10 Employment Laws that Supervisors Need to Know

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10 Employment Laws that Supervisors Need to Know

Supervisors and managers have a shared responsibility with HR in making sure that their interactions and relations with employees are compliant with federal and state employment laws. Here are ten (10) of the most important employment laws that supervisors need to be aware of and the major responsibilities that supervisors typically are responsible for in ensuring compliance.

1. Title VII of the Civil Rights Act

Purpose:

To prohibit job discrimination in the workplace

Overview:

Title VII of the Civil Rights Act covers an employer who has fifteen (15) or more employees and prohibits discrimination against any individual on the bases of race, religion, color, sex (including pregnancy and gender identity), sexual orientation, parental status, national origin, age, disability, family medical history or genetic information, political affiliation, military service, or any other non-merit based factor. The law also protects individuals from harassment in the workplace.

Supervisor Responsibilities:  

Supervisors must treat all employees and applicants consistently and equally, without regard to their race, color, religion, gender, national origin or any other characteristics that are protected under law. Supervisors are not to base any employment decisions on these protected characteristics, cannot deny opportunities to an individual because of their characteristics, and cannot retaliate against an employee. Supervisors are to treat all employees respectfully and avoid unwanted/unwelcomed behavior that constitutes harassment.
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Health Care Exchanges Launched Oct. 1

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Health Care Exchanges Launched October 1; Government Shutdown Doesn’t Stop Implementation

October 1, marked the launch of the federal and state health insurance exchanges under the Patient Protection and Affordable Care Act (ACA). The exchanges are now live for individuals. Employers should be aware of the following important updates:

  1. The government shutdown is not affecting the launch of the health insurance exchanges.
  2. The Small Business Health Options Program (SHOP) will be delayed until November.
  3. The effective date of coverage will be January 1, 2014 for those small business employers (with fewer than 50 employees) and employees who enroll in the exchanges by December 15th, however, small business employers and employees can enroll in the exchanges by March 31st to receive coverage in 2014.
  4. Organizations subject to the Fair Labor Standards Act (FLSA) were required to provide all employees notices describing the health care exchanges by today, October 1, however the Department of Labor (DOL) said that no penalty will be imposed on employers that fail to provide exchange notices to employees.
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5 Questions to Evaluate Your Performance Review Process

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5 Questions to Evaluate Your Performance Review Process

Performance management is often a challenging area for employers, and many organizations never think they are doing it as effectively as they could be. The truth is that most aren't. Performance management is a lagging area at many organizations, but nonetheless, it's a vital process that should be continuously improved upon in the workplace.

With end-of-year reviews approaching, here are five questions to consider when evaluating whether your performance management process needs a tune-up.
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Integrating Incentive Pay into Your Performance Management Process

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When structuring an effective Performance Management process at any organization, including some type of incentive to help drive performance is a key step. Particularly in recent years, large financial incentives are not always feasible, nor are they always found to be the most impactful driver for incentivizing employees. Nonetheless, a consistently strong majority of organizations both across the region and nationally, tie pay to performance either directly or indirectly.

For a closer look at how organizations in Northeast Ohio are implementing these financially based incentives, we turn to the 2013 ERC Pay Adjustment & Incentive Practices Survey.

Types of Incentives

Annual bonus plans remain the most common type of incentive pay, with individual incentives and profit-sharing filling the second spot, depending upon the employee group being compensated. Other less common incentives reported include, longevity service awards, retirement-based profit sharing, and executive performance bonus plans for select executive level positions.
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7 Proven Ways to Attract & Retain The Next Generation

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At the 2013 NorthCoast 99 event, Craig Keilburger, activist for the rights of children and cofounder of the Free the Children charity and Me to We social enterprise, touched on the importance of social responsibility in attracting the younger generations of talent, namely Millennials (otherwise referred to as Gen Y).

Lately, the workplace is buzzing about this generation in terms of how to best attract, retain, and develop them and how they will impact the future of our organizations. Fortunately, many employers of choice are already leading the way. Here are seven (7) proven ways employers can attract and retain this generation.
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Leading by Example: Helping Your Employees Build Your Community

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As 2013's NorthCoast 99 program clearly indicated, building great workplaces in Northeast Ohio is closely tied to building great communities. Among the NorthCoast winners, community service or other volunteerism opportunities was nearly universal, but even among the general population of employers in the region, there is a strong commitment to service in the surrounding community.

According to the 2013 ERC Sustainability & Social Responsibility Survey, 81% of organizations participate in at least one or more community involvement efforts. In terms of the specific social responsibility efforts reported, as the figure below indicate, employers most commonly offer monetary donations/ charitable giving, participate in walks/races or help with food drives.
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Getting in Your Fruits and Vegetables

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Americans are still not consuming the daily recommended five servings of fruits and vegetables needed for a healthy diet. In fact, according to a 2013 study by the Center for Chronic Disease Prevention and Health Promotion, Americans consume only 1.1 servings of fruits per day and 1.6 servings of vegetables per day.

The 2010 Dietary Guidelines for Americans recommends all Americans strive to eat more fruits and vegetables. Increasing your fruits and vegetables intake may be possible with some planning and effort. Try some of the following suggestions:
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2013/2014 Salary & Benefits Planning & Budgeting Guide

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We’ve compiled a brief compensation and benefits planning and budgeting guide to help your organization make important pay, health care, and benefits decisions this fall and into 2014. The guide summarizes the latest and most important trends we’re seeing related to administering compensation, health care, and benefits, which affect your organization as it plans for 2014.

Employers project 2.9%-3.0% pay increases for 2013/2014.

Salary budget planning surveys for 2013/2014 consistently report average actual pay increases of about 2.9% for 2013 and project pay increases of 2.9%-3.0% for 2014 for most levels of employees, in line with increases of last year. A breakdown of the projections from these surveys is summarized below.
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4 Important Guidelines for Giving Pay Increases

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4 Important Guidelines for Giving Pay Increases

Pay increases are an important part of a compensation system as they aim to reward employees based on their performance achievements, but your organization should make sure you follow these four important guidelines when administering pay increases.

1. Base pay increases on your performance management and goal setting processes.

Pay increase practices should be aligned with not only your organizational culture and best practices for your organizational size and industry, but they also should align with your organization's performance management and goal setting processes to make sure that variations in employee performance are measured accurately and fairly rewarded.
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Northeast Ohio Keeping Up with National Pay Adjustment Trends

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The 2013-2014 ERC Wage & Salary Adjustment survey results found an average projected pay adjustment of 2.9%- basically more of the same from 2013. The results from this local survey of Northeast Ohio employers are very much in line with national reports from organizations such as Hay Group and WorldatWork which repeatedly indicate that employers are hovering right around the 3.0% mark, much as they have for that past several years.

One bright spot here in Northeast Ohio is that out of the 139 participating employers only 7 indicated they are not giving any pay increases to their employees or a full 95% of employers that are providing increases in 2013. 2014’s numbers are shaping up similarly, with only 6 out of the 139 employers projecting that they will not give increases, again that’s 96% projecting increases for 2014.

As the chart below illustrates, in terms of the overall percent of employers providing increases, 2013 and 2014 (projected) have finally met and even exceeded the pre-recession levels. Seeing these adjustments continue to expand across the region’s employers is a positive sign for the region’s business community and in theory means these increases (even if small) are reaching a larger proportion of the total workforce as a result.
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