Practical HR Tips, News & Advice. Updated Daily.
Yesterday, consultant David Cichelli talked about hurdles, modifiers, and multipliers for sales compensation. Today, his take on using matrices, plus an introduction to a new compensation webinar you won’t want to miss.
Over the past ten to fifteen years organizations have noticed a shift in the work habits of employees especially with the wide availability of mobile capabilities.
Yesterday, we looked at the first seven of consultant Jim Kochanski’s nine factors for pay-for-performance success. Today, the remaining two—plus an invitation to a webinar next week that will help you become fluent in pay for performance at your organization.
“Approximately 30% of organizations we study do pay for performance well,” consultant Jim Kochanski says, so it is possible, but it’s not automatic. “Fortunately, there are nine factors that can help the other 70%, he says.”
In early 2013, the California Court of Appeals ruled in favor of an employee in a so-called “mixed-motive” case (when an employer has both unlawful and legitimate reasons for taking an adverse employment action) brought under the state Fair Employment and Housing Act (FEHA).
Effective August 13, 2014, San Francisco’s Fair Chance Ordinance prohibits employers from asking about a job applicant’s criminal history, including inquiries on an employment application form. This prohibition, often called a “ban the box” provision, applies to private employers, city contractors, and subcontractors with 20 or more employees. Covered employers may ask about an applicant’s criminal history after the first live interview (in person or via telephone or other technology) or after a conditional job offer. A notice describing the protections provided under the ordinance will be developed by the city’s Office of Labor Standards Enforcement (OLSE). Employers are required to post the notice and to send a copy to any labor union with which they have a collective bargaining agreement.
Yesterday, we looked at the case of a California employee, Lorena Alamo, who successfully established that her termination was due to improper “mixed motives” (the employer had both unlawful and legitimate reasons for the firing).
Given a choice of using the carrot or the stick in their organizations, many people favor the carrot. But not today’s guest poster, Kyle Eastham (a.k.a., “the Black Belt Speaker”). He feels we need more stick—or perhaps “kick,” given his moniker?
As an HR person, you care about people, says attorney Susan Fentin. Your impulse is to help an employee with a chronic illness. However, if the situation is driving the business down, you may not be able to help.