Compensation Systems Explained: Essentials of Creating Pay Structures

In this training program, participants will understand the fundamental concepts of creating a compensation system. They will receive information on the concepts of: compensation policy, internal and external equity, ranges, grades, position analysis, job evaluation systems, and point factor systems, benchmark positions, using market analysis to establish pay ranges and midpoints, options for movement through salary ranges, and calculating compa-ratios. Sample pay grade with variable ranges will also be discussed in the session.

Best practices relating to base salary is a fixed amount of money paid to an employee by an employer in return for work performed. Understand why developing a company philosophy on base salary structure is important and discusses how managers can work with different approaches for their company. The two usual approaches for base salary structure creation are identified (pay for the job and pay for the person) and explained. Readers are then introduced to the concepts of broadband and salary ranges. How broadband and salary ranges function and why they are vital in the creation of a base salary structure. Readers are also taught the practical issues surrounding base pay structure from the four perspectives: people, economic, risk, and operational.

Less than half the companies with fewer than 100 employees have formal salary structures and only 70% of all U.S. companies have such structures. Yet almost all companies report that they have hard-to-recruit positions and they are vulnerable to loosing top talent. Having a competitive well-designed compensation system has long been a corner stone of employee recruitment and retention and regardless of the economy, it is critical to have a competitive compensation structure that fulfils your company's goals. This webinar will give you the tools to get started in developing a base pay plan or tune up your current plan. It will present a broad overview of the philosophy and application of compensation systems.

Here are ten steps to develop a salary structure for your organization, with some special considerations for international developing markets:

• Establish your compensation philosophy

• Gather market data

• Identify benchmark jobs

• Measure your market position

• Calculate the compa-ratio

• Check your budget

• Start allocating

• Final adjustments

• Management approval

• Communicate

Register yourself for this brainstorming session Now- Compensation Systems Explained: Essentials of Creating Pay Structures

Document Retention and Destruction What Human Resource Professionals Must Know

This topic will help you learn the legal requirements for document management policies and understand how to implement the practical considerations unique to their respective companies. Best practices will be emphasized, especially litigation avoidance and satisfying legal requirements.

Make sure you are in full compliance with your current document retention and destruction policies. Many employers lack a document management policy altogether, resulting in inconsistent document retention and destruction a sure fire path to litigation and spoliation claims and little to no reliable protection for confidential information. Another substantial number of employers rely on generic policies whose sources are unknown, are from a different industry, or rely on a different state’s laws, just to cite a few of a myriad of problems with generic policies. The enormity of creating a model policy unique to a specific employer creates a psychological barrier that hinders the development and implementation of a much needed document management policy.

Importance of Document Retention and Destruction

Record retention in the past was a mundane affair. File cabinets stuffed with paper served the purpose best. Today, new forms of information and communication storage as well as data retrieval systems are more prevalent than ever before.

Some of the major accounting firms have had bad publicity in the press for questionable record keeping and handling. Many other companies have shut down operations for the same reason. Records today are subjected to greater monitoring and regulation. However, appropriate record maintenance is necessary not only in the context of law but also from the perspective of efficient business functioning. 

The most critical thing to address in context of records is their safe maintenance. Lost records lead to loss in tax advantages, business opportunities, and time. In addition, businesses that do not keep their records safe may face difficulties in situations like hacker attack and fire breakout when recovery may be impossible.

Role of Human Resource Professionals

The key to document retention is the extensive training to human resource professionals in managing, organizing, and retaining key business information and records. The human resource professionals can make the right policies and put them in place for appropriate management of records. However, each and every employee must be guided by these policies with the adequate sense of responsibility towards safe record keeping.

Document Retention and Destruction: The Right Way

Document disposal is as important as its retention. It must be done in a right way. Business must know which records are to be retained and figure out the least time for which they must be retained. The trend is growing towards retaining documents for a longer time than it used to be in the past.

There are some records like corporate governance, minutes, bylaws, and shareholder agreements that must be permanently maintained and their copies must be with the business attorneys. There are other records like leases and agreements that must be kept safe at least until ten years after their expiry. However, intellectual property documents must be retained forever. The same goes for insurance policies since past claims can create issues many years later.

Click the link for more info or Register now- DocumentRetention and Destruction What Human Resource Professionals Must Know

Preparing a Proactive Root Cause Analysis with the Ishikawa Fishbone Tool

How to Use theFishbone Tool for Root Cause Analysis

Root cause analysis is a structured team process that assists in identifying underlying factors or causes of an adverse event or near-miss. Understanding the contributing factors or causes of a system failure can help develop actions that sustain the correction.

A cause and effect diagram, often called a “fishbone” diagram, can help in brainstorming to identify possible causes of a problem and in sorting ideas into useful categories. A fishbone diagram is a visual way to look at cause and effect. It is a more structured approach than some other tools available for brainstorming causes of a problem (e.g., the Five Whys tool). The problem or effect is displayed at the head or mouth of the fish. Possible contributing causes are listed on the smaller “bones” under various cause categories. A fishbone diagram can be helpful in identifying possible causes for a problem that might not otherwise be considered by directing the team to look at the categories and think of alternative causes. Include team members who have personal knowledge of the processes and systems involved in the problem or event to be investigated.

The Ishikawa Fishbone Diagram (IFD) is one of seven powerful Quality Management Tools (1. IFD, 2. Check Sheet, 3. Control Chart, 4. Histogram, 5. Pareto Chart, 6. Scatter Diagram, 7. Stratification - flow or run chart) that is typically used to solve problems within organizations. In this webinar, you will learn how to apply IFD’s to capture potential problems before they affect cost, quality, schedule, and customer satisfaction.

Fishbone Diagram Procedure

1) Agree on a problem statement (effect). Write it at the center right of the flipchart or whiteboard. Draw a box around it and draw a horizontal arrow running to it.

2) Identify the major factors and draw four or more branches off the large arrow to represent main categories of potential causes.

Service Industries (The 4 Ps):

•        Policies
•        Procedures
•        People
•        Plant/Technology

Manufacturing Industries (The 6 Ms):

•        Machines
•        Methods
•        Materials
•        Measurements
•        Mother Nature(Environment)
•        Manpower (People)

3) Brainstorm all the possible causes of the problem. Ask: “Why does this happen?” As each idea is given, the facilitator writes it as a branch from the appropriate category. Causes can be written in several places if they relate to several categories.

4) Again ask “why does this happen?” about each cause. Write sub–causes branching off the causes. Continue to ask “Why?” and generate deeper levels of causes. Layers of branches indicate causal relationships.

Why-Why Analysis (The 5 Whys):

It is a method of questioning that leads to the identification of the root cause(s) of a problem. A why-why is conducted to identify solutions to a problem that address it’s root cause(s), rather than taking actions that are merely band-aids, a why-why helps to identify how to really prevent the issue from happening again.

5) Analyze the diagram. By this stage there should be a diagram showing all the possible causes of your problem.

Register yourself for this brainstorming session now and get special group discounts on registration- Preparing a Proactive Root Cause Analysis withthe Ishikawa Fishbone Tool

Teaching your Front-line How to Ask BSA Questions?

Guidance to Front-Line Staff on How to Ask BSA Questions

Learn the responsibilities of front-line staff on how to respond for BSA questions. Register for the live webinar today.

Teaching your front line how to ask BSA question? This Bank Secrecy Act training will explain how to train your front line staff to ask BSA questions. It will cover Currency Transaction Report (CTR), Monetary Instrument Log (MIL) and Suspicious Activity Report (SAR) scenarios and questions and much more.

Front-line employees are your first line of defense against money laundering. But in too many cases they’re near the back of the line with regard to training. This webinar brings together experts who share practical tips and strategies for bringing compliance concepts down to the rank-and-file, protecting your institution in the process.

Learning Objectives:

• Establishing compliance training programs for new hires
• Creating ongoing education programs and performance metrics
• Developing independent testing of training effectiveness

Front-line Fundamentals of this fast-paced webinar is all about expertise and performance. Focusing on the key issues the front-line must manage effectively every day, Front-line Fundamentals, will heighten awareness, teach techniques and provide information concerning selling, service delivery and compliance follow-through.

You will learn how to stay alert for money laundering scams, understand the critical pieces to REG CC and BSA for the front-line, turn a complaint into an opportunity, manage difficult questions and people like a pro, convey in customer-friendly language the why’s and how’s associated with policies and regulations, quickly identify what products/services are a good match for your customer, improve your persuasion skills, master the art of referrals and do your part to increase investments, deposits and loans, increase your cross-selling ratios and tie the customer to your bank.

For more details please visit us at: Teaching your Front-line How to Ask BSA Questions?

New Guidelines from the EEOC in Handling Harassment Claims

New EEOC Focus on Harassment Claims

Dealing with sexual harassment claims is one of the most daunting tasks employers face.  It is even more daunting when the employer has to address those who are responsible for the company being in existence – its customers.  Now, the Equal Employment Opportunity Commission has recently issued new guidelines that set forth new ways in which the EEOC will investigate sexual harassment claims. Join expert Susan Desmond who will give a complete overview on The New EEOC focus on Harassment Claims and how to handle harassment charges.

The Equal Employment Opportunity Commission (EEOC) recently issued proposed guidance crystallizing the agency’s expectation that employers be proactive in eliminating workplace harassment.

Five core principles that the EEOC states have generally proven effective in preventing and addressing harassment:

•   Committed and engaged leadership

•   Consistent and demonstrated accountability 

•   Strong and comprehensive harassment policies

•   Trusted and accessible complaint procedures

•   Regular, interactive training tailored to the audience and organization

The employer is automatically liable for harassment by a supervisor that results in a negative employment action such as termination, failure to promote or hire, and loss of wages. If the supervisor's harassment results in a hostile work environment, the employer can avoid liability only if it can prove that: a) it reasonably tried to prevent and promptly correct the harassing behavior; and b) the employee unreasonably failed to take advantage of any preventive or corrective opportunities provided by the employer.

Prevention is the best tool to eliminate harassment in the workplace. Employers are encouraged to take appropriate steps to prevent and correct unlawful harassment. They should clearly communicate to employees that unwelcome harassing conduct will not be tolerated. They can do this by establishing an effective complaint or grievance process, providing anti-harassment training to their managers and employees, and taking immediate and appropriate action when an employee complains. Employers should strive to create an environment in which employees feel free to raise concerns and are confident that those concerns will be addressed.

Employees are encouraged to inform the harasser directly that the conduct is unwelcome and must stop. Employees should also report harassment to management at an early stage to prevent its escalation.

Register for this interactive webinar at a discounted price - New Guidelines from the EEOC in Handling Harassment Claims

2017 CMS Proposed Changes to the Discharge Planning Standards and the IMPACT Act

Guidance on Discharge Planning Standards and the IMPACT Act

In this session, our expert speaker Sue Dill Calloway RN, MSN, JD, will provide a better understanding on the impact of the CMS proposed changes to the hospital discharge planning standards and the Improving Medicare Post-Acute Care Transformation Act (IMPACT)Act.

The CMS hospital proposed changes to the discharge planning standards and the federal law called the IMPACT Act are of high importance to hospitals including critical access hospitals (CAH). While the CMS hospital proposed changes will result in more work for hospitals and hospitals need to start thinking about how they will comply with things such as: a) rewriting the transfer form, b) collection of five new data elements, c) changes to the discharge evaluation form to collect five required standardized assessment elements which require five things to be included in all discharge instructions.

Under the new changes CMS will require medication reconciliation upon discharge and information on side effects of new medication. This will affect not only hospitals but home health agencies, inpatient rehab, SNF, and LTC hospitals. Also, under the new requirements, discharge instructions and discharge summaries will be required to be sent to the physicians within 48 hours.

Session Features:

• Why the IMPACT Act was passed?

• Reporting of Quality Measures for Long-term care, SNF, inpatient rehab & home health

• 2016 CMS Discharge Planning proposed changes

• Who does the hospital discharge planning process apply to?

• 8 things to consider in evaluating the patient’s discharge needs

• RARE: Reducing Avoidable Re-admissions

• AHRQ Resources on hospital discharge and reducing readmission

• What’s in your discharge planning P&P

• The 5 things that you can’t miss in the discharge instructions

• What are the many things now required being included in the transfer form?

• Identify that the discharge summary and instructions will need to be sent to the primary care practitioner within 48 hours of discharge

• Five things that must be in the standardized assessment form as required by the federal IMPACT law

• Patient transfers and the 21 things you need to know

• Care transition tools

• Written discharge instructions

For more info attend this webinar- 2017 CMS Proposed Changes to the Discharge Planning Standards and the IMPACT Act

Live webinar on 18 May 2017 | Time: 11:30 AM PDT, 02:30 PM EDT | Duration: 90 Minutes.  If you cannot make it on the scheduled day, you can always buy our recorded session of the same anytime.

Microsoft Excel Data Validation Tools - Keep out Bad Data from the Start, Simplify Data Entry and Ensure Accuracy with this Powerful Feature

In this enlightening session, Excel expert Dennis Taylor will enumerate how you can control data entry by formulas, provide drop down lists that eliminate time-consuming and error-prone typing mistakes, control numeric data based on date and time constraints, and identify unwanted data by applying data validation rules on existing data by using Excel’s Data Validation tools.

Also explains how to implement a variety of techniques to create spreadsheets that are interactive, accurate, and user friendly. Learn easy ways to simplify data entry and understand how to control data input of other users. Save time and effort by minimizing spreadsheet maintenance.

Using Data Validation, one of the tools provided with Excel allows you to ensure that the data in your workbook is within specific bounds, and therefore of a higher quality than unchecked data. This tool is referred to as data validation, and it allows you to set the bounds applicable to your data. i.e; Make a list of the entries that restricts the values allowed in a cell, Create a prompt message explaining the kind of data allowed in a cell, Create messages that appear when incorrect data has been entered, Check for incorrect entries by using the Auditing toolbar, Set a range of numeric values that can be entered in a cell, Determine if an entry is valid based on calculation in another cell.

You will learn how to restrict cell content by forcing users to pick entries from a pick list, how to restrict cell content by value, text, or data/time, how to restrict cell content by formula, and how to use auditing tools to check the validity of existing data

This webinar will provide valuable assistance to nearly all Excel users - it is not industry specific, but is perhaps more widely used in banking, finance, and related fields, marketing, sales, Investments, Pharmacy, Accounts, Audit, Credit Unions and Mortgage.

Join this session for more info or Register now- Microsoft Excel Data Validation Tools - Keep out Bad Data from the Start, Simplify Data Entry and Ensure Accuracy with this Powerful Feature

Get the Record Straight: OSHA's New Injury Recordkeeping E-Submission Rule

‘Joe Keenan’ the expert speaker who is presenting a webinar on OSHA’s NewInjury Record keeping Data Electronic Submission Rule, will give you a clear understanding of your responsibility for the new electronic submittal process and ramifications to the employer on May 10, 2017 at 10:00 AM PDT, 01:00 PM EDT | Duration: 120 Minutes.

The impact of OSHA record keeping regulation changes on occupational injury and illness:

The Survey of Occupational Injuries and Illnesses (SOII), based on Occupational Safety and Health Administration (OSHA) logs, indicate that the number of occupational injuries and illnesses in the US has steadily declined by 35.8% between 1992 and 2003. However, major changes to the OSHA record keeping standard occurred in 1995 and 2001.

Adverse Impact of Publishing Data

OSHA intends for the data to harm employers by:

• Thwarting contracting openings with clients

• Providing ammunition to your rivals and composed work for arranging efforts or at the dealing table

• Scaring off present and planned representatives;

• Eliminating access to business loans and

• Negatively affecting protection scope and rates

Internal Injury Reporting Policies

Employers may be cited for implementing reporting policies that have perceived retaliatory effect for reporting workplace injuries:

• Discipline for “late” injury reporting
• Discipline for violating vague rules (“work safely” or “maintain situational awareness”), especially if only after injuries

Reasonable reporting policy may require employees to report injury “as soon as practicable” after realizing they have a reportable injury

• Not reasonable to discipline employee for failing to report before they realize they are injured or while incapacitated

Discipline for violating safety rule only reasonable if consistent

Click on this link for more info or Register now for this brainstorming session by Joe Keenan- OSHA's New Injury Record keeping E-Submission Rule

Bridging Multiple Generations in the Workplace

How to Establish a Strong Workplace with 5 Generations of Employees

Instructed By: Mary Gormandy White on 09 May 2017  

Time: 11:30 AM PDT, 02:30 PM EDT | Duration: 60 Minutes

Description:

It's the first run through in history that workforce incorporates laborers from 5 unique eras. While this can be commended for its appreciated differing qualities, this can posture challenges for both connecting with workers and also teaming up with different partners.

Four, and potentially five, eras work next to each other in today's working environments: Veterans (born 1930–1945), Baby Boomers (1946–1964), Generation X (1965–1976), Generation Y (1977-1990) and Millennial (born since 1991). Albeit every individual is a person with his/her own particular identity, shared encounters formed the eras and impacted their work styles. Perceiving the qualities and estimations of every one advances regard for diversity and fosters cohesiveness inside the working environment.

Objectives of the Presentation

• · Identify qualities and pick up a superior comprehension of the five eras

• · Improve interchanges and collaboration

• · Accept moral duty in cooperating

• · Provide tips and proposals for defeating generational contrasts

To better connect with and team up with the diverse eras at work, here are general depictions and desires from every generation/era:

Traditionalists (pre-1946)

The most established (and smartest) era of today's workforce, Traditionalists are the ideal tutors for new employees, because of their encounters and abundance of information. A lot of this era is dedicated and exceptionally faithful to their organization. Traditionalists work to accomplish "an occupation well done."

Baby Boomers (1946 – 1964)

This gathering is known for judging and assessing others in light of an obsolete metric. They connect work and status with self-esteem. Much the same as Traditionalists, regard originates from residency and status. With solid hard working attitude, up close and personal relational abilities, and work involvement, experts of this era can be fantastic good examples for more youthful eras.

Generation X (1965 – 1976)

This gathering is known for being doubtful and demanding that everybody pay their duty precisely as they doing it. The first to challenge business as usual, this era is apart from the general properties seen from past eras. They have an incredible compatibility with administration; however don't concur with the workplace pecking order strategy. Regard is earned through execution, not understanding or status. Gen Xers anticipate that their organization will be beneficent, Eco-accommodating, and offer charitable effort amid available time. They value preparing openings and appreciate financial prizes, in light of their individual execution. Gen Xers are exceptionally autonomous, yet cooperate with other people and even urge others to think freely.

Millennials or Generation Y (1977 – 1997)

Millennials otherwise called "Gen Y," this gathering is condemned for poor relational abilities, a feeling of privilege and unremarkable relationship building abilities. Millennials are the quickest developing and most various populaces in the workforce. Millennials will probably acknowledge an occupation that fits their way of life more than one that pays more. Their work/life adjust is focused on the possibility that business is "an unfortunate obligation." Millennials are exceptionally hopeful and very vigorous, which is awesome to empower different generations.

Generation Z (after 1997)

The best in class era of specialists, Generation Z is gradually venturing in as the fifth era in today's workforce. While it is still too early to make speculations about the hard working attitude and desires of this era, Generation Z might be more not quite the same as Millennials than we understand. They both originated from a period where innovation and online networking was in the photo. In any case, Gen Z took a hold innovation at a significantly more youthful age. Hence, Gen Z might be more innovation proficient than whatever other era. While both Millennials and Gen Zers share individual data on the web, Gen Z has set online networking at the focal point of their correspondence channels, instead of eye to eye correspondence. Gen Zers will acknowledge more virtual work joint efforts than Millennials. While Millennials have shown adoration for ambiguity and decision in work style and work environment, Gen Zers will require more structure and consistency in the working environment.

Register yourself for this brainstorming session Now- BridgingMultiple Generations in the Workplace