Over the weekend, the General Assembly approved a bill prohibiting employers, including the state and its political subdivisions, from asking, or directing a third-party to ask, about a prospective employee’s wage and salary history.
Yesterday, the Connecticut House of Representatives voted to pass legislation that would promote pay equity among men and women. However, the bill lacks a key provision that would have barred prospective employers from inquiring into an applicant’s salary history.
The CT Mirror and Hartford Business Journal do a good job reporting on the developments. The…
As I continue to reflect this week on nine years of blogging, it’s hard to recall that I started this before the Great Recession hit. Since that time, all businesses have become more cost-conscious and creative in how they are structured and how they compensate their employees. Non-profit organizations are no exception to that. But how can these workplaces continue to “do good” while rewarding their employees?
Today, I’m pleased to share this post from Marc Kroll, Managing Partner at Comp360 LLC. Marc talks total about how non-profits can implement a “Total Rewards” strategy and earn a return on their investment.
And what is “Total Rewards”? As the Houston Chronicle described it in a recent article: “Formerly referred to as simply compensation and benefits, total rewards takes on a more creative and broad definition of the ways employees receive compensation, benefits, perks and other valuable options. Total rewards include everything the employee perceives to be of value resulting from the employment relationship.”
Having a well-thought out compensation system is a key component to reducing liability and, hopefully, ensuring happy, productive employees. If you’re looking for ways to avoid dealing with employment lawyers on issues, getting ahead of issues like this is a natural step in the right direction. My thanks to Marc for his insights.
As a result of the slow growth economy, non-profit organizations are facing decreased funding due to federal and states’ fiscal deficits as well as a significant shift with grant-makers who are increasingly funding awards on a performance/return on investment basis. In addition, the soaring costs of healthcare insurance are adding significant pressure to operating costs.
Without new revenue growth, many non-profits are looking for ways to measure and increase the value/return on their social mission and investments.
Consistent with these changes, some non-profits are responding by trying to increase the “return” on their services and programs in terms of program execution, utilization, and measurable results. Given this environment, non-profits are being forced to examine the viability of their highest cost centers, most particularly, employee compensation and benefits for value against performance as well as market competitiveness.
Non-profit Boards and senior management are questioning what the appropriate compensation and benefit programs should be, at what levels they should be funded, and how to drive accountability and performance in the employee workforce.
While non-profit organizations have predominantly been about social service and charity with their cultures reflecting a “do-good” environment and a concern for employee welfare, present conditions have forced many to consider a culture shift toward performance and accountability as well as changes in their Total Rewards programs. This delicate balancing act between affordability and the ability to attract and retain a stable and talented workforce presents challenges in nonprofits’ capacity to assure effective organizational culture, management practices, labor market relevance, and strategic/operational priorities.
To help navigate this challenge, the following insights to six key questions provide a prescription for change in Total Rewards:
- What should your Total Rewards strategy be?
This is a statement developed by your Board or management committee on how the organization’s compensation and benefits programs will support and relate to your operational objectives, culture, management practices, and employee performance. It also describes both the labor market within which the organization wishes to compete and the level at which both compensation and benefit programs will be set and funded.
Having this blog for nearly eight years, it’s fair to say that I’ve covered quite a few topics. But every once in a while, a never-before-discussed issue makes it way to the forefront. Today is one of those days.
My colleague, Gary Starr, has a post today about a recent Connecticut Appellate Court decision …
My colleague, Chris Engler, is back today with post getting into the ins and outs of the willful misconduct standard at the Connecticut Department of Labor. Last week, we had a senior CTDOL official speak to our Labor & Employment seminar about this and other pressing topics of interest to employers.
The bottom line: …
Back from a long holiday weekend, my colleague Chris Parkin this morning takes a look at a new Connecticut Appellate Court case about employee compensation.
A new case that will be officially released tomorrow reminds employers to take care with their words and promises when it comes to employee compensation.
The facts of the case…
So, remember back in February where I noted that employers ought to “consider having an attorney review some of your [employment] agreements … [because sometimes,] poor drafting can sometimes be avoided by having an attorney involved”?
One day, your human resources manager comes to you. She tells you that an employee lost his commercial driver’s license because he was caught — off the job — driving drunk.
The driver’s license is a requirement for the employee’s job. Can you fire the employee? Under virtually all circumstances, sure.
But then the employee…
While the blog takes a few days off, my colleague Mick Lavelle has this update on a notable Connecticut case.
Accidents and injuries are unfortunately a fact of life in the workplace, especially on industrial or construction sites. But there are rarely any personal injury lawsuits by employees against their employers.
That is because long ago, workers …
If you should never judge a book by its cover, you can never judge a legislative bill from its title.
After all, you would think that a bill about "Penalties for Violations of Certain Personnel Files Statutes" (H.B. 6185) would actually be a bill about those violations.
While that may have been in the …