Employer Services

WORKFACT WEDNESDAY: Five Things You Need to Know About Tardy Employees

{from TrackSmart online}

It’s 9:20, and Joe was supposed to be behind the counter at 8:45.  And this isn’t the first time. Most days he’s at least 15 minutes late.  And it’s been getting worse. He never misses a day of work, but showing up late makes it hard for other employees who have to cover for him.

So now what?

Tracking employee absences, late arrival and early departure is important to your business. If you ask these five questions, you’ll keep your business on track and employee tardiness under control.  Then you can get back to the business of managing your business.

1) What are the rules?

Even small businesses usually have rules about employee attendance, work hours, coming in late, and docked pay. Check your written policies, if you have them. If employee tardiness is covered, reminding Joe about the rules might be all you have to do.

If you don’t have written rules, or you need to change the rules you have, make new ones that address late arrivals, so you can avoid problems going forward. Just make sure all employees are notified of the changes in any employee tardiness policies before they go into effect.

2) What is the common practice?

Even if you have rules in place, if many of your employees come in late without consequences, you can’t single out one employee for disciplinary action.  That could open your company up to fines or a lawsuit for discrimination.

If “everyone is doing it,” you’ll need to address the issue with the whole staff.

3) What are the federal, state and local laws?

This may seem overwhelming, but many employee absences or late arrivals may be covered by federal, state or local labor laws. Some of the legally-protected leave may include time off for voting, appearing in court, attending a parent-teacher conference, caring for a sick relative or managing an illness.

4) What is the impact?

In some businesses, set start and stop times are essential to getting the job done. But in others, the quality and/or quantity of work may be more critical. If employees are performing very well with less-than-standard hours, you may want to think twice before talking about tardiness. But in most cases, late or absent employees do affect your bottom line.

Many business owners make the mistake of thinking only unscheduled absences are an issue. Even if you don’t have an employee absence problem, just having employees come in late might be costing your company money in lost sales, poor customer service or low morale.

5) Do you have good employee attendance records?

Even if you don’t want to address the issue of employees coming in late now, do keep records of missed hours in case late employee attendance does start impacting work quality. That way, you’ll be able to document the connection.

Whether it’s the first time or the 15th time, you should be keeping track of employee tardiness from day one. Noting the number of instances, the amount of time and the reason for the late arrival is good business practice.



WEDNESDAY WORKFACT: Sexual Harassment at Work

{from the HR Daily Advisor at BLR}

Sexual harassment has been making front page headlines recently, taking place from the New York City board room to the Hollywood movie set. What should you know about sexual harassment to protect you and your employees at your place of business?

According to the EEOC, sexual harassment is a form of sex discrimination the violates Title VII of the Civil Rights Act of 1964. Title VII applies to employers with 15 or more employees, including federal, state, and local governments. It also applies to employment agencies and labor organizations.

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature all constitute sexual harassment when this conduct explicitly or implicitly effects an individual’s employment, unreasonably interferes with an individual’s work performance, or creates am intimidating, hostile, or offensive work environment.

Sexual Harassment Facts:

83% of sexual harassment charges in 2016 were filed by females.

12,860 charges alleging sexual harassment were filed with the EEOC in 2016, up 2% from 2015.

The #metoo campaign hashtag has been used more than 200,000 times across social media to identify victime of sexual harassment.

The victim does not have to be of the opposite sex.

The harasser can be the victim’s supervisor, an agent of the employer, a co-worker, or a non-employee (i.e., a vendor or customer of the employer).

The victim does not have to be the person harassed but could be anyone affected by the abusive conduct.

Unlawful sexual harassment may occur without economic injury or to discharge of the victim.

Wednesday Workfact: 9 Top Reasons Why Employees Love Their Jobs

By Sonia Son, TinyPulse News

Oftentimes, we believe that money is the only reason employees love their jobs. Turns out that’s not the case.

We asked employees to list out the various things they love about their job, and the results told their own story. No longer are we in an era where bosses make or break our work experience — nowadays it’s all about the peers. One out of every two people pointed to their peers and colleagues as motivators that drive employee engagement.


When you think about it, you sit next to your colleagues for almost eight hours a day. Because of that, having an intolerable coworker will indefinitely deplete your motivation and morale at work. So it really is no wonder that colleagues and peers came out on top.

Here’s what the employees say for themselves:

I absolutely love working with my coworkers. I feel like I’m constantly growing and learning in this job, and my coworkers are a big part of the knowledge share.

I love being a part of a group with a crazy amount of passion for this company; it’s all encompassing and contagious, and I’m very glad to be a part of it.

How can organizations make sure their employees aren’t going to constantly be clashing heads?

Here’s a tip: if you’re just hiring people to fill empty seats, it’s time to stop.Tweet: If you're just hiring people to fill empty seats, it's time to stop http://bit.ly/1H5csY7 via @TINYpulse

Hiring dull, uninterested people is going to bring your employees down. Finding colleagues that push each other and keep them going is one of the best things you can do to drive motivation and engagement.

TIP TUESDAY: Developing a Strong Hiring Plan

What can you do to make sure your hiring plan is solid? How do you fill in the missing gaps? Today we’ll look at workforce analysis.


Employers can’t develop effective hiring strategies without knowing the kind of talent they already have on board, what they’ll need in the future, and how to fill any gaps. A workforce analysis can identify those gaps so that employers can develop an actionable plan. And HR professionals who take the lead in this workforce analysis and planning will be positioned as strategic leaders rather than crisis managers.

B. Lynn Ware, CEO of Integral Talent Systems, Inc., spoke at BLR’s 2015 Advanced Employment Issues Symposium and described the talent-planning process in four steps. She says to (1) take a current state assessment; (2) conduct future state visioning; (3) formulate a strategy; and (4) execute on and adjust the strategy.

Ware says the strategy starts with an understanding of the gap between the organization’s future demands for talent and the forecasted internal and external supplies of talent. Armed with this information, employers can determine what can be done to plan for and meet those future needs, including adjusting talent development, retention, and recruitment strategies.

Assessing Current and Future Talent Demands

Determining short-term needs and long-term goals and then bringing the two into alignment are the first steps. Ware says to begin by answering a few questions:

  • What are the growth goals for the coming year? In three years? In five years? In 10 years?
  • Where has attrition been, and what factors may affect future attrition?
  • What is important to the organization in terms of recruiting, and how can that be measured?
  • Has the organization’s current infrastructure been able to support its efforts?
  • How is the organization tracking recruiting success? Hiring manager responsiveness?
  • What types of people will the organization need to hire?

Using Predictive Modeling

Most HR professionals who are charged with managing the hiring function often find themselves in a reactive mode instead of a proactive mode. This is because resources are limited, and it is impossible to predict when and how employee turnover will happen.

Often, future hiring plans are hard to predict, making long-term planning difficult. However, most of the uncertainty can be managed using predictive modeling, that is, looking at a date range of personnel records (five years is a good indicator) to determine trends in hiring, turnover rate, and average retirement age.

Analysis of these indicators can show whether an organization is headed toward a workforce shortage – and when – so that appropriate workforce planning can be done.

Developing a Workforce Plan

The majority of work involved in predictive modeling and workforce planning is gathering and analyzing data. In order to ensure that all relevant information is collected, notify all involved individuals that the workforce plan is being formulated.

Consider creating a checklist or standard format for requesting data from those individuals. The data to be collected will most likely include the information learned from predictive modeling but may also include known openings, prior demand, and other competitive factors.

When formulating a workforce plan, remember to focus on business objectives, operations plans, and budgets for a period of years to come. Consider how the competitive market has affected or will continue to affect your organization’s ability to hire and succeed. Also consider:

  • Work to be done to meet the organization’s goals for growth and future success.
  • Which jobs will be integral to the organization meeting those goals?
  • What skills and personalities are required to meet those goals?
  • What steps are necessary to put the right people in the right positions to meet those goals?

TIP TUESDAY: Employee Handbook Checklist

Employee handbooks are a living, changing resource that adapts when employment law or a company evolves. They:

  • Serve organizations in a variety of ways.
  • Provide mandatory and non-mandatory information to employees.
  • Are an asset to a company’s strategic goals.
  • Serve as the front line to the HR department.

Check out this checklist from BLR/Business & Legal Resources and let it guide you to developing or updating company’s employee handbook.