Author Archives: Stephanie

11 Ways to Promote Work-Life Balance for Remote Employees

January 20, 2021

There are many benefits for remote employees and the companies that employ them. Workers enjoy things like more flexibility, comfort, and reduced or no commute time. According to the stats, working from home can also increase employee productivity—sometimes by as much as 25%! It’s becoming increasingly difficult for employers to argue that employees are not productive and motivated at home.

On the other hand, there is a darker side to telecommuting: the lack of work-life balance.

When we work where we live and vice versa, the lines become blurred. It is harder to set boundaries, yet too easy to answer that late-night call from the boss or keep working all night on a big project.

Then, there are the parents who are attempting to work from home while homeschooling their children. How can they succeed in both arenas and maintain their sanity? If companies are unaware of the effects of these stressors and a lack of separation on their people, it can quickly lead to burnout and decreased productivity and morale.

Fortunately, employers can play a crucial role by managing remote workers effectively and setting a healthy example. This means leadership should both communicate and show their employees that they value work-life balance.

Use the 11 tips below to improve your work-life balance and set a healthy example for your team. We’ve even included some ideas to help telecommuting parents!

1. Create a schedule and stick to it.

Just because you’re not “visible” does not mean you need to be available all the time. This is something all employers should keep in mind for both themselves and their remote workers. Remind them that you trust them to do their jobs well and on time, even when you can’t see them.

Managers can work with their reports to set schedules. This will ensure team members know when and how everyone is working. Make it company practice to use tools like Slack and Google or Outlook Calendar to show availability and working hours, so colleagues know the best methods and times to reach one another.

When your quitting time rolls around, turn off that computer and advise your team to do the same! Everyone must stick to their boundaries.

2. Make plans for off-work hours.

It can be easy to get sucked into projects or tasks, look up, and realize hours have passed, and you should have shut down a long time ago—especially when your workplace and home are the same.

Scheduling obligations and fun plans after-hours forces you to step away from work. This might be drinks with friends, a virtual hangout, or a family game night. We are more likely to stick to those plans knowing others are relying on us.

3. Schedule breaks.

Working too long without breaks leads to decreased productivity and results. After all, you’re not giving yourself any time to step away and refresh your brain and body, so how can they work at peak efficiency?

When creating a work schedule, incorporate breaks to do something you enjoy, or that helps you hit that quick reset button. This could mean taking the time to run quick errands or a short walk. Whatever you do, stay away from screens for about 10 to 15 minutes. Your eyes will thank you, too!

4. Host virtual “watercooler” sessions.

Schedule 10 to 15 minutes per day for fun chats with coworkers on whatever your preferred channel is (Slack, Zoom, etc.). You can even host brief team activities like meditations or fun random questions to promote sharing and engage remote employees.

For example, you might post a question like, “What is the last book you read? Give us your review in one sentence!” or “What’s your favorite pizza place and why?”

5. Encourage fresh air breaks.

Did you know that fresh air can improve productivity? Research shows that ventilation directly impacts a worker’s ability to process information, make strategic decisions, and respond to crises.

So when you start to feel that mid-day drag, step outside for a walk around the yard or neighborhood. At the very least, open a window! Encourage your employees to do the same to help boost their daily productivity and performance.

6. Remind employees to take self-care time.

“Me time” is another thing that often falls to the wayside when we work from home. Whether on breaks, early mornings, after-hours, or weekends, remind your team to indulge in those activities they love and bring them joy. This might include exercise, reading the next chapter in their current book, listening to a favorite podcast, or other hobbies and relaxing activities.

Self-care should remain a priority when working from home. It’s a meaningful way to reduce stress, renew energy, and find that work-life balance.

7. Tell them to use that PTO!

COVID-19 probably threw a wrench in your vacation plans. And at this point, one day might be blending into the next. Data from NordVPN recorded during the early weeks of the pandemic showed that remote employees are logging three hours more per day on the job. No wonder people are getting burnt out!

Time off is essential, even if it means a staycation and simply turning off your brain. Tell your staff to use their vacation days. Whether they enjoy family time, work on home projects, or simply relax, even some time off at home will help them to feel rejuvenated and ready to get back to work.

8. Lean in.

Just because you may be physically alone doesn’t mean you have to do the work all on your own. Keep this in mind as you show grace to both yourself and your team.

Managers should communicate regularly with employees to check on their emotional and mental health and remind them that it is ok to reach out for help. Whether this means looking for support in their workload or personal issues, let them know that resources are available. If your company has an employee assistance program (EAP), share that with workers.

9. Offer flexibility for parents.

Let’s not forget one group of unsung heroes during this pandemic: Work-from-home parents homeschooling their children. Many parents are trying to do it all right now, but employers can help them achieve a work-life balance.

One fundamental way businesses can do this is by offering flexible schedule options. Depending on the company needs, there are three types of flexible schedules that are particularly conducive for parents:

Flextime: Allows a worker to choose their particular hours of work or the freedom to change their work schedule from one week to the next based on the employee’s needs. (e.g., requiring an employee to work a standard number of hours within a specified period with flexibility in start and end times)
Compressed Workweek: Allows employees to work a standard workweek of 40 hours over fewer than five days in one week or ten days in two weeks (e.g., a four-day workweek of 10-hour days)
Part-time Jobs: Allow employees to work schedules convenient for their parenting and other responsibilities. While often associated with jobs in retail and foodservice, these can include professional positions.

If you have employees with two adults working at home and trying to split up childcare and homeschooling, let them know it’s ok to work in bursts. Many parents will not be able to operate on a regular eight-hour day during this time.

Employers can support these workers, offer understanding, and focus on their quality and output rather than their exact number of hours spent working.

10. Create structure and routines.

Parents should create a routine for their kids to know when it is fun time and when it is quiet work time. By creating morning and lunch routines and scheduling time for fun, energy-burning activities, children will have structure and know what to expect during the workweek.

Telecommuting parents can even use a sign in their office that says “open” or “closed” so that kids know when not to disturb them.

11. Let your kids be.

Remember when our parents used to tell us to entertain ourselves? You can remind your children that they can find something to do, too! Suggest reading, quiet games, crafts, or outdoor playtime. Prep some easy healthy snacks and activities for them, so they don’t have to disrupt you during work time.

When it comes to successfully managing a remote workforce, employers must remember to stay flexible and emphasize constant communication. Keep those lines open and encouraging employees to perform their work in a way that allows them to achieve the work-life balance they’re searching for.

If you feel your company needs help managing your telecommuting employees, BlueLion’s human resources experts will be happy to assess your team and practices. Contact us today at info@bluelionllc.com or 603-818-4131.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

7 Tips for Providing Effective Sexual Harassment Training

January 14, 2021

There is no easy way to address sexual harassment training—at least not if you want to do so effectively. Nonetheless, it is a critical subject that all employees should be trained on regularly.

Many employees don’t know how to identify harassment in its many forms, just as managers may not know how to deal with these delicate situations appropriately. All employees should be educated on this topic to maintain a safe and healthy work environment.

But how can employers present the subject so that it resonates with employees and they take it seriously? Below, we’re sharing our top seven tips for providing practical sexual harassment training.

1. Provide sexual harassment training for managers.

Managers need to understand their role if and when a sexual harassment case arises. Like California, Connecticut, and Maine, certain states require private employers to provide specific managerial training. The same goes for many public businesses.

When it comes to sexual harassment prevention and issues, managers need to understand:

That anyone can be a harasser or the victim of harassment.
How to create a culture with zero tolerance for harassment.
How to intervene and put an end to disrespectful behavior.
Their role in receiving complaints and the investigation process.
How the organization will respond.
That they can’t retaliate against someone who makes a sexual harassment complaint.
How harassment creates liability for a company.

2. Provide separate training for rank-and-file employees.

While all employees should receive sexual harassment training, employers should keep in mind that managers and rank-and-file employees do not necessarily need the same levels of training.

Of course, many organizations only train managers, which is a big miss. Employees need to know the policy and complaint procedure. Too often, they don’t know what to do or what inappropriate behavior looks like.

Jennifer Sandberg, an attorney with Fisher Phillips in Atlanta, told the Society of Human Resource Management (SHRM) that employees may need as little as 45 minutes a year on sexual harassment and other equal employment opportunity (EEO) topics.

3. Give employees the information and tools necessary to feel safe.

What is sexual harassment? The Equal Employment Opportunity Commission (EEOC) defines it as “unwelcome sexual conduct when submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment.” The U.S. Supreme Court has also deemed discrimination based on sex as a form of sexual harassment.

All employees must understand not only the definition of sexual harassment but how to identify it. Once workers understand this, they should know what to do if they experience it directly or witness it. This means they should know:

How to report incidents.
How incidents are investigated.
What options and solutions are available to individuals who experience harassment.

Training should include examples that are meaningful for employees. Use scenarios that cover multiple situations and draw on your particular industry and workplace.

4. Approach harassment training with a focus on culture.

A significant part of the training should emphasize sexual harassment prevention. In other words, focus on creating a culture based on mutual respect.

In a SHRM article that interviewed several HR professionals, employment attorneys, and other experts, Charlotte Miller, attorney and HR leader, said that leadership members should set examples of respect through their language, actions, and daily interactions. Leaders should also refrain from joking about being “politically correct” or keeping out of trouble with HR.

David Nuffer, chief judge of the U.S. District Court for the District of Utah, recommends developing a system that allows microaggression, inappropriate behavior, or harassment—both actionable and not—to be reported without automatically leading to discipline. Although employees need to understand this non-confrontational solution’s limitations, it can validate the complainant, provide assistance, and educate the employer on organizational needs.

This may not come as a big surprise, but bullying and harassment often go hand-in-hand. Sally Helgesen, coauthor of How Women Rise, reviewed 20 cases of men who were let go from high-profile positions because of inappropriate behavior with women. She found that most of these men were viewed as nonsexual bullies by men who worked with them in subordinate positions. Helgesen noted that if workplaces are aware of this trend, it could prevent bad behavior by high-performers from being overlooked.

Respect and professionalism come from the top down. Your employees are always watching and taking cues from you. It is up to you to set the tone for acceptable, professional, and respectful behavior.

5. Use a blend of live and online training.

Again, some states have requirements when it comes to how the training is held. If your company is legally able to and has the bandwidth to manage it, online training can be a great tool that allows you to send a consistent message across the entire organization.

Plus, online training allows you to reach remote employees, if applicable. This channel gives companies a convenient and consistent way to cover the basics.

You can then use live training to build on that content and include specific scenarios, as we mentioned above.

6. Know the sexual harassment training requirements in your state.

Sexual harassment training requirements vary by jurisdiction and may differ based on the employer’s industry or size. This includes different requirements regarding content, format, and frequency of training.

For example, Connecticut requires companies with three or more employees to provide two hours of sexual harassment training to all employees. All Connecticut employers, regardless of size, are also required to provide training to supervisors. The law goes on to explain what the training should include and acceptable methods.

Maine also has specific requirements, stating that businesses with 15 or more employees must train all employees on sexual harassment within a year of the beginning of their employment. Supervisors and managers must receive additional training within a year of assuming their positions. There are requirements when it comes to the content of the training as well.

Be sure to find your state-specific sexual harassment training requirements as you develop and update your program.

7. Reduce risk by providing the required training.

If your state does have a law on sexual harassment training, it most likely has a monetary or another type of penalty for not providing the training. We can’t emphasize enough the importance of staying up-to-date on your local laws to ensure your training is compliant. Overlooking this area is simply not worth the risk!

Even in states with no legal requirements, employers should give sexual harassment training. When done effectively, it reduces your company’s risk related to sexual harassment complaints. Providing regular, mandatory anti-harassment training is an essential part of protecting your employees and anyone in your workplace from harassment.

Sexual harassment prevention and training is a serious but necessary element in today’s workplace. If you are unsure of your state’s requirements or you simply don’t know where to start, contact BlueLion at info@bluelionllc.com or 603-818-4131 today. Our HR experts will help you create a thorough training program built on respect, awareness, and safety.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

Performance Improvement Plans: NOT Just One Step Closer to Termination

January 12, 2021

When people hear the term “performance improvement plan,” their minds immediately jump to visions of being fired.

We don’t want to sugarcoat it: This performance management tool can be viewed as a probationary period and ultimately result in termination if the employee cannot meet objectives or improve behavior.

When used correctly and with good intentions by the employer, a performance improvement plan (PIP) can also help struggling employees find success and get back on track. A PIP should not merely be used by managers who are fed up and looking for an easy route to firing a staff member.

PIPs often accompany disciplinary action, so developing an effective plan and addressing it with the employee in question can be delicate and unpleasant. That’s why we’ve answered the most frequently asked questions, including:

What is a performance improvement plan?
Why are PIPs important?
When is a PIP appropriate?
What should it include?
How should you conclude the plan?

Read on to learn more about how a PIP works.

What is a Performance Improvement Plan?

A PIP is often referred to as a performance action plan or corrective action plan. It can be used in various situations, from employees who are new to a role or unclear on performance expectations to those who frequently fail to meet expectations and may require a progressive discipline process.

This type of plan often comes after an initial corrective action, such as a written warning, has been given. Your human resources (HR) team should be involved in the process to:

Determine if a PIP is appropriate.
Work with the relevant manager to administer PIPs to prevent bias.
Provide continuous guidance to both the manager and employee throughout the plan.

Why are Performance Improvement Plans Important?

PIPs offer several benefits and have been shown to work. One case study looked at a newly promoted plant manager of a 150-person organization who was seriously failing in key deliverables for an important project. Despite communication and coaching, the manager showed no improvement.

Once a formal PIP was developed for the plant manager with 11 specific goals and a 90-day time frame, things began to turn around. He engaged his team to help hit the objectives, and they met them all.

This plan’s two essential elements were a supportive environment with positive reinforcement and a well-planned, measurable PIP.

As shown in the above example, when implemented effectively and appropriately, a corrective action plan (CAP):

Helps facilitate performance discussions.
Empowers employees to change their performance and behavior.
Provides employees with detailed feedback and specific areas of improvement.
Shows the employee that the company has empathy and offers opportunities for improvement.
Serves as legal and decision-making documentation and reduces the risk of litigation if termination occurs.

When is a PIP Appropriate?

A PIP should be used when there is a commitment to help the employee improve. It is NOT a tool for a frustrated manager to start the termination process—this sends the message to all of your employees that help and room for improvement are not available. That type of message is certainly not good for workplace productivity and morale.

When considering a PIP, assess if a structured plan with time-sensitive goals is the appropriate next step or would do more harm than good. Your HR team should ask the following questions to determine if a PIP is the right choice:

Is there evidence of a performance or behavioral issue? The manager should present a list of performance problems, with dates, specific data or detailed explanations, and any previous guidance given to the employee. Refer to the most recent performance review to see when the issue started.
Is the manager committed to helping the employee succeed, or are they focused on simply terminating the employee? Listen for signs that the manager is concerned about the employee and wants to help. If they are fed up with the employee and the entire situation, a PIP likely won’t help.
Is the issue suited to a structured improvement plan? For example, problems with sales goals, quality ratings, quantity objectives, and similar issues may be resolved via a goal-oriented program that helps identify why the deficiencies occur. However, a PIP may not effectively address behavioral problems such as poor attitude and insubordination.
Has the employee received the necessary training to succeed in the role or particular task? If the employee took a leave of absence or time off during which they missed training or informative meetings that were not provided to the employee later, they might simply require additional training.
Is the employee dealing with a known personal issue that is affecting their performance? Personal problems can lead to decreased performance, but employers can often accommodate this. If the reasonable time frame for accommodation has ended, a PIP could help an otherwise great employee get back into the swing of things.

What Should a PIP Include?

A PIP usually lasts 30, 60, or 90 days, depending on the issue and how long it would reasonably take to improve. If you’re wondering how to write a PIP, the key elements it should contain are:

Employee information
Relevant dates
Explanation of performance deficiencies
Description of expected performance
Description of actual performance
Description of consequences
Plan of action
Signature of the manager and the employee
Evaluation of plan of action and overall PIP

While the format of the corrective action plan will vary by company and position, the plan of action should generally include:

SMART (Specific, Measurable, Attainable, Relevant, and Time-bound) goals.
Guidance on how the manager will help the employee achieve these goals, such as additional training, resources, or coaching.
Schedule of progress meetings between the manager and employee (typically once a week, but may vary).
Clearly stated consequences for not meeting the PIP objectives, which may include demotion, transfer to a different position, or termination.

How Should You Conclude a PIP?

When an employee meets all of the plan goals, it’s time to close the PIP officially. Recognize the employee’s success and allow them to continue employment with the clear understanding that continued good performance is expected.

Even if the employee falls short of the objectives within the given time frame, consider the circumstances. If they are showing improvement and commitment to continued good performance, give them more time to succeed. Also, keep in mind any extenuating circumstances outside of the employee’s control.

If an employee is unable to improve or if their performance deteriorates, the plan should be closed. Now is the time to consider consequences, such as reassignment, demotion, or termination, depending on the circumstances.

Developing an effective performance action plan can be challenging and the conversations unpleasant. However, they are a critical part of performance management and can genuinely help improve employee performance and productivity.

PIPs also show your entire team that your organization is open to helping team members improve while also protecting your company down the line in the unfortunate case of a termination. For assistance in creating a reliable performance improvement program, contact BlueLion today at info@bluelionllc.com or 603-818-4131.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

9 Costly Mistakes Employers Make When Hiring Independent Contractors

December 22, 2020

Does your business have a specific project or type of work that an expert would most effectively complete? Hiring independent contractors for finite assignments or work that does not call for an employee can provide many benefits to a company—when they are classified and appropriately managed.

Before hiring a contractor, employers must know how to classify a 1099 contractor vs. a W-2 employee. There is a critical difference that has legal implications. If you misclassify a worker, your organization could be at risk of significant financial penalties if you are ever audited by the Department of Labor (DOL).

Need a quick refresher on the difference between employees and independent contractors?

An employee is hired under an employment agreement. As the employer, you are responsible for withholding their taxes and may need to provide things like benefits workers’ compensation. You also have to supply them with office equipment and resources necessary to perform their job.

An independent contractor is someone you hire to work on specific projects or tasks based on an independent contractor agreement. Your company is not responsible for withholding their taxes or providing benefits, as they have to take care of those themselves. Freelancers decide when, where, and how they get the work done.

That’s not all there is to hiring an independent contractor. Every employer needs to know:

When you should hire an independent contractor
When you should NOT hire an independent contractor
9 costly mistakes to avoid when hiring and managing contractors

Read on for our tips on successfully managing the employer-independent contractor relationship.

When should you hire an independent contractor?

There are scenarios where hiring an independent contractor is the most beneficial and cost-effective option for your company. Freelancers are experts in their field and bring an outside perspective, meaning they can help you identify areas of opportunity and growth.

1099 contractors are ideal for:

Short-term projects or those that will last a specific amount of time (e.g., merger and acquisition consulting).
A particularly complex project requiring certain expertise (e.g., a brand strategy consultant for a total re-brand).
Fulfilling a need in certain circumstances, such as when an employee goes on an extended leave of absence.

When should you NOT hire an independent contractor?

While hiring a contractor can be an excellent solution for certain kinds of work and projects, it is not always the answer. Think twice before hiring a 1099 worker:

If you have an employee already doing the job that you’re considering hiring a contractor for (which is a bad look in the eyes of the IRS).
As a way to avoid paying taxes, equal employment opportunity, and other legal requirements applicable to employees (this is a huge no-no!).
For a role that requires particulars like when, where, and how to work (remember, a contractor sets these parameters).

Hiring a freelancer in any of the above situations can get your business into serious trouble with the IRS and DOL. Avoid the risk by going through a process and carefully assessing when and why a contractor is a better choice than an employee.

9 Mistakes to Avoid When Hiring & Managing 1099 Contractors

Hiring an independent contractor without consulting your human resources department

Not involving your human resources (HR) department could lead to errors in how you classify a contractor. The IRS has developed a 20-factor test to determine the extent of control you have over the individual. Your HR team will help you adhere to this, confirm that the arrangement is legal, and ensure that your company remains compliant. Or they will let you know when an employee should fill a particular staffing need.

Not putting an independent contractor agreement in place

Whatever you do, do not engage a contractor in work without having an agreement in place. This is vital to protecting both your company and the worker: It will ensure you receive the deliverables agreed upon and that the contractor receives compensation.

A solid independent contractor agreement should define the nature and duration of the project and/or work and outline expectations of the work and the outcome upon completion.

Not having an independent contractor policy in place

Develop a formal policy regarding the use of independent contractors. This will create a process that includes HR and ensures everything is up-to-snuff every time a department wants to bring on an independent contractor.

Your policy should explain that HR is responsible for the overall management of the selection and hiring processes of contract workers. It should also outline the steps that a manager needs to take when hiring a contractor.

Moving forward without setting goals or schedules

Give clear and reasonable direction to your contractor from the start. This will help them help you meet your goals. Establish specific project or assignment goals and timeframes that include regular check-ins.

The flip side of this is not giving too much direction—if you try to mandate when and how they do the work, it could put their independent contractor status at risk. Remember, the freelancer decides when, where, and how they work. Employers must find balance in giving enough direction without controlling how the work is done, so the worker completes assignments on time. Setting goals and schedules will give you metrics to evaluate their performance and results.

Not scheduling regular meetings and check-ins

Schedule either a face-to-face, phone, or video conference meeting with the contractor regularly. This frequency will depend on the type of work they’re doing for your company but shoot for a weekly or biweekly touchpoint. Having a regular meeting will ensure they have all they need to complete the work and that the project is on the right track.

Don’t be afraid to check in periodically to get updates on the status of the project. Setting regular meetings and checking in helps reinforce accountability on the contractor’s paid time.

Requiring contractors to provide a weekly report

While meetings and check-ins are recommended, you should not require contractors to provide a weekly report. In fact, the IRS says this is something employers may only ask of employees. Again, you don’t want to risk their independent contractor status!

Treating contractors as employees

Managers should not require contractors to adhere to specific work schedules or employee policies. Do not train the IC on methods of work (they determine how they work)—remember, you hired an expert for a reason!

When managing independent contractors, do not require their participation in:

Employment applications (That’s what your independent contractor agreement is for!)
An orientation program
Mandatory training programs
Employee award and recognition programs
Company events

Demanding the freelancer’s participation in any of the above programs could jeopardize their 1099 status.

Not communicating clearly with employees

While internal employees, both full-time and part-time, enjoy different benefits than independent contractors, it’s essential to communicate clearly when you do bring a contractor on board. Ensure you inform them when hiring an independent contractor and explain the contractor’s role and goals.

Let employees know that they continue to be valued members of the team and explain how they will be interacting with the contractor. Talk to them about the benefits the 1099 worker offers the company (e.g., freeing up employees’ time to work on other important projects and assignments or creating more efficiencies). Practicing transparency when outsourcing work will prevent internal staff from feeling worried or threatened about their permanent jobs.

Be sure to explain the same details to the contractor you hire. Let them know who they will be working with and who they will “report” to (i.e., their main point of contact). Integrate the contractor with your team as needed to complete work.

Requiring independent contractors to work exclusively with their organization

Do NOT require a contractor to work exclusively with your company or ask them to sign a non-compete agreement. This is another mistake that could risk their contractor status, as it looks more like a relationship between an employer and employee.

If the DOL determines the contractor is actually an employee, your business could be liable for:

Failing to provide the worker with employee benefits (e.g., workers’ compensation, unemployment insurance benefits, and overtime pay).
Failing to withhold social security and taxes from the worker’s pay.

Plus, a non-compete agreement between an employer and an independent contractor is not enforceable in many states, so it wouldn’t even protect your company. Instead, ask them to sign a confidentiality agreement if you have confidential and proprietary information, which is more likely to be enforced against a contractor than a non-competition covenant.

You’ve probably noticed two main messages here: Maintain clear communication with your independent contractors and don’t do anything to put their contractor status at risk. If you consult with your HR team and follow the IRS guidelines, you’ll be on your way to a successful partnership.

Are you considering hiring an independent contractor but unsure if it’s the right choice for the job? BlueLion will help you determine the best solution and ensure you remain compliant. Contact us at 603-818-4131 or info@bluelionllc.com today to learn more about our HR services!

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

Everything Employers Need to Know About Non-compete Agreements

December 8, 2020

When your company has confidential information and trade secrets, you might be considering methods for protecting them. You may even want to ensure the retention of your top-performing employees. Enter: non-compete agreements.

Chances are you’ve heard of the elusive non-compete agreement but may not be very familiar with its intricacies. What exactly should be covered? How can you ensure it’s enforceable? These are valid questions, as the answers vary by state and case.

In our latest guide, we share everything you need to know to start determining if this type of contract is the right choice for your business and certain employees. We’ll answer critical questions, including:

Exactly what is a non-compete agreement?
What must be defined in the contract?
Where are non-competes legal?
When are they allowed?
Does your business need them?

Read on to ensure you have a clear understanding of how non-compete agreements work.

What is a non-compete agreement?

A non-compete agreement is a contract between an employee and an employer in which the employee agrees not to work for a competitor or start a competing business during or after employment for a specified period of time.

You may have also heard this referred to as a non-compete, noncompete clause, non-compete covenant, or covenant not to compete.

What must be defined in a non-compete agreement?

First of all, this should be a fair and reasonable contract for both parties. The standard elements required for a legal non-compete agreement include:

The date on which the agreement begins
A reason for enacting the agreement
Specified period of time during which the employee will be prohibited from working in a competitive sense
Location covered by the agreement
Details as to how the employer will compensate the employee for agreeing to the terms

Generally, courts have ruled that a job is sufficient compensation for signing a non-compete agreement. This means that you can make a job offer contingent upon signing the contract. However, it’s essential (and often a statutory requirement) to give the new hire ample time to consider this. Some employers may still want to offer an additional form of compensation to new employees for signing the agreement.

When requiring an existing employee to sign a non-compete, you should be prepared to offer them an additional benefit like a promotion or raise in exchange for agreeing to the terms.

Where are non-compete agreements legal?

Certain states do not enforce non-competes, such as North Carolina and Oklahoma. California does not recognize the covenants at all—in fact, requiring employees to sign them can open your organization up to a lawsuit! The state notes that workers may not be aware that these contracts cannot be enforced. If you require them to sign anyway, the state essentially sees it as you scaring and bullying the employee into believing that they could be sued for competing.

Other states allow and enforce non-compete agreements based on job type, role, and industry. For example, Massachusetts has banned the contracts for the following professions:

Physicians
Nurses
Psychologists
Social workers
Broadcasting industry
Lawyers

Always consult with your legal counsel and human resources team to determine if non-competes are enforceable in your state and if there are stipulations it must meet.

When are non-competes allowed?

Even in states where they are allowed, non-competes must be reasonable (i.e., limited) in scope. An enforceable non-compete features:

Short Time: Opt for two years or less post-employment. Like Massachusetts, some states will only enforce the agreement if the time restriction is under one year. The shorter the agreement, the more likely a court is to find it reasonable.
Limited Area: Focus on a geographical region that would negatively impact your business if your employee were to start competing there. This will depend on your industry and location, but a court is more likely to find it reasonable if the area is limited.
Specific Competition: Include a shortlist of direct competitors or prohibit the employee from starting a new business in the same field. A brief, defined list is also more likely to hold up in court.

Non-competes limit workers’ rights to earn a living, so you should only ask that employees sign if it’s necessary to protect your business. This could mean high-performing executives with access to trade secrets or salespeople who could poach your client list.

It is also important to note that an increasing number of states prohibit non-competes on low-wage earners. For example, New Hampshire enacted a new law in 2019, stating that the contracts are unenforceable for low-wage workers. The Granite State defines “low-wage” as earning an hourly rate less than or equal to 200% of the federal minimum wage (i.e., employees currently earning $14.50 or less per hour).

Additionally, there are often requirements regarding the timing and form of the covenant not to compete. Again, using the Bay State as an example:

Massachusetts employers who require new hires to sign a non-compete must provide a copy of the agreement to the employee either before making a formal offer or 10 days before the employee starts, whichever comes first.
Those who require current staff members to sign a non-compete must provide the agreement no less than 10 business days before the contract becomes effective.

As an employer, you must know exactly what can and cannot be enforced through a non-compete and what a legitimate contract includes.

Does your business need non-compete agreements?

Assess this on a case-by-case basis, and only if they are enforceable in your state. Requiring low-wage employees like customer service representatives or office administrators to sign a non-compete agreement is banned in most states because even if they go to work for a competitor, it likely won’t hurt your company.

On the other hand, an engineer with knowledge of your technology and systems’ intricate workings should sign a non-compete, if possible, to protect your business.

The benefits of non-compete agreements for your company include:

Protecting your company’s confidential and sensitive information from being shared with competitors
Increasing employee retention by hiring employees who want to stay long-term. Plus, workers who do leave won’t be able to poach other employees later.
Allowing you to develop employees, so they grow with your company and are less likely to leave. Consider investing in advanced training to help them build their skills and encourage them to stay.

The key is to be strategic, specific, and fair if you decide to use non-compete agreements. In a 2016 report, the Office of Economic Policy estimated that 37% of workers are asked to sign a non-compete only after accepting a job offer. At that point, they have little bargaining power and have probably declined other opportunities.

The report also found that non-competes can be detrimental to the workforce by driving highly-skilled workers to exit their fields, leaving their valuable training and experience on the table.

Non-compete Agreements Done Right

Again, always discuss with your lawyer and HR team before requiring employees to sign a non-compete covenant. They will guide you on the legalities and requirements of these contracts in your state.

Remember that generally, a substantial non-compete agreement is:

A contract that legally prevents an employee from working for or becoming a competitor to you, their employer, for a set period after the working relationship ends.
Specific and limited regarding the reason, time, location, and competition.
Presented to the employee with ample time to review and consider their own legal counsel if necessary.
Accompanied by an offer of compensation, especially if the individual in question is an existing employee.
Required of high-level employees or those with confidential information that could harm your company if shared with competitors.

BlueLion’s HR experts will be happy to provide you with guidance on developing compliant non-competes for your business and employees. Contact us at info@bluelionllc.com or 603-818-4131 to get started in the right direction today!

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

Inclement Weather Policies: Preparing Your Business for the Unexpected

December 1, 2020

There are many unpredictable forces out of our control, such as the weather and other natural disasters. From blizzards to tornadoes to hurricanes to heavy rainfall, severe weather can affect employees’ ability to get to work as well as your company’s operations. These unpredictable events are why every employer must have an inclement weather policy.

Your top priority during extreme and dangerous conditions should always be the safety of your people. With a comprehensive policy in place, each staff member will understand how inclement weather will impact their job, pay, and expectations.

If you do not have an inclement weather policy in place, it’s not too late to create one and ensure your employees’ and your business’s safety. You may not be able to predict every type of emergency, but you will put your team in a much better position when you have a response plan in place.

Read on for the six most important factors to consider when developing your policy.

Prepare for common inclement weather emergencies.

Prepare as best as you can by making sure your policy covers the most common natural disasters and emergencies, such as:

Approaching severe weather like hurricanes or wildfires
Extreme temperatures
Heavy snowfall in a short period
Power outages or other essential facility issues (e.g., broken heating or air conditioning systems or frozen/burst pipes)
Flooding affecting roads, transportation, or facilities
Declaration of a state of emergency in which residents are advised to stay home

When developing your inclement weather policy, consider your city and region. What types of natural phenomena are characteristic of your area? How might they affect your company and your staff’s ability to get to work? Plan with these specifics in mind, and you will be able to adapt quickly and easily in other situations.

Employers should also follow guidelines by the U.S. Occupational Safety and Health Administration (OSHA), National Institute for Occupational Safety and Health (NIOSH), and their local/state governments.

Provide guidelines for employees.

Many companies follow the federal government as general guidelines for employees to follow. A sample inclement weather policy by the Society of Human Resource Management (SHRM) states that:

If federal government offices close, the company closes, and employees will be paid for the day or hours they were scheduled to work.
If the federal government announces a liberal leave policy, the company will be open, and employees will be expected to make reasonable efforts to get to work.

Above is one example of a simple starting point for corporate inclement weather policies. Your company, however, may need to address more specific needs based on your type of workplace, geographic location, and individual employee needs.

Establish a communication plan.

Put a plan in place to inform all of your staff, customers, suppliers, or any other stakeholders who were planning on coming to your location during the closure. Set up a phone tree starting with management to contact everyone about the closing as soon as possible. Larger companies should notify local radio and television networks and use social media, texts, and email to quickly reach many people.

Additionally, reassure your employees that they should only come to work if they can make it safely. State that you do not encourage employees to commute to work in unsafe conditions.

Consider individual employee situations.

Following inclement weather, some employees may not be able to get to work due to:

Damage to home or vehicle
Unavailable mass transit
Loss of support/resources such as school or daycare
Loss of family members

One employee may need extra time off to repair extensive damages to their home. Another may not have a way to get to work due to a damaged vehicle or broken down public transportation.

Evaluate each employee’s situation on a case-by-case basis. Employees and managers should maintain an open line of communication to make the process smoother. Include a section on individual staff member needs in your inclement weather policy that explains how management will handle these instances and employees’ responsibilities.

To address tragedies such as a family member’s death following a natural disaster or weather emergency, note your organization’s bereavement policy. Base extended leave decisions on the employee’s needs.

Define how employees will be paid and benefits coverage.

All inclement weather policies should also include an explanation of how employees will be paid. Depending on your business and employees, you may also want to note how exempt vs. non-exempt employees will be paid and for how much.

For example, your policy might stipulate that exempt employees will receive their full salary for their regular hours worked for up to one workweek. Non-exempt employees and interns will receive their hourly pay for their normally scheduled hour for up to one workweek with no overtime to be paid.

It is also important to state if and when employees must use paid time off (PTO) during extended periods of inclement weather. In the same example above, an employer could note that employees must use PTO if the emergency lasts longer than one workweek. This policy will ensure your staff gets paid even if the business has to be shut down for some time.

If an emergency runs longer than expected, workers may worry about their benefits coverage. Let them know how long the company will provide coverage for essentials like their health insurance, life insurance, and short- and long-term disability insurance during a closure.

Decide who can work from home.

When outlining your inclement weather policy, consider which employees are prepared and capable of working from home. This is also an essential factor in determining how you can keep your business running even if your team can’t work onsite or in the office.

Who can do their jobs virtually? Who can keep performing critical duties? Keep a master list of essential tasks and ask your team who can work from home. It is also vital to have a plan for managing your remote workforce. Your department heads can help manage this process and workflow.

Developing Comprehensive Inclement Weather Policies

While you may not have control over Mother Nature or the ability to see into the future, there are measures you can take to ensure the safety of your employees and the security of your business. Your corporate inclement weather policy should detail:

Common types of weather emergencies.
Guidelines for employees to follow and know the initial steps.
A communication plan.
Handling individual employee situations.
How employees will be paid and benefits coverage.
A remote work plan.

Both employment laws and weather conditions vary from state to state. To ensure your company establishes a compliant inclement weather policy that accounts for your area’s natural occurrences, contact BlueLion at 603-818-4131 or info@bluelionllc.com. Our HR experts will help you create a plan that protects your entire organization.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

How to Get the Most Out of Exit Interviews + 12 Exit Interview Questions

November 24, 2020

How to Get the Most Out of Exit Interviews + 12 Interview Questions

There are some sad instances in which stellar employees leave the nest for new opportunities. And then, there are times when certain employees leave and it feels like a weight off the employer’s chest. In either scenario, an exit interview can play an important role in helping organizations improve their workplace culture and environment.

Does your company conduct exit interviews? If not, it’s time you implement a program. You may not be able to change the mind of the employee who is leaving, but you can find out what you can do to hold onto current talent.

Harvard Business Review cites research that shows that a company with a turnover rate lower than its competitors’ can be at a considerable advantage, especially if it retains top performers. An organization facing an increase in turnover must figure out why—and exit interviews are an essential tool for doing just that.

An exit interview program is only beneficial if it is handled properly and the information is put to use afterward. If your organization is new to this important human resources process, don’t worry! We’re going to get you started with:

An explanation of exit interviews
How they benefit companies
Best practices and tips
12 questions for exit interviews plus a free downloadable template!

Begin with a quick breakdown in our video below, then dive into the details!

What are exit interviews?

Simply put, an exit interview is a meeting between an organization and an employee before their departure from the company.

An exit interview gives your organization an opportunity to gather feedback about an employee’s experience, which can help you identify areas for improvement and increase employee retention.

Benefits of Exit Interviews

Exit interviews—when conducted—properly offer many benefits in the world of HR management.

Gather valuable feedback.

The exit interview is a chance for your leadership team to gain data and insight regarding the company culture, management, HR issues, and the employee’s job. While salary and benefits are important factors you should ask about, there are often other HR-related concerns that influence an employee’s decision to leave.

Ask the departing employee what they think and feel about their work. This includes job responsibilities, working conditions, culture, and peers. You can use this information to get ideas on how to improve employee motivation, productivity, and engagement. Individuals who are leaving likely feel more comfortable being candid about their experiences and concerns with the company.

Exit interviews are also a great way to gain insight into your managers’ performances and styles. Are they effective leaders who provide the right amount of guidance to their teams? Do they help create a positive culture and promote collaboration? Are there managers who tend to micromanage and forget to show appreciation? An exit interview could show you who is managing successfully and who might need more training.

Increase employee retention.

Although it’s not always a shock, every time an employee leaves it impacts your organization. This is particularly true of high-performing employees. It’s also why you need to use exit interviews to learn what you can do to keep the rest of your star players.

Ask the departing worker for their opinions on areas of the company outside their direct responsibilities and department. This might include company strategy, marketing, operations, systems, and competition. Ask them an open-ended question to help you identify gaps and areas for improvement. When the feedback is applicable and feasible, develop a plan to implement those changes and improve the workplace environment for current employees.

Get intel on the competition.

Your organization needs to stay competitive in the job market, and exit interviews are the perfect time to do a little research on who is drawing away your people and how. Find out what your competitors are offering in terms of salary as well as benefits like PTO, advancement opportunities, and unique employee perks and benefits.

Maintain positive relationships with past employees.

During the exit interview, management should offer the employee an opportunity to ask questions and voice concerns. This might include basic questions about the logistics of their leaving (e.g.: insurance questions or final paycheck). Or, it could lead to questions regarding their position and place in the company. Sometimes, the exiting staff member simply needs to vent—and it’s better they do it with you than later on a public channel.

Either way, showing them respect and giving them a chance to be heard will help you part ways on a positive note.

Exit Interview Best Practices

Who should conduct the exit interview?

In a 2013 survey, Harvard Business Review found that second-line managers (i.e., direct supervisors’ managers) are more likely to receive more honest feedback during an exit interview. They are also in a better position to follow up and take action based on the feedback they receive. Plus, the involvement of upper management shows exiting employees that your organization cares about their opinions.

If your company holds second exit interviews post-departure, consider hiring an HR consultant for the job. As a neutral party, they will be more likely to gather reliable data.

Who should be interviewed?

Which employees should be interviewed depends on your company. Some organizations interview all employees who leave, while others interview only professional employees, executives, or high potential employees.

The Harvard Business Review discovered that organizations with the most progressive programs prioritized high potentials over others. These employees are the hardest to replace, typically very knowledgeable about the company, and more likely to know about competitors because they are recruitment targets. You will certainly receive valuable feedback from these top performers.

When should an exit interview take place?

Aim to schedule the first exit interview halfway between the employee’s resignation announcement and their final day. Ideally, you’re shooting for a time after their initial emotional reaction, but before they’re mentally checked out.

Another option is to wait until after the employee has left, which gives everyone time to cool down and reflect. Many respondents in the Harvard Business Review survey said that they hold exit interviews long after an employee has left.

As for interview length, typically 30 minutes to an hour is sufficient. You can always give leeway to continue the conversation if the employee feels inclined. Many experts recommend letting the departing employee choose the timing of their exit interview. It’s also helpful to send them an agenda of what you’ll be discussing, which shows them that you take the process seriously and gives them a chance to organize their thoughts.

How many exit interviews should you hold?

You may not have considered conducting more than one exit interview, but many companies have found success with multiple interactions (e.g.: an initial interview and a follow-up survey or phone call). Experts recommend one interview before leaving and another a few months later.

Exit interviews have been examined for their importance and effectiveness for decades. A 1969 study found that 59% of former employees who answered a questionnaire sent several months after their exit gave reasons for leaving that differed from those they’d offered during their initial exit interviews.

The consensus of many company managers is that three to six months is an optimal time between the initial interview and follow-up. Thanks to digital survey tools, this can be a quick and painless process for both parties.

How should an exit interview be formatted?

Face-to-face meetings are ideal as they typically allow you to get the most out the exit interview, particularly with high potential employees. Meeting in person can help the conversation flow more naturally and avoid any miscommunications or misunderstandings.

Phone interviews may be preferable for some individuals and situations. They can save you time and offer convenience. If your process includes more than one interview, start with a face-to-face meeting and follow up with a phone interview and/or electronic survey.

Prior to the exit interview, determine how structured you want the meeting to be. Prepare your questions beforehand, rather than winging it and risking a shaky, unproductive conversation.

A structured interview with set questions can help management spot trends. The downside is that they don’t usually provide new and surprising information and can even come off as rushed and impersonal. An unstructured meeting can garner unexpected and valuable responses, but can make consolidating the information more difficult. Opt for a combination approach that includes some meaningful, open-ended questions and leaves room for a bit of free-flowing conversation.

How should the interviewer manage the conversation?

Rule #1: Listen more than you speak. The manager leading the exit interview should speak only as needed to steer the conversation toward important topics.

Keep the tone and topics positive. Avoid getting defensive when the interviewee provides feedback. Remember, your organization wants that feedback, which could prove to be valuable. Even if it’s unwarranted, the exit interview is not the place to argue employee criticisms. Focus on navigating the conversation and asking questions that can help generate ideas to make positive changes.

We’ve said it a few times here, but it’s important to ask open-ended questions. You want to keep the conversation going and get the interviewee’s genuine input and perspective, so ask them thoughtful questions that allow them to expand on their experiences and opinions.

Avoid questions and topics around:

Specific people or team members
Office gossip
Oversharing what you may have heard from others
Trying to change their mind about leaving the company

Assure them the conversation will remain confidential. Although they are leaving, employees typically don’t want to burn any bridges. They may request a recommendation or work with past colleagues in the future. Departing individuals will feel more comfortable being open with you if they are confident you won’t jeopardize their relationships with the rest of their colleagues down the road.

Wrap up the interview by expressing your happiness and support for their new opportunity. It’s often bittersweet when great employees leave, but it’s important to tell them that you appreciate the value they’ve provided to your company and are excited about their new adventure.

How will you share and act on the information?

Researchers for the Harvard Business Review study asked executives of companies with exit interview programs to name a specific action taken as the result of one. Not even a third could cite an example—meaning two-thirds of existing programs seem to be mostly talk with little productive follow-up.

The last thing you should do after an exit interview is to just sit on any information or data you receive. The interviewing manager should analyze and share the data with the executive team. When you observe patterns or large issues, work together to create an action plan.

The rest of your staff will see that upper management listens to employees and is serious about constantly improving.

A Comprehensive Approach to Employee Retention & Exit Interviews

Don’t look at exit interviews as an inconvenience or indication of failure within your business. Treat them as a valuable learning experience and a way to maintain a positive relationship with your former employees.

Although exit interviews can be a great tool for improving employee retention, the efforts and conversations should start well before that point. Ask your workers regularly how they are doing in their role, why they choose to stay with the company, and why they might consider leaving.

Processes like regular performance reviews help answer these hard-hitting questions, show employees you value them, and improve retention rates.

12 Questions for Exit Interviews

Despite even the best efforts and intentions, employees will come and go. Arm your management staff with these impactful exit interview questions to get the most out of the process every time.

What prompted you to seek alternative employment?
Before making your decision to leave, did you investigate other options that would enable you to stay?
How did you feel about your salary and the employee benefits offered?
Are there any other benefits you feel should have been offered? If yes, please explain.
How frequently did you get performance feedback?
What were your feelings about the performance review process?
How frequently did you have discussions with your manager about your career goals?
What did you like most about your job and/or this company?
What does your new job offer that your job with this company does not?
Why is the new job/company better?
Do you have any suggestions for improvement? Have you raised them in the past?
Do you have any additional comments, questions, or concerns about your job and/or the company?

Does your organization need help with putting an employee exit interview process in place? BlueLion will be happy to help you create a program or even conduct exit interviews for you. We’ll ensure you maximize the experience and gain beneficial feedback when individuals leave the organization. Contact us to learn more at 603-818-4131 or info@bluelionllc.com today!

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

9 Steps to Onboarding Remote Employees Smoothly

November 17, 2020

Like most organizations, your company has probably gotten into somewhat of a rhythm when it comes to remote work since the start of the COVID-19 pandemic. You have had several months to figure out new systems and technology as everyone learns how to work as a team and remain productive from home. But have you gone through the process of hiring and onboarding remote employees yet?

If you don’t have experience with virtual onboarding but are ready to start growing your remote team, remember that the process still has the same goals as onboarding new employees in person. The main difference is that you will need to put some extra effort and creativity into ensuring your new telecommuting hires are engaged.

Here are a few tips to keep in mind as you integrate new team members into your virtual work environment:

Focus on creating more face-to-face interactions. Use video and other methods and activities to make them feel seen and involved.
Take it slow. Times are already stressful and challenging, so trying to squeeze too much information at a time can be overwhelming.
Adjust your onboarding materials and content for remote situations and digital platforms. Use online and other digital tools to make the process more efficient.

We have also put together a list of nine steps for onboarding remote employees to help you cover all your bases. Read on and then modify your process accordingly!

9 Steps for Onboarding Remote Employees

These nine steps for virtual onboarding largely require planning and preparing ahead of time so you’re ready when new team members start. Keep in mind that one of the most important keys to success when managing a remote workforce is maintaining employee interaction and engagement!

1. Provide information, materials, and equipment ahead of time.

We’re talking everything from new hire forms to their equipment and welcome kit!

New Employee Paperwork

Do you normally work in all paper? It’s probably time to convert new employee paperwork into a digital format to eliminate the headache of physical paper copies. You could use an e-signature tool, like a secure PDF or a secure site like DocuSign. This includes orientation items like tax documents, contracts and agreements, and any other standard paperwork for your company or the specific role.

First Day Welcome Email

Email new hires a welcome message with what to expect for their first day, such as:

Agenda for their first day and week
Links and details for relevant meetings
Early access to employee portal or intranet
Materials they may need for initial projects or assignments

Equipment & Technology

In order for virtual onboarding to be successful, new remote employees first need the right technology. Send their computer, mouse, keyboard, phone, and all other technology and equipment they may require for their role. Coordinate with your IT department to make sure any necessary software is installed.

Include setup instructions to help them get everything up and running as quickly and easily as possible. Your IT is probably already very busy, so consider collaborating with them to create standard tutorials and guides (even videos). Adding these materials to your onboarding program can make the process smoother and more efficient for everyone.

Welcome Kit

Send a welcome kit to new hires to help them feel like part of the team. In addition to essential items like the employee handbook and benefits information, deck them out with some company swag (e.g.: notebook, pens, shirt, hoodie, jacket, bag, water bottle, etc.). Consider adding a welcome gift like a gift card to their local coffee or lunch spot.

2. Create an onboarding plan and schedule.

Start with the new employee’s first week: What will you have them learn and work on first? Make a schedule that includes time for breaks and regular check-in meetings. Consider what other meetings or events you’d like them to attend to help them learn and get caught up on relevant projects.

You should also have a coaching plan in place that includes regular meetings or other ways to build relationships with their direct manager and the rest of their team. Perhaps the new hire could spend a certain amount of time working alongside each team member.

Set milestones and ways to check in on how they’re doing, what their learning, and how they’re progressing. Managers should use one-on-one meetings to further explore the new employee’s job expectations and goals, as well as the company and team culture.

3. Assign a mentor.

Pair each new telecommuting team member with a mentor. This means someone other than their direct supervisor who can meet with them regularly via video conference and check in frequently with helpful and friendly chats.

An onboarding buddy can guide new staff through the initial weeks or months to show them the ropes, connect them to the right people, and help them be productive sooner. It also helps them to build relationships and get to know their colleagues and peers in what can otherwise be a lonely work environment.

4. Welcome and introduce them to the team.

Send an announcement to your current team informing them who the employee is, what their role is, and what they bring to the company. Be sure to copy the new employee on the email. If yours is more of a Slack team, introduce the employee in a #general channel instead.

Keep it social while onboarding remote employees by hosting a meet-the-team video session. Have everyone introduce themselves with their role and a fun personal fact. You could even make this event a fun virtual happy hour to create a more casual setting.

Additionally, scheduling brief individual meetings or small group chats between the new hire and coworkers will help them continue to get to know one another.

5. Get them online and connected.

Since technology is vital for work-from-home teams, it’s a good idea to schedule an IT orientation as the first event of a new remote employee’s first day. The IT department can ensure their computer and equipment is set up properly and that all software and accounts are accessible.

IT should connect them on any necessary communication channels right away, including calendar invites, pre-scheduled meetings, email groups, and messaging tools (e.g.: Slack). Give them a virtual walkthrough of these tools and workspaces, including all logins, VPN, and project management tools (e.g.: Asana or Trello).

6. Schedule a company orientation.

Remember, new employee orientation is different from the onboarding process. Orientation should occur on the first day or within the first week, depending on how much you have to cover.

Orientation is a one-time event covering:

Organization’s culture, mission, vision, and values
Paperwork and routine tasks
Benefit plans
Review of safety, health, and other key policies
Review of administrative procedures (i.e., who to go to for certain needs)
Interdepartmental relationships

New employee orientation often involves presentations from other department heads, human resources, the hiring manager, the new hire’s mentor, and other relevant team members. Are you onboarding several remote employees at once? Give the orientation to the whole group!

Going virtual may require adjustments to your orientation, too. LinkedIn learning partner Kelly Chuck explained that the company expanded its one-day onboarding program into a five-day program when it went remote back in March. “We didn’t want to transition everything into a full day virtually because we weren’t sure how new hires would respond after home life for so many people has changed so much,” Chuck told the Society for Human Resource Management (SHRM). “We felt we could best do that with shorter bursts spread over a week to allow flexibility with working from home, and then we could adapt as needed.”

This approach of spreading out the orientation can help ensure new employees aren’t overwhelmed. Focus on one thing each day, from company culture, mission, vision, and values on one day to specific department presentations on the next.

7. Train the new hire on their job responsibilities and expectations.

Set clear and realistic expectations immediately when onboarding remote employees.

But shouldn’t they already have an understanding of their job responsibilities?

Sure, they know what you discussed in the interviews and agreement. But it’s time to start diving deeper into the guidelines and expectations for their new position.

A 2019 Indeed survey found that 44% of new hires who left within the first six months said receiving clear guidelines about what their responsibilities were could have helped them stay longer.

There is no better way to learn than by doing, so coordinate virtual shadowing and training sessions between the new employee and their colleagues. This can include other departments and teams to give the newcomer a comprehensive picture of everyone’s roles and responsibilities and an understanding of how their own position fits in.

Give a specific list of tasks and/or assignments to complete after training and advise them on the points of contact for certain needs. Work together with the new employee to create goals for their first 30, 60, and 90 days on the job.

8. Focus on engagement.

While remote work sounds cushy, it can pose challenges when it comes to employee interaction and engagement. It’s important that managers combat this by taking extra measures to make new remote workers feel included and valued.

Three ways to engage remote employees include:

Frequent 1:1 meetings with the manager: Schedule regular check-ins with your new remote staff often, at least until they have gotten in a groove and are comfortable with their assignments and responsibilities. You might have brief one-to-ones at the end of each day to see how they’re doing, give them feedback, and make sure they’re on the right track. Eventually, you might reduce these meetings down to a weekly basis.
Interactive onboarding: People learn by doing—in fact, research shows that interactive activities are six times more likely than videos or text to help us learn and retain information. Spice up your virtual onboarding experience with games, polls, mini-quizzes, Zoom breakout rooms, and ice breakers to help drive the information home.
Spontaneous interactions: Since remote work doesn’t allow for the casual interactions that occur during moments like grabbing coffee or passing by a coworker’s office, we miss out on those opportunities to build connections. Get creative and find ways to spark random, enjoyable conversations between new hires and the rest of the team. Slack users often create a #random channel, where they pose fun questions and topics.

9. Gather feedback about your virtual onboarding.

As your business navigates the process of onboarding remote employees, be sure to get their take, too. Survey new team members one week out and again at 45 days by asking them how helpful they found the program, which areas they feel worked, and where they might be room for improvement.

Gathering this feedback will give you ideas on how to keep improving the process for future employees. Plus, it makes employees feel valued and heard, further increasing retention rates.

Virtual Onboarding Made Easy

When you plan and prepare for onboarding remote employees ahead of time, it doesn’t have to be a lot of extra work or stress. While it does call for some more consideration regarding employee engagement, the bit of extra effort is well worth it. A comprehensive onboarding program is vital to solidifying a new team member’s decision to stay and heavily influences their success in their new role.

Do you need help to create a virtual onboarding plan for your business’s unique needs? Contact BlueLion at 603-818-4131 or info@bluelionllc.com to learn more about our HR consulting services today! We have significant experience helping employers streamline their hiring processes.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

How to Hire an Intern for Your Small Business

November 8, 2020

Are you considering hiring an intern for a certain department or project? Internships benefit small businesses in a few valuable ways while allowing companies to give back to aspiring professionals.

Internships are often for academic credit and can last a semester, a summer, or a full year. One of the most important factors in hiring interns who fit into the role and your company culture is giving yourself plenty of time. Considering the usual college schedule, typical internship cycles run as follows:

Spring internships = Start in January
Summer internships = Start in May/June
Fall internships = Start in September

If you have not done so before, you may be wondering why and how to hire an intern. Below, we’ll discuss the value of internships for employers as well as eight keys to successful internships.

Why Hire an Intern?

For employers, there are several important benefits of hiring interns. Internships are a great way for current employees to gain experience in managing and training people. Staff will expand their leadership skills by giving them the opportunity to hire and coach interns.

Interns also bring new ideas and perspectives to the table, something every company could use. Each intern comes with their own knowledge and experiences. They could teach your team about a technique, equipment, or tool that can help your business work better. Some interns may even question your current systems and processes, challenging your company to progress or become more efficient.

Who isn’t looking for ways to ease the recruiting process? Internships allow you to evaluate potential hires before offering them a full-time position. If all goes well, a solid internship program can help you build a pipeline of future employees who already understand your company and culture.

Last but not least, hiring interns makes your company look good. You are giving back to college graduates who are entering the workforce by offering them real-world experience. This is a great opportunity for you to build a positive reputation among your local community.

8 Keys to Successful Internships

Below are our top tips on how to hire interns and make the most of every internship as mentioned above.

1. Create a solid internship program.

The first step is to have a plan in place for every intern. You may hire interns for different departments or jobs, so it’s important to define what skills and responsibilities will be required for each. Internships can range from skilled trades to business administration to marketing…and the list goes on.

Your internship program should define:

Intern job description
Who will supervise and mentor the intern (with a backup in mind!)
Onboarding process
Intern work hours
Training time and plan
Time dedicated to specific tasks or projects
Internship objectives

We’ll dive deeper into a few of these a bit later.

2. Craft a clear intern job description.

Creating a clear and reasonable intern job description is a must before you start hiring interns for your small business. This should list:

Intern responsibilities
Training they will receive
Hours and schedule

Use the description to set accurate expectations of what the intern will learn and what kind of experience they will gain. A graphic design intern at an agency, for example, might create a specific piece like a brochure while learning about the agency workflow. An intern at an HVAC company, on the other hand, might learn about safety measures and handling of equipment.

3. Build relationships with local schools.

This includes colleges, universities, and trade schools. After all, many interns are students searching for internships for academic credit or a bit of hands-on experience before entering the workforce—so why not start where your market is?

Many academic institutions have internship programs offering college credit. Some universities provide funding to help students who participate in unpaid internships. There are also trade schools that offer co-op programs to students who alternate between working and taking classes to earn their degree.

Regardless of the internship role you need to fill, educational institutions are a great place to start advertising to young people ready to kickstart their careers. Work with their career development centers, list the internship on their job boards, and attend job fairs.

4. Consider student-learner internships.

Depending on your business and what type of intern you want to hire, you might consider a student learner internship. This type of internship means hiring someone over 16 years old (over 18 for hazardous jobs).

If you’re considering a hiring student-learner intern, you’ll want to partner with high schools and trade schools or associations. This type of program might allow you to pay the intern 75% of the minimum wage while working on a part-time basis. A few important notes about student-learner programs:

Your company must be registered and approved by the US Department of Labor.
Additional registration is often required at the state/local level.
The student must attend an accredited school.
Some schools require students to maintain a specific GPA during their time in the program.

Giving students a chance at real-world work experience in high school can help them determine their future educational goals and career path. It’s a powerful way to help them build their skills, knowledge, and confidence early on!

5. Offer paid internships.

A growing number of internships in the United States are not only paid, but include other benefits like housing and travel. Typically, interns must be paid at least minimum wage; if your state minimum wage is higher than the federal minimum wage, they must be paid at that rate.

Also be sure to check with your local government and school work programs regarding:

Limits on how many hours an intern can work. (The federal government has no limit on hours.)
Overtime pay if required and applicable (e.g.: over 8 hours a day or 40 hours a week)
Sick pay requirements (not required on a federal level).

In addition to requirements, paid internships are found to work out better in the long run. Research found that paid interns were 34% more likely to receive at least one job offer than unpaid interns.

Not to mention, unpaid internships must meet a number of requirements by the Department of Labor. In fact, the DOL has a “primary beneficiary test,” which includes seven criteria that all have to apply to an unpaid internship to ensure it is legal.

At the end of the day, paying your interns will show your entire team that everyone is valued and appreciated.

6. Take time to train and acclimate interns.

Remember, interns will most likely need longer onboarding and training periods. Students may not have much—if any—work experience, meaning they will require more guidance and coaching in areas that may seem standard and routine to experienced employees. Incorporate time and planning into the internship program for any necessary training. Teach them how to apply their academic knowledge to real-life situations.

Also, be sure to acclimate interns to the company. Invite them to meetings, lunches, and other company events to help them feel comfortable. They’ll learn how to handle themselves professionally and gain an understanding of your culture, which is perfect if you plan on offering them a job after the internship.

7. Make internships at least five- to six-months long.

With the above in mind, consider hiring interns for longer periods of time if possible. This will give you more time to spend onboarding and training an intern, rather than trying to cram everything into just two or three months. A longer internship will allow you to further develop an intern’s skills, helping them become an even better full-time candidate for your organization.

8. Plan out a fair and balanced workload.

While many TV shows and movies illustrate internships in a miserable light (i.e., a lowly intern fetching coffee, making copies, and doing all-around grunt work), that is certainly not the experience you should offer your interns.

An internship should offer value and applicable experience that helps the intern build their skills and achieve their goals. Have a specific project or assignment(s) ready for each intern—again, this should be part of the internship program and job description.

When it comes to workload and project type, don’t overwhelm them by asking for too much. On the other hand, don’t bore them with menial tasks like filing. Remember, having an intern sitting around doing nothing doesn’t help your company, either. If an intern does finish a task or project early, let them shadow coworkers and observe more advanced work.

Hiring Happy Interns

Hiring interns for your business offers many benefits for small businesses as well as the young future workforce. Effective internships are learning experiences for both the employer and the intern. At the end of each internship, be sure to get feedback by asking interns:

What they learned
How they feel the internship helped them
Things about the internship they feel worked well
Areas for improvement

Whether you need help setting up an internship program or have more questions about how to hire interns, BlueLion will be happy to guide you. We’ll help you create positive internship experiences and ensure you remain compliant with DOL regulations. Contact us at info@bluelionllc.com or 603-818-4131 today!

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

12 Recruiting Tips for Hiring the Best Employees

November 2, 2020

Hiring employees is one of the most important and difficult decisions of being a business owner or decision-maker. It is difficult to find qualified candidates who you can be confident will get the job done well, help move the company forward, and stick around for the long run.

In a 2016 study by SHRM, 68% of human resources professionals reported difficulty recruiting candidates for full-time positions in their organizations.

The recruiting process is also time-consuming and hiring someone who does not work out can be costly. They need to be a good fit for the job requirements as well as your company culture. You may even feel like you’ve exhausted every hiring avenue. So how can you be sure to hire the best employees time and again?

Have no fear, we’re here with 12 recruiting tips to help you attract top talent to your organization. These resources have been broken down into four main categories:

People: It’s literally about who you know.
Places: Where are you advertising and searching?
Tools: Hiring doesn’t have to be a long, strenuous process.
Cultural Competence: You attract the best employees by showing you care.

When it comes to your recruiting strategy, sometimes you simply have to get creative! Read on for more ideas on hiring awesome people.

People

Perhaps one of the most important recruiting tips is to consider who you already know. Who can you reach out to in order to streamline and strengthen the hiring process? Who do you trust? Start with your current employees and past candidates.

1. Ask for referrals from current employees.

Did you know that at least 70% of jobs are not published? That’s because they’re being filled through two more powerful avenues: referrals and networking.

If you know of employees you trust who perform well, have a clean track record, and are happy with your company, why not look to them for referrals? After all, if your current employee is willing to vouch for another candidate, it likely says a lot about that candidate. Plus, they’ll be a great advocate for your business and have a better idea of what type of person will be a good fit for the job.

Consider implementing an employee referral program if you don’t have one already. This type of system rewards existing staff with a monetary incentive after their referral has remained at the company for a time (i.e., a 90-day probationary period).

Using referrals can save hiring managers and recruiters significant time searching for qualified candidates. Hiring employees through referrals can improve both morale and retention rates. Fill that position faster by spreading the word among your family, friends, and acquaintances.

2. Review past candidates.

Do you have any previous applicants who didn’t make the cut last time? Perhaps the timing didn’t work out, or they weren’t exactly the right fit. They might be better suited for your current opening or have gained new skills and experience since you last interviewed them.

If you’re hiring for the same or a similar position, give the past candidate’s resumé another look and contact them if you feel there is still interest and potential.

3. Involve peers in the interview process.

Who better to assess a new candidate than an employee who is already in the same or similar position? Peer interviews are an extremely valuable part of any recruiting strategy because the employee knows what kind of skills, experience, and attitude it takes to succeed in the job. They can tell you if they believe the candidate is the right fit for the position and team culture.

The current employee can also give the applicant a clear vision of what the day-to-day of the job looks like and set expectations.

Places

In order to reach top talent, you need to advertise where the best candidates are searching and hanging out. This section of recruiting tips includes specific places and venues to spread the word about your job openings.

4. Use relevant job boards and career sites.

There are countless job boards companies can use to widen their hiring reach. Many are general and span many types of employees, locations, and industries. There are also career sites dedicated to certain industries (e.g.: healthcare, accounting, marketing, etc.). Some even specifically target remote workers.

Some of the most well-known job boards and career sites include:

Indeed
Monster
Glassdoor
ZipRecruiter

These sites include resumes from large pools of candidates from many backgrounds and experiences. They typically offer fair pricing as well as options to advertise your open position in order to attract top talent and fill it faster.

5. Maximize your social media platforms.

The first network that comes to mind here is, of course, LinkedIn. The world’s largest professional network currently has over 722 million memes in more than 200 countries and territories worldwide.

A 2018 study found that LinkedIn remains popular with college students. In fact, 50% of U.S. college grads are LinkedIn users. The platform makes it easy for hiring managers to search for candidates based on important qualifiers like their region, education, experience, and skills.

Facebook is another social media network that is increasingly used for job postings and hiring qualified employees. The platform even offers businesses the option to post job openings from their business page.

The main thing to consider is the reach of social media platforms. Managers and employees can share job openings on their own social profiles, and the word spreads from there. You never know what kind of great candidates you could be introduced to!

Plus, if your company is active on social media and shares content like photos and videos of your team and work environment, you’ll give candidates an idea of your company culture. This will help them in determining if your business is a good fit for them.

6. Join networking groups and events.

Although online resources have made the hiring process that much easier, there is still nothing like in-person networking. Consider attending:

Meet-ups
Networking groups
Conferences
Job fairs

You can even find events and groups for specific fields or jobs, such as IT or creative professionals. These are great ways to meet new highly-skilled and passionate professionals.

Whether you have a current opening or not, it doesn’t hurt to make connections and keep people in mind for times when your personnel situation is changing and growing!

7. Partner with colleges and universities.

Colleges and universities typically have career development programs through which they partner with businesses in order to help students find new opportunities. From internships to full-time permanent positions, ambitious college students can be found to fill many roles.

Hiring managers can attend university career fairs, where they can set up a booth and educate students about their company. When you have certain roles open up, you can even contact the school to be connected to top soon-to-be grads who will be entering the workforce. In some cases, companies can even list job openings in campus newspapers or on the school website.

Tools

One of our top recruiting tips is to consider how you can make the entire process easier while getting better results. Next up: We have two types of tools you can use to find high-quality candidates who will be a good fit for your organization.

8. Utilize an applicant tracking system (ATS).

For larger companies who are reviewing many resumés and filling many positions, an ATS might be a more useful tool for hiring employees. This software streamlines the hiring process by creating a candidate database. It then allows you to bulk message candidates, rates and organizes them, and stores information about them.

An ATS also includes an applicant screening tool that allows you to screen prospective employees for information about their experience, education, and personal details. This way, you can ensure their information aligns with the information in their resumé. Some ATS software can even parse info from resumés to easily fill in this information.

9. Conduct pre-employment testing.

Pre-employment testing is an important part of the recruiting strategy for many employers. It allows them to test candidates to find out if they are the right fit for specific job roles. Pre-employment assessments can help you determine if an applicant has the right skills, experience, and traits for a position.

Pre-employment testing can help:

Make the hiring process more efficient: Many employers require assessments to be completed before the interview to help narrow down the applicant pool.
Assess a candidate’s skills: Employers often use pre-employment tests to ensure an applicant’s skills suit the requirements of the job. For example, a web developer might be given a coding test.
Improve the quality of interviews: You can use the results of a candidate’s test to ask more specific questions about their skills and work experience.
Reduce turnover: If you already know a candidate has the skills and knows how to apply them sufficiently, you can increase employee retention rates.

There are seven general types of pre-employment tests companies may administer based on their industry and the position requirements:

Job knowledge
Integrity
Cognitive ability
Personality
Emotional intelligence
Skills assessment
Physical ability

Cultural Competence

You have a great organization with a happy team, why not show it? Give candidates a taste of your company culture by showing them how you value and respect current employees, set clear expectations, and maintain a sense of transparency. These recruiting tips will tell you how to do just that.

10. Create a warm and welcoming workplace culture.

Candidates today are searching for a cultural fit just as much as a good job and salary fit, so this should be a key part of your recruiting strategy. Create a positive work environment for employees and show them you care about their work-life balance. When you do, your business will gain a reputation as a great place to work.

A few ways to do this include:

Offering a comprehensive benefits package.
Offering paid time off.
Investing in reliable technology and equipment to help employees do their jobs well.
Having processes in place for performance reviews.
Providing opportunities for professional growth and development.
Offering great employee perks.
Having a modern, friendly office design.
Building a company brand that employees feel proud of.

11. Show candidates respect and consideration.

While the candidate is working to impress you, you should be putting your company’s best foot forward as well. Make a good first impression and show them that you are excited to get to know them, just as they are excited about the opportunity.

Create a great first experience with your company by:

Respecting their time. Show up on time to interviews, regardless of the place or medium. Let them know as soon as possible if you’re running late or if something changes. If the process requires several rounds, schedule the interviews in an efficient manner.
Give them a warm welcome. When a candidate arrives for an onsite interview, offer them a drink and show them the restrooms. It’s also nice to show them around the office and give them a peek at your products or services.
Keep the lines of communication open. Give them your contact information so they can reach out with any questions or concerns following the interview. Keep them updated on the hiring process, even if they do not get the job. You never know what could happen down the line!

12. Craft enticing job descriptions.

Your job description is how you can market to and attract high-quality candidates. Make it attention-grabbing, accurate, and to-the-point with:

A clear, specific job title.
An engaging summary that gives a clear picture of the role and company.
A specific list of key responsibilities for the position.
The salary or salary range.
A description of 700 and 2,000 words. Indeed reports descriptions of this length receive up to 30% more applications.
NO jargon, buzzwords, and cliché.
A summary of your company’s goals and mission to show the candidate the potential for growth and a bright future.

What Is Your Recruiting & Hiring Strategy?

If you think it’s lacking or you don’t really have a solid strategy in place, it might be time to implement some of these recruiting tips. Take your time hiring and don’t rush the process. Utilize all of the resources available to you.

If you need guidance on hiring the best employees for your business, contact BlueLion today at 603-818-4131 or info@bluelionllc.com. We’ll help you get those processes in place and teach you how to find the best people for every job!

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.