30

60

90

DAYS

DAYS

DAYS

DigestHR

January 2014

2 When You Are in Over Your

Head, Take Action

3 Tips for Engaging

Your Workforce

4 Exceptions to

Employment -at-Will

6 Health Care Reform:

What We Know for Sure

In this Issue:

Making Your Mark page 1

2 Digest January 2014HR

OUR MISSION The mission of MRA is to maximize performance of organizations and employees so that business thrives.

OUR PURPOSE We achieve our mission through knowledge transfer—the delivery of HR expertise through a wide range of membership benefits.

WWW.MRANET.ORG

The HR Digest is distributed monthly by MRA – The Management Association. Back issues are available to members online at www.mranet.org. Reproduction in whole or in part without permission is prohibited. Please contact Debra Dorgan at 763.253.9730 or debra.dorgan@mranet.org.

Publisher, Michelle Love Editor, Debra Dorgan Art Director, Marcy MurphyEditorial Assistant, Gretchen Daul

As the calendar flips to a brand new year, it serves as a reminder to set new goals and launch new efforts. This issue is sprinkled with ideas and tips for doing things better, such as improving employee morale, and knowing when to reach for help when handling the more daunting

challenges that land in your lap. See our cover article for a straightforward plan for launching your new year. You don’t need to be starting a new job to take advantage of the ideas for rejuvenating your role at work. I wish the very best for you in the New Year!

Letter from the EditorDebra Dorgan

Wisconsin N19W24400 Riverwood Drive Waukesha, WI 53188 800.488.4845

Minnesota 9805 45th Avenue N Plymouth, MN 55442888.242.1359

Northern Illinois 625 North Court, Suite 300 Palatine, IL 60067800.679.7001

Iowa/Western Illinois 3800 Avenue of the Cities, Suite 100 Moline, IL 61265888.516.6357

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1Digest January 2014HRMRA—The Management Association

Cover Story

By Natasha SmileyHR Manager

Get to know people.

Study organizational charts.

Meet with your manager to understand roles and expectations.

Develop a relationship with your team and outline expectations.

Establish a zone of influence through internal networking with other departments and managers, and determine how HR can support them.

Learn and utilize your resources.

Familiarize yourself with policies, processes, and procedures.

Review the handbook and SOPs.

Examine the HR budget.

Learn and understand the HR systems.

Making Your MarkThe call you’ve been waiting on for weeks has finally come in! You have used all your best negotiating tactics to land this new human resources opportunity. You are excited to start in your new role and to share your skills, knowledge, and abilities with the organization. You are eager to begin your journey and ready to

make a difference, and you want to quickly show your value to the organization. Where should you start? There is always too much to do and never enough time to get it done. To help you organize your efforts, consider developing an action plan for your first 30, 60, and 90 days. Even if you are not starting a position with a new organization, the new year is a great time to use this action plan to rejuvenate your work.

30 DAYSThe key to your initial assimilation is listening and understanding.

60 DAYSYou’ve listened—now it’s time to speak. Focus on building your personal brand through communication.

90 Develop a plan for execution.

DAYS

Share your thoughts and vision.

Engage your team and manager on your assessment of the current state of HR and the business as well as thoughts on the future state. Include the expectations of your manager, your team, and other departments, as well as your own insights.

Review areas assessed during your first 30 days and determine those that can be streamlined or standardized, improved, jumpstarted, or eliminated.

Begin to map out short-term and long-term goals.

Outline the overall vision and specify quarterly and annual goals.

Align goals with the organization’s mission, vision, and values.

Summarize the methods and activities to execute the items highlighted at the 60-day mark.

As you approach the end of the first 90 days, become more deeply involved. Begin various hands-on activities and promote those that showcase your ability to become a true business partner. Evolving into a great business partner will exhibit the valuable addition of “the new HR professional” to both your department and to the organization as a whole. Become a great hire!

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Earn HRCI recertification credit by participating in MRA’s surveys. Watch for details in survey invitations.

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with the latest compensation and benefits data.Stay competitive

2 Digest January 2014HR

Most organizations prefer to manage employment issues internally rather than turning to outside help. In many cases, that

makes sense—such as when you are able to resolve accusations of discrimination or harassment so they do not escalate into charges with the Equal Employment Opportunity Commission (EEOC). In addition to avoiding a public relations snafu, there are countless benefits to internal resolution (which may, of course, involve using an outside investigator), including the demonstration to the workforce that your policies “work” and that you take concerns seriously.

But some situations simply go beyond what a human resources professional can or should manage, and the most professional response is to make the call for outside assistance.

Some examples include:

• An employee is clearly under the influence of alcohol or drugs and drives away before he or she can be stopped.

• An employee mentions that her boyfriend is abusing her baby.

• A child is found wandering in the parking lot.

• The spouse of one of your employees comes to your workplace, threatening the employee and claiming to have a weapon.

• A manager reveals that he is considering suicide because of his financial problems.

• An altercation on the production floor escalates out of control.

Lay the groundwork for responding to these situations:

• Periodically review your organization’s support system and the resources available in the community in the event of a crisis.

• Maintain a current list of contacts at the local hospital, your employee assistance program, poison control center, mental health association, and police and fire departments.

• Rely upon your best judgment in taking action. The best response to many situations, including those listed above, is not always clear-cut.

• When in doubt, err on the side of caution. Call the police.

When You Are Over Your Head, Take Action

By Bryan Roessler

Executive Director and Director of Safety Services

Human resource professionals wear many hats. Most problems, even those that land with HR only because there is no clear alternative are managed well or are appropriately directed to another internal department, such as safety or IT. However, there are times when serious problems are above your position and beyond your capabilities. Sometimes the right decision is to enlist help from outside your organization.

HR questions? Contact us 24/7.

866-HR-Hotline(866-474-6854)

www.mranet.org

InfoNow!InfoNow!

InfoNow@mranet.org

A Disgruntled Workforce = DisasterAn Engaged Workforce = Success

Offer New Opportunities. In today’s �latter organizations, this is especially important. Don’t let your engaged employees get bored! Possibilities include special assign-ments, access to new resources, additional responsibilities, and redesigning jobs. New opportunities present great potential for big payoffs to the organization as well as to the individual.

1

Share Data.Engaged employees will stay that way when they have regular news about the organization’s �inances, goals, and vision. You don’t have to open your books in all their glorious detail, but allow your employees to connect the dots between their job performance and the larger success of the company.anization as well as to the individual.

Pay Attention to How People Work. The more closely you are able to align employees’ work styles, the more productive your workforce will be. Once the essential parameters of a job are de�ined, try to allow employees some �lexibility in how they perform. The natural loner may get more work accomplished individually than as part of a work team.

2 3Leverage the Benefits of Coaching in Real Time. People who get immediate feedback are more able to do their best. Make sure managers learn coaching skills and understand the value of giving feedback in real time, rather than weeks or months later at the annual review.

4

Play to Employees’ Strengths. Efforts to improve often focus on �ixing weaknesses, but better results are possible by building on individual strengths. Figure out, and then focus on, what people are good at and what makes them happy (often the same things).

Hand Over Control. Do your managers tend to micromanage as their default style? Such behavior can drain the morale of a workforce faster than a speeding bullet. Don’t stand over their shoulders all the time! Trust people to do their best, encourage them to share ideas, and if it will help your business, let them execute their ideas. They will become stakeholders in your success!

5 6

3Digest January 2014HRMRA—The Management Association

A Disgruntled Workforce = DisasterAn Engaged Workforce = Success

Offer New Opportunities. In today’s �latter organizations, this is especially important. Don’t let your engaged employees get bored! Possibilities include special assign-ments, access to new resources, additional responsibilities, and redesigning jobs. New opportunities present great potential for big payoffs to the organization as well as to the individual.

1

Share Data.Engaged employees will stay that way when they have regular news about the organization’s �inances, goals, and vision. You don’t have to open your books in all their glorious detail, but allow your employees to connect the dots between their job performance and the larger success of the company.anization as well as to the individual.

Pay Attention to How People Work. The more closely you are able to align employees’ work styles, the more productive your workforce will be. Once the essential parameters of a job are de�ined, try to allow employees some �lexibility in how they perform. The natural loner may get more work accomplished individually than as part of a work team.

2 3Leverage the Benefits of Coaching in Real Time. People who get immediate feedback are more able to do their best. Make sure managers learn coaching skills and understand the value of giving feedback in real time, rather than weeks or months later at the annual review.

4

Play to Employees’ Strengths. Efforts to improve often focus on �ixing weaknesses, but better results are possible by building on individual strengths. Figure out, and then focus on, what people are good at and what makes them happy (often the same things).

Hand Over Control. Do your managers tend to micromanage as their default style? Such behavior can drain the morale of a workforce faster than a speeding bullet. Don’t stand over their shoulders all the time! Trust people to do their best, encourage them to share ideas, and if it will help your business, let them execute their ideas. They will become stakeholders in your success!

5 6

4 Digest January 2014HR

Not So Fast! Exceptions to Employment-at-WillIf you think you can hire and �re at will, beware. Yes, the employment-at-will doctrine states

that the employment relationship may be terminated at any time by either the employee

or the employer for any reason or no reason at all. Its limitations, however, are many.

Be fair• Review your compensation

practices for internal equity.

• Put performance management

practices in place.

• Develop policies that work for

your organization and

apply them consistently.

PUBLICPOLICY

· Good faith and fairness doctrine

• Train your managers and supervisors

about equal employment opportunity.

• Train your entire workforce on

harassment prevention.

• Investigate complaints right away.

• Review all termination decisions carefully.

Prevent discrimination and other legal problems

· Discrimination

· Retaliation

· Whistleblower protections

STATUTES

· Collective bargaining

agreements

· Individual employment

contracts

· Correspondence offering

employment

· Verbal agreements

Avoid creating a contract• Don’t make promises.

• Don’t convey any impression of

long-term or permanent employment.

• Eliminate any steps that “must” be

followed prior to termination.

• Phrase your procedures as “guidelines.”

• Include clear disclaimers in your

handbook that it is not a contract.

• Obtain written employee

acknowledgements.

º Get signatures on application

forms stating that employment

is at-will.

º Use handbook acknowledgments

stating that employment is at-will.

CONTRACTS

EMPLOYMENT-AT-WILL

Sure, this doctrine exists

but do not confuse it with

a justi�able reason to terminate

the employment relationship.

5Digest January 2014HRMRA—The Management Association

Not So Fast! Exceptions to Employment-at-WillIf you think you can hire and �re at will, beware. Yes, the employment-at-will doctrine states

that the employment relationship may be terminated at any time by either the employee

or the employer for any reason or no reason at all. Its limitations, however, are many.

Be fair• Review your compensation

practices for internal equity.

• Put performance management

practices in place.

• Develop policies that work for

your organization and

apply them consistently.

PUBLICPOLICY

· Good faith and fairness doctrine

• Train your managers and supervisors

about equal employment opportunity.

• Train your entire workforce on

harassment prevention.

• Investigate complaints right away.

• Review all termination decisions carefully.

Prevent discrimination and other legal problems

· Discrimination

· Retaliation

· Whistleblower protections

STATUTES

· Collective bargaining

agreements

· Individual employment

contracts

· Correspondence offering

employment

· Verbal agreements

Avoid creating a contract• Don’t make promises.

• Don’t convey any impression of

long-term or permanent employment.

• Eliminate any steps that “must” be

followed prior to termination.

• Phrase your procedures as “guidelines.”

• Include clear disclaimers in your

handbook that it is not a contract.

• Obtain written employee

acknowledgements.

º Get signatures on application

forms stating that employment

is at-will.

º Use handbook acknowledgments

stating that employment is at-will.

CONTRACTS

EMPLOYMENT-AT-WILL

Sure, this doctrine exists

but do not confuse it with

a justi�able reason to terminate

the employment relationship.

For additional information about employment-at-will, visit MRA's Online Resource Center or contact an MRA HR Advisor at 866-HR-Hotline (866-474-6854).

6 Digest January 2014HR

While the effective date for the shared responsibility (“pay or play”) penalties and the corresponding reporting requirements under the Affordable Care Act (ACA) have been delayed, many elements of the new law remain effective or become effective for plan years beginning in 2014.

Notices: • If you haven’t already done so, provide all employees with the required notice about the health care exchanges and information about your group health plan, and then notify new employees within 14 days of their date of hire.

• Provide an updated Summary of Benefits and Coverage with your open enrollment materials, and then to new employees when they become eligible for your group health plan.

• If you issue 250 or more W-2s, continue to include the total cost of health coverage as an informational item.

Plan Design: • Annual and lifetime limits on essential health benefits are prohibited.

• Limits may be imposed on deductibles and out-of- pocket maximums.

• Waiting periods under group health plans cannot exceed 90 calendar days.

• Non-grandfathered plans must cover preventive care, including contraceptive coverage, without co-pays, deductibles, or other cost-sharing amounts, with certain exemptions for religious and other nonprofit organizations.

We are monitoring the evolving issues, including the U.S. Supreme Court’s recent announcement that it will consider whether requiring coverage for contraceptive services is constitutional.

By Debra J. Linder

Chair, Compensation Planning & Employee Benefits Group Fredrikson & Byron, P.A.

• Eligibility for health reimbursement accounts (HRAs) must be limited to employees enrolled in a group health plan. Limited-purpose HRAs and EAPs appear to be permitted, but not pre-tax premium reimbursement accounts.

• Starting in 2013, employers may amend their health flexible spending account plans to permit a carryover of up to $500. The $500 carryover is not cumulative; the maximum amount an employee may have credited to his or her health FSA is $2,500, plus the $500 carryover, for a total of $3,000. The employer cannot permit the carryover if the employer allows employees to use the two-and-a-half month grace period for incurring expenses after the end of the plan year.

• To accommodate enrollment in health care exchanges, fiscal year cafeteria plans may be amended to permit changes in premium elections once during the year.

Numerous questions remain about the ACA and its rollout.

Watch for further developments!

Health Care Reform: What We Know for Sure

www.healthcare.gov

Other elements of the ACA will become effective when guidance is issued. Live at MRA’s Conference Center in Waukesha Wisconsin or access via webinar.

For detailed workshop overviews, visit www.mranet.org and search keywords “Health Care Reform”

7Digest January 2014HRMRA—The Management Association

Health Care Reform: What We Know for Sure

Other elements of the ACA will become effective when guidance is issued.

As your organization explores its health care reform path, this series takes a deep dive into six critical areas. Each unique session is led by health care experts.

Let MRA assist your organization with conquering the most complex challenges while presenting new ideas and opportunities.

Health care Reform Workshop 2014 Series

Explore the Reform’s Challenges, Regulations, and Opportunities

Are you on the right track? Key provisions roll out in 2014.

MRA’s

Earn HRCI Credits. HRCI credits have been applied for.

Glide Path to Developing a Public Marketplace Exchange

Strategy | February 19

ACA Regulatory Updates and Recent Guidance: What’s

New in the Shifting Reform Environment? | April 29

Roadmap to Wellness in the Era of ACA | May 20

Tactical Impact of Health Care Reform on Reporting, Benefits, Taxes, and More | August 12

Exclusive Focus on ACA Measurement, Administrative,

and Stability Periods | March 17

The Power of Private Health Insurance Exchanges and

Defined Contribution Plans July 15

Live at MRA’s Conference Center in Waukesha Wisconsin or access via webinar. For detailed workshop overviews, visit www.mranet.org and search keywords “Health Care Reform”

SavE! ENRoLL iN aLL Six & gEt oNE FREE

8 Digest January 2014HR

AYes, the entire premium must be used in the calculation in this situation. Employers may wish to begin offering plans separately because a higher total premium could result in a penalty if the plan becomes unaffordable under the 9.5% Rule as defined by the law. Also, starting in 2018 a so-called “Cadillac tax” will be imposed by the ACA—an annual 40% excise tax on plans with premiums exceeding $10,200 for individuals or $27,500 for families (not including vision and dental benefits). Answer provided by Mueller QAAS.

Calculating Affordability Under the Affordable Care Act (ACA)

Heard it on the Hotline

Infonow!

Q Our healthcare program combines medical, dental, and vision coverage into one plan with a single premium. Employees subscribe to the whole plan or not at all. Must we utilize the entire premium to calculate affordability under the ACA?

New Reports Published in January: • 2014 National Business Trends SurveyRecently Published Reports: • 2014 National Wage & Salary Survey• 2013 National Sales Compensation Survey• 2013-2014 National Salary Budget Survey• 2013 National IT & Engineering Compensation Survey• 2013 Insurance Plans Survey: Health & Prescription Drugs• 2013-2014 Pay Trends & Talent Strategies Survey • 2014 Holiday Practices Survey• 2013 Managerial, Supervisory and Professional Salary Survey • 2013 Non-Exempt Wage Survey• 2013 Executive Compensation Survey (National and North Central volumes) • 2013 Wage Survey of Industrial Jobs• 2013 Community Bankers of Wisconsin Compensation Survey• 2013-2014 National HR Policies & Benefits Survey (National and North Central volumes)Questionnaires Open in January: • 2014 National Executive Compensation Survey • 2014 Wage Survey of Industrial Jobs Watch for the new 2014 Survey Calendar for additional information!

IRS issues 2014 standard mileage ratesThe IRS has issued the 2014 optional standard mileage rates used to calculate the deductible costs of operating a motor vehicle for business. Beginning on January 1, 2014, the standard mileage rates for the use of a car (also vans, pickups, or panel trucks) will be 56 cents per mile for business miles driven. This is a decrease of one-half cent from the 2013 rate.

(IRS News Release IR-2013-95, IRS Notice 2013-80, December 6, 2013.)

Survey Corner

Affirmative Action Services from MRA

www.mranet.org

Enhance your ability to attract and retain a talented and productive workforce and maintain your competitive edge.

We bring our vast experience developing AA programs, including working through compliance reviews, to every project.

The changing regulatory climate makes it more important than ever to have rock solid compliance programs in place.

9Digest January 2014HRMRA—The Management Association

Franklin, WisconsinInfonow!american Landscape Menomonee Falls, WI Shea Hughes President

Career ventures, inc. West St. Paul, MN Wendy DeVore Organization Executive Colo Railroad Builders Romeoville, IL Shelly Hitzler PHR Director of HR

Compliant Pharmacy alliance Cooperative Stoughton, WI Kathy Jolicoeure Accounting Specialist

Delta Medical Systems Pewaukee, WI Tom Gresham VP of Finance and Administration

Evangelical Free Church of america Minneapolis, MN Richard Dahl HR Director

great Clips, inc. Minneapolis, MN Melissa Lutz HR Manager

great Lakes Dermatology Racine, WI Jana Baumann Director of Human Resources

greater Quad Cities Hispanic Chamber of Commerce Moline, IL Zenaida Landeros Program Manager

Handishop industries inc. Tomah, WI Patty Clark Executive Director

international Species information System Bloomington, MN Peggy Klug Director of Finance

Liquid Waste technology Richmond, WI Holly Butler HR Manager

Meltric Corp. Franklin, WI Laurie Hodgson CFO

Merjent Minneapolis, MN Melissa Bartness HR Manager

Middleton Chamber of Commerce Middleton, WI Van Nutt Executive Director

Milestone av technologies LLC Eden Prairie., MN Christine Biehl VP of Human Resources

Milwaukee Emergency Center for animals Greenfield, WI Craig Lichtenberger Business Manager

MSi general Corporation Oconomowoc, WI Kathleen Otten Executive Assistant/HR

Professional Power Products inc. Darien, WI Crystal Klinefelter HR Manager River States truck & trailer La Crosse, WI Sarah Fecht Director of HR & Recruiting Satcom Direct, inc. Satellite Beach, FL Michelle Walsh HR Manager

tosca Ltd. Green Bay, WI Anthony LaMalfa Director of HR

trissential Minneapolis, MN Jennifer Strom Human Resources Director

tulip Molded Plastics Corp. Milwaukee, WI George Koleas Human Resources Director

val-Fab inc. Neenah, WI Pam Bartelt HR Coordinator

visual impressions, inc. Milwaukee, WI Jennifer Wiegers HR

MRA’s HR experts will get it done – effectively and efficiently.

Let MRa Make You a Hero!

Call Us– we will make it happen!

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Whatever 2014 throws at You...MRA Has You Covered.

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No matter what HR challenges or opportunities are thrown your way, you can confidently say, “Bring it on!”

Your MRA membership gives you access to the talent, tools, training, and technology you need to succeed:

Learn how to maximize your MRA membership. Email members@mranet.org to schedule a meeting with your membership representative. Include “COVERED” in the subject line for a chance to win a free MRA 2014 conference registration in your area. Or call 800.488.4845.

• Wage, salary, and benefits survey data• Compliance and affirmative action assistance• Compensation and benefits services• Recruiting and retention services• Reference and background investigations• Leadership and supervisory training• 24/7 HR Hotline and Online Resource Center• Roundtables, forums, and networking opportunities