s top employment law experts with HR professionals, in-house attorneys, directors and managers from the public and private sectors, business owners, financial officers and others with a keen interest in employment law. (Visit www.LEAP-2012.com for details.) LEAP is different from most stand-alone business conferences in that it provides systematic follow-up for all attendees via the HR Specialist: Employment Law newsletter and the HR Specialist: Premium Plus Online service.
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