Changing workforce trends are presenting employers with new challenges every day.

In a prior Insight, I talked about the multi-generational workforce, which is one of the biggest trends employers are currently seeing.

Two other big workforce trends are an increase in regulations and having various cultures in the workplace. For this Insight, we will discuss the trend of various cultures in the workplace.

One of the cultural factors is language. Employers need to recognize that as businesses globalize their operations, there is an increased chance of different languages in the workplace.

Not recognizing this could cause a communication barrier.

In this instance, the company would need to come up with strategies to help their workforce deal with different languages. It may be necessary to look at using translators or translations services. This applies to both written and verbal communication pieces. Handbooks may need to be translated into other languages. When there is a critical meeting or training, there may be a need to bring in a translator or use a trainer who is conversant in the language.

Also, part of various cultures includes dealing with different customs.

For employees with different customs, employees will need to know what kind of conduct is acceptable and what isn’t acceptable in the workplace Sensitivity training may be necessary to educate the workforce on the various cultures present in the workplace and how to be open and accepting of those differences.

Some cultures also have different philosophies about how they view the role of the employer.

In some cultures, they see the employer in a parental role. In this role, the employer is a provider, not only of financial and economic resources, but also for professional and career direction. The employee has an expectation that the employer will look out for the employee’s best interest in grooming the employee for future positions within the organization. There may also be an expectation that the employer will take care of the employee’s family that goes beyond providing family healthcare coverage.

On the other end of the spectrum, the employee’s culture may view their employment as a professional relationship where work is a transaction in exchange for money. In an organization, both cultures may co-exist simultaneously.

These are some examples of different components of cultural trends that employers have to deal with.

Common Mistakes
When employers evaluate their work environment, there are three mistakes I often see them make:

• Not recognizing that workforce trends are part of what an employer deals with in the workplace. Some business owners operate in isolation. They only consider what they want to do and they fail to recognize that their business requires dealing with employees, including the cultures those employees bring to the workplace.

• Not recognizing the limitations placed on the employer. Being a business owner and an entrepreneur may give in impression that the owner can do what they want because it is their own business. But that’s not totally the case. The business must operate within the confines of the law and those regulations dictate the limitations on what the business owner can do.

• Not recognizing that business today is a global economy. This is due greatly in part to technology and information being so readily available via the Internet. It’s very important for employers to recognize this.
  

Steps to Effectively Managing Workforce Trends
If you can get to the point where you are recognizing the three things employers mistakenly don’t recognize (which I mentioned above), you’re definitely on your way to effectively managing workforce trends.

The next step you should take is to find resources and people you can go to in order to address any issues you may have with these trends. In terms of the global economy, you need to find experts who will help you understand how it affects your business operations. An outside practitioner or consultant can help you understand what you’re getting into, what the consequences of not recognizing workforce trends are, etc.

I help companies deal with workforce trends of their human capital on a day-to-day basis.

For example, when an employer calls me and asks if they can require that all employees speak English, I have to guide them through the process and let them know there are prohibitions about requiring English-only in their workplace. I work with employers on how they can best deal with the situation while minimizing the potential for a discrimination claim.

Using the example I just mentioned (English-only in the workplace), instead of issuing a directive that everyone must speak in English, I recommend that the employer emphasize the need for teamwork and extending consideration to each other by communicating in a language that will avoid any misunderstanding or misinterpretation. The focus is not on the language to be spoken. Instead, the focus is on teamwork and improved communications.

Doing this will create a more positive and welcome work environment.

It’s important to stay on top of workforce trends so you can determine how it affects your workplace and make the best decision about how to deal with it.

The Americans with Disabilities Act Amendments Act (ADAAA) was signed into law on Sept. 25, 2008.

As stated in a previous HRTools.com Insight, employers should update their policies. The ADAAA significantly amends the Americans with Disabilities Act (ADA), which affects how employers evaluate ADA coverage and requests for reasonable accommodation. The ADAAA is a federal law that became effective on Jan. 1, 2009.

Many employers are asking, "What does all this mean?" Since the ADAAA broadened the definition of "disabled," the Act also affects how employers manage their workforces.

Complicated federal and state laws, such as this one with related amendments, can understandably overwhelm many employers.

In order for employers to prepare for and handle those related coverage and requests associated with the ADAAA, here is what I generally recommend (in addition to seeking more definitive guidance from Human Resources [HR] and/or legal counsel):

1. Develop a plan.
2. Look at what modified work tasks are available.
3. Determine what the organization can do in terms of making modifications.
4. Review job descriptions.
5. Identify essential duties associated with those jobs (for instance, lifting, bending, etc.)
6. Train managers and supervisors so that everyone is on the same page and the organization stays in compliance.
7. Evaluate what would be considered as undue hardships (for the employer). As explained in my previous Insight, unless an employer can show that it would suffer undue hardship, they must provide reasonable accommodation.

How do these changes affect an employer’s everyday decisions? The short answer is: in many ways.

For instance:

• If an employee requests time off, due to personal circumstances, I usually recommend that the employer grant the request. I further recommend that the employer not terminate the employee because, if they are deemed "disabled," then the employer is required to provide reasonable accommodation. Allowing the time off might be considered as the required accommodation.
• If an employer says, "The doctor says that Employee A cannot lift anything." Then, I normally suggest that the employer ask, "Well, what positions can you ask Employee A to fill? Are there any positions that will not require any lifting?" This example illustrates how an employer can make a reasonable accommodation for the individual, if there is an open position.

The interactive process is one in which the employer is demonstrating good faith. They are trying to arrange for—and/or make modifications that will allow for—reasonable accommodation for the disabled employee. This modification could simply take the form of shifting the employee’s work hours.

As a final note: Employers should be very careful about making assertions toward their employees. Under the ADA, employees can claim a failure to accommodate, if they can prove that an employer knew of physical or mental limitations.

In other words, employers want to avoid situations where they are regarding or treating individuals as disabled, because this action alone might lead to other areas of obligation. This is why it is important to consult with legal counsel or HR for more definitive guidance.

Again, because far more people now fall under the definition of "disabled," the ADAAA provides for a broader scope of protection for employees. Employers should be prepared to update their policies and to offer more accommodations. 

You may want to read this Insight after your second cup of coffee, because the following introduction is quite a mouthful!

In case you aren’t aware, the Americans with Disabilities Act Amendments Act (ADAAA) was signed into law on Sept. 25, 2008. The ADAAA significantly amends the Americans with Disabilities Act (ADA), which affects how employers analyze ADA coverage and requests for reasonable accommodation. The ADAAA is a federal law that became effective on Jan. 1, 2009.

Employers should update their policies, if they haven’t yet done so. Employers will want to include information about how to handle accommodation requests.

And before I highlight or summarize related points of this Act in a general sense, I also want to stress: When dealing with employment issues, such as the ADAAA, employers are encouraged to consult with legal counsel in order to attain more definitive guidance.

Basically, employers must be prepared to make changes to employee policies because both Acts are complicated, and you are dealing with individuals’ disabilities. As general information, the following summarizes a few significant factors or points to the ADAAA, which has significantly expanded the ADA definitions:

1. The disability could have been caused by the individual’s own personal circumstances, or the disability could be related to a workplace injury or incident.
2. The interactive process is another factor that was involved even before the changes to the ADA took place; this means that the employer must be engaged in a dialogue with the employee, who is impaired, regarding what the employer can do so that the impaired employee can still continue to work. This dialogue must be take place in a timely manner, and it must be done in good faith. In other words, the employer must demonstrate sound intentions in order to discover and find a way to make the situation work with the employee.
3. The next point deals with reasonable accommodation. Sometimes, it involves modifying the nature of the work or sometimes it involves a physical modification to the work environment itself.
4. The focus is on the employee yet, at the same time, there are concerns that undue hardships are not placed on employers. However, this is a complex point and is restrictive, so employers should seek legal counsel because other factors come into play, such as the company’s size, net worth, available resources, etc.
5. The last point speaks to how the employer treats the employee; if the employee is treated as though he or she is disabled, then they are protected under the ADA, and, as such, they cannot be discriminated against. 

With the ADAAA, we see a renewed emphasis on the interactive process, so that reasonable accommodations can be addressed. This is why it’s very important to commit to that process, as described in number two above. 

This stipulation means that employers should not make these decisions on their own without first engaging the employee in a dialogue to find out what relates to the impairment and what can be done to modify accommodations. 

Current and up-to-date job descriptions are important.

Employers will also want to develop and maintain the proper job description, which identifies the essential duties of the position. The ADA and the ADAAA do not remove the requirement that the employee must still be able to perform the essential duties of the position with or without accommodation. So it’s critical to have the job description which identifies those essential duties. 

Two final points before closing: 

1. Employers should be careful about engaging in discussions with the employee’s physician about the injured employee. The regulations are very specific that direct supervisors cannot contact the employee’s medical provider. To avoid the possibility of violating the ADA and the ADAAA, managers must discuss appropriate steps with Human Resources (HR). 
2. Managers and supervisors should be trained so they know what the ADA and ADAAA requires in terms of the interactive process and reasonable accommodations. 

Again, be sure and check with both HR and legal counsel about any points related to these Acts. 

Additional resources about this topic: 

The ADA Amendments Act of 2008: Frequently Asked Questions 

The ADA and the ADAAA: The Changing Face of Disability Law in the Workplace

In my last Insight, I explained the differences between the four generations that are currently working together in the work place. 

In this Insight, I’d like to talk about the idea of a “play room,” and explain how it can help bridge the gap between generations. 

What is a “playroom?”

A “play room” is a type of break room where employees can sit around, hang out and get creative. 

These types of rooms usually attract members of Generation X and, especially, Generation Y, but they can be tailored to all generations of employees. 

These rooms typically have comfy couches and chairs, and sometimes even bean bags! 

Employers are trying to build workspaces that are fun and that encourage employee camaraderie and creativity. This can help bridge the gap between your different generations of employees since “fun” is a word that speaks to all generations. 

If you’re interested in seeing images from different company “playrooms,” check out Alexander Kjerulf’s (the author of Happy Hour is 9 to 5) blog post on 10 Seriously Cool Workplaces. 

How Do I Create a “Playroom” in My Workplace?

If you’re interested in using an employee “playroom” to help bridge the gap between your different generations of employees, here are some steps to get you started: 

• Decide on Your Goal—Why do you want to create this “playroom?” What are you hoping to get out of it? Do you want to increase employee camaraderie? Are you trying to give your employees some stress relief? Are you looking to help them come up with some creative, out-of-the-box ideas? 
• Determine a budget—How much are you able/do you want to spend on creating this “playroom?” Your budget makes all the difference in what you can and can’t incorporate into your “playroom.”
• Do some research—Find out what other companies are doing (see the link above for 10 interesting examples). Ask your employees what they’d like to see implemented in the “playroom,” such as a pool table or giant whiteboard.
• Make your selections—Decide which items you want to incorporate in your “playroom.” Your choices should be in alignment with your goals for the room.
  
  For example, if your goal is to increase employee camaraderie, you’ll want to purchase items that encourage bonding, such as a pool table or air hockey table, video games or board games. 

And for those employers who read this Insight and think—“Why would I encourage my employees to slack off?” or “But won’t giving employees a playroom cause them to never get work done?” have no fear. Employees won’t slack off. 

In fact, a “playroom” will help them relieve stress, which will help them to be more focused and more productive. Employees may even work harder just to keep the arrangement. 

Also, if you’re worried about employees spending too much time in the “playroom,” consider setting ground rules, such as specific times employees are allowed to use the room (at lunch time, during their 15 minute morning or afternoon breaks), and communicate to employees that the “playroom” is a privilege, which will be taken away if productivity starts to decline.

These days, companies are struggling with the challenges of managing a more generationally diverse workforce. 

In the past, employers would only be dealing with one or two different generations, but now, because older workers are staying in the workforce longer, we find four generations within the workplace. 

The challenge for employers is to be able to understand each generation, as well as get the generations to understand each other so they can continue working together. 

The Four Generations

There are four generations that currently make up the workplace. It may seem an oversimplification, but it helps to identify the groups in the following way: 

1. The Silent Generation—This generation is also sometimes called the oldest generation or the traditional generation, and is made up of people born before 1945.
2. The Baby Boomers—This generation is made up of people born after World War II until the early 1960s.
3. Generation X—This generation includes people who were born from the early 1960s until the late 1970s.
4. Generation Y—This generation is also sometimes called the Millennials, and includes people born from 1978 until 1990. This is the newest generation to enter the workplace, and they are doing so at almost alarming rates. 

The Silent Generation are usually very work-oriented and are willing to make sacrifices in their personal lives because of work. They look to authority figures for direction to tell them how work gets done. 

The Baby Boomers accept authority figures and are willing to go the extra mile. For Baby Boomers, they see their profession as defining who they are.

Generation X wants work-life balance; they understand technology, learn quickly and are a little more independent than the Baby Boomers. 

Generation Y are the ones who grew up with technology and they want things to happen quickly. They’re used to getting things fast. Computers and other office technology isn’t anything special to them. They’re used to having cutting-edge technology and information at their fingertips.

Generation Y also looks at life before work. They want to know how they can fit work into their life, not fit their life around work. 

Not every individual will always fit neatly and exactly into the above categories. There are those who may be somewhere in-between and may have traits in one group as well as another. But for the most part, the above four groups provide an easy way to look at the generations. 

Mistakes Employers Make Regarding Generations in the Workplace

When employers do not recognize the differences in the generations, some of the mistakes that occur are: 

• Tasks are not aligned to the strengths and abilities of the employee resulting in frustration for both the manager and the employee.
• Goals and professional development plans do not fit the needs of the employee resulting in an employee who does not see growth within the organization for him/herself.
• Lack of understanding what motivates each of the different generations resulting in an Employee Recognition Program that is ineffective. 

In order to fix these mistakes, you first need to recognize that there are indeed four different generations in your current workplace. 

Next you’ll want to research the different generations to determine what it takes to motivate them. Then you’ll want to develop incentives that fit those motivational factors. 

For example, if your company has a lot of Generation Y employees, you need to find work for them that has variety. It’s also important to develop programs that give them immediate feedback.

When a Gen Y’er feels like he/she isn’t learning anything, they tend to move on to another company.

These are some things employers need to come to terms with. 

In my next Insight, I’ll explain the idea of a “play room” and how it can help bridge the gap between generations.

In my last Insight, I talked about some common mistakes employers make regarding employee expectations. 

A lot of the assistance I provide to companies is helping them develop job descriptions for their staff. Well-written job descriptions are the easiest way to communicate expectations to employees. 

Employee handbooks are another area where I often provide assistance to companies. And employee handbooks are also another great way to communicate expectations to employees. 

These are two of the most common ways to communicate what your expectations are to your employees. 

The results you get, however, depend entirely on how well the job descriptions are written and how thorough the employee handbook is. 

For example, if a manager wants to issue an employee counseling document, but if the company doesn’t have a written job description for this employee’s position, the counseling document is not as effective because the employee can always argue that his/her job was not clearly communicated to him/her. 

If, however, you have a job description to go with the counseling document that spells out the exact expectations from the employee for his/her position, the counseling memo reinforces the expectations already identified in the job description. 

Regarding employee handbooks, sometimes managers are unclear about what the company’s actual policies are because there is no handbook for managers to refer to. When this happens, managers may end up providing misleading information to employees. Each manager may also have their own ideas of what the company’s policies ought to be. As a result, each manager uses their own interpretation when they are communicating policies to employees, and employees from one department end up having a different set of expectations than employees in another department. 

This can cause a lot of problems because expectations are not clear and often become confusing. 

Once you develop an employee handbook that is clear and easy to understand, managers will be able to better communicate to employees what the policies are. That way, employees always know what’s expected of them. 

Companies really need to focus on creating clear, easy-to-understand expectations and then communicate these expectations to employees in a way that allows them to know exactly what is required of them. 

Well-written job descriptions and employee handbooks will help put your company on this path.

Changes in any situation, whether in a personal or professional setting, can create anxiety if not properly planned out. We know that change is inevitable. We know that change happens in life. At work, employees can and do make the adjustments necessary when change happens; it just depends on how the change is communicated to them and the kinds of preparations that are put in place so employees are ready for it. 

In the workplace, changes in employee expectations can sometimes put employees on-edge and create unhealthy stress if they’re not informed of the changes being made ahead of time. This can also happen if employees didn’t have sufficient time to adjust to the changes. In addition, it can create confusion for the employee because they do not know what may be expected of them. However, changes in employee expectations do not need to create unhealthy stress. In fact, change can actually be healthy. For example, providing employees with resources in order to deal with the change will make the situation more manageable. Those resources can include training, counseling support, sharing information and open communication. 

Common Mistakes

One of the mistakes employers make is not giving employees a viable explanation for why the change is necessary. 

Some possible reasons an employer might not give employees an explanation are: 

• Employers are hesitant because they think an explanation will generate more questions from employees and they don’t want to deal with it. Avoidance will only make the situation worse. Employers should anticipate the questions that might come up and prepare appropriate responses to allay employee concerns.
• The employer hasn’t thought out how to communicate an explanation yet.  Planning for the change should include how to communicate the change. If the employer skipped this step, the desired results may not be achieved. 

Another common mistake is not giving employees enough preparation time. Employees need time to adjust to change before it happens, otherwise they can feel overwhelmed and not know what to do. The amount of time needed to make the adjustment varies by situation and by individual. The employer must weigh these factors when scheduling the new expectations. 

Not fully utilizing the resources available to the company is another mistake. If the company has resources within the organization to facilitate change, they need to be utilized. As an example, a training course may be available to help employees deal with change and learn to adapt to it. Using the company’s communication system to inform employees of the changes about to occur should also be utilized. Sometimes the communication system is written out, but sometimes, depending on the message, it might be more effective to have face-to-face meetings. Management must fully utilize these resources so they are not wasted. 

Examples of Effectively Communicating Employee Expectations

As far as changes in performance expectations are concerned, the one step employers must take is to have a well-written job description. If the nature of the work has changed, then a new job description needs to be developed and shared with the employee. This helps communicate what is expected of the employee. 

Ongoing communications are also just as important. Employers should have regularly scheduled meetings with each employee so there is an avenue for the employer to share how they see the employee performing. This is a venue for the employee to ask any questions or make comments or suggestions, as well. 

The meeting also sets the expectation for employees that, on a regular basis, their manager is going to review their work with them. 

Another thing that an employer must have is well-thought-out policies and procedures that are written down. Policies and procedures are communicated in writing to employees through the Employee Handbook. This makes it easier to communicate the policies with employees because there is text that can be cited for reference. 

Policies and procedures manuals tell employees how they are expected to conduct themselves while they work for the company. It also tells employees what they can expect from the organization.

In my next Insight, I’ll give an example of a time I helped a company with its employee expectations.

For managers to develop positive employee relations with their staff, it’s necessary to show your employees that you understand the importance of feedback.

Why Feedback is Important
There have been times when a manager will call me and say, “My employee is not doing the work they need to do.” My first question to them is, “What is the work that they need to do?” Then I ask if they’ve given the employee a job description. On most occasions, they have not.

Giving an employee a copy of their job description is the first thing a manager should do after hiring the employee. A job description is a form of feedback in the sense that it tells the employee what they need to do to be successful in their position.

When the manager hasn’t given the employee a job description, most of the time, it is because they do not have a job description written for that position. If they don’t, I assist them in putting together a comprehensive job description that details exactly what is expected of the employee.

Having a job description in writing clarifies what work is needed from the employee. In order to write out a job description, the manager must have a clear picture of what they want the employee to do and they must be able to describe it on paper. This is important because, if the manager cannot describe the work in writing, most of the time it is because the manager is not sure what the employee should be doing. As a consequence, the employee ends up with a vague idea of what they’re supposed to do or the employee ends up guessing.

Seeing the job duties on paper will help the manager and the employee make a commitment to it. It avoids overlooking essential work that needs to be accomplished and the written description allows the employee to refer back to it when necessary.

Sometimes, managers do not want to put the job description in writing because they feel that it limits what they can assign to the employee. This limitation can be addressed, if the written job description is done correctly. The upside of having a written job description outweighs any downside of not having one.

When Feedback Isn’t Provided
Another situation where feedback is often lacking is when it comes to following through about the job description.

After the manager has given the employee the written job description, the next question for the manager is, “How is/was the employee trained to do these duties?” If the manager simply tells the employee what needs to be done, the manager has not really done anything beyond reading the job description. That is not the true essence of training. Training involves, not only telling the employee what the work is, but also demonstrating the work. The demonstration does not need to be done by the manager himself/herself. A co-worker can be assigned to give the demonstration.

Training is also checking the employee’s initial work to verify that the employee did it correctly. Then, training also includes correcting the employee if the work was not done right during the initial phases. This aspect of checking and re-checking may take two or three repetitions to ensure that the employee is fully trained on the required task.

After the training phase, follow-through on the job description and giving feedback also includes telling the employee when they are doing the work correctly or incorrectly.

When I ask a manager if they went back to tell the employee if the work was done correctly or not, managers start to realize that part of the reason the employee isn’t performing the way they’re expected to may be because there was no follow-through. In other words, the manager may have neglected to give feedback to the employee.

I spend a lot of time guiding managers through the feedback process, and helping them realize what steps they omitted, in order to get an employee to understand his/her job duties.

Performance Evaluations Play a Major Part in Feedback
Performance evaluations, if done properly, give a good historical overview of an employee’s performance, and reinforce for the employee what they are doing right or wrong.

Sometimes managers will tell me, “I don’t do performance evaluations because they don’t serve any purpose.” It is unfortunate when the manager thinks this way because there are opportunities that will be missed, both for the manager and for the employee.

Performance evaluations are a tool the manager can use in a variety of ways. In addition to providing feedback, the performance evaluation can be used to identify goals for the employee to achieve. It can also be used as a developmental mechanism to move the employee to a higher level or role within the organization. Performance evaluations also support employment decisions related to promotions, raises and layoffs, to minimize exposure to risk or liability for the organization. Managers need to come to an understanding of why evaluations are so important, not only for themselves, but for employees, as well

When managers are willing to accept this, providing feedback becomes a success story, because the manager can see how it helps them work with employees and build more positive employee relations. 

An essential element of a successful business is understanding the importance of feedback in employee relations. Feedback is one of the key elements in developing good working relationships between managers and employees.

Feedback is really a type of communication. And the way to build a relationship between managers and employees is to have communication so that both parties have a good understanding of what is expected of them and how they are doing presently.

Common Mistakes Employers Make
There are three common mistakes employers make regarding the importance of feedback:

• Assuming employees already know how they’re doing—Sometimes managers presume that their employees already know how they’re doing at work. The manager adopts the mind-set that if they are not saying anything negative to the employee, then the employee should know that they are doing fine.
  
  Managers sometimes think they’ve indirectly communicated feedback to an employee without having a direct conversation about the problem. For example, when an employee makes a mistake, instead of telling the employee about the mistake, the manager makes a comment by asking a question like, “Didn’t you already get trained on how to do this?” Although the question implies that the employee should already know how to do the task, the manager should not assume that the employee knows that he/she made a mistake.
  
  Even if the question was asked with an irritated tone of voice or body language that shows being annoyed, all it tells the employee is that the manager is irritated. Managers may feel that using these subtle ways to communicate is equivalent to telling the employee that there is a problem. Unfortunately, that is not the case.
  
  It’s important to be direct with your employees and let them know if they’re meeting your expectations, and if not, what they can do to improve.
  
  
• Thinking feedback is unnecessary—If an employee is doing a good job, managers might think they don’t need to give feedback because that’s the way it’s supposed to be. A manager who thinks that nothing else needs to be done as long as the employee is doing their job and getting the work done is another common mistake.
  
  Managers needs to recognize that even if an employee is doing a good job and meeting what’s expected of them, it’s still important to communicate this to the employee. The feedback will avoid guesswork on the employee’s part and also confirm for the employee that they’re doing well. It will also open the lines of communication for the employee to share feedback with their manager.
  
  
• Avoiding giving employees feedback—When an employee is not meeting the performance expectations of their manager, sometimes the manager avoids dealing with the situation because they are not comfortable giving negative feedback. Or, as mentioned above, the manager thinks they’ve already implied—indirectly—that the employee is not meeting their performance expectations.
  
  For example, I’ve worked with managers who say things like, “Well I already told Jane she needs to be here by 8 a.m.” To that I say—“OK, that’s fine. That’s information that needs to be provided, but if Jane is not showing up until 8:30 a.m., that’s a problem.”
  
  Managers often think just because an employee knows what’s expected of them, that should be sufficient feedback, but it’s not. If Jane isn’t showing up when she’s supposed to, her manager needs to step in and say, “You need to be here at 8 a.m., because if you’re not here, you’re not meeting what’s expected of you.” In addition, the manager should also inform the employee that the consequences for not meeting performance requirements that could lead to termination. This is often the part that managers avoid telling an employee or neglect to include.

Show Your Employees You Understand the Importance of Feedback
Employers need to show employees that they understand the importance of feedback. Here are some steps you can take to do so:

• Schedule “feedback meetings” with employees—Some managers call these “status meetings.” Essentially, the meeting’s purpose is to provide feedback to employees. By setting aside time to meet with your employees, you are conveying the message that you know the importance of feedback.
  
  Also, providing genuine feedback shows employees you’re not just doing it because you have to, but because you want to.
  
  
• Seek feedback from your employees—Feedback is a type of communication. Communication with employees needs to be two-way, which means you’re not just giving out feedback, but you’re also getting feedback in return. Two-way feedback gives employees the opportunity to share information with their manager.
  
  
• Design a systematic infrastructure for feedback—Communicating feedback doesn’t always have to be verbal. Feedback can also come in written form—memos, reports, performance evaluations.
  
  By creating a systematic infrastructure, such as having scheduled quarterly meetings, you’ll ensure employees are getting the feedback and information they need to meet their manager’s expectations and be successful in your organization.

In my last Insight, I discussed the process for implementing new policies at your company.

Businesses should develop some very basic policies at a minimum. Here are some examples of such policies:

• Vacation policy
• Sick time policy
• Bereavement policy
• Jury duty policy
• Holidays policy

Vacation Policy: In developing a vacation policy, for example, companies should look at how much vacation time they want to give employees. Some companies base vacation time on how long an employee has been with the company.

You also need to be mindful of what state and federal labor regulations are applicable when you’re creating a vacation policy. For example, in the state of California, earned vacation time is considered wages and therefore cannot be revoked by the employer. In addition, unused vacation time must be paid at termination.

Such regulations’ requirements oftentimes must be clearly communicated to employees in a related policy.

There are also states that require employers to provide their employees with the vacation policy in writing at the time of hiring.

Sick Time Policy: If a company develops a separate sick time policy, they need to be aware of how their sick time policy is used differently from the vacation policy. The two policies cannot be used interchangeably because there are different rules for sick time. There are also different state and federal labor laws that pertain to sick time, and these need to be taken into account when developing a related policy.

When companies do not distinguish vacation from sick time, they will lose the ability to have a bona-fide sick time policy. There are also municipalities that have specific ordinances about sick time policies. An example of this is the city of San Francisco.

Again, it is important to be aware of these laws, and to work with HR professionals and employment counsel to ensure that the company complies with applicable legislation.

Bereavement Policy: A bereavement policy is another basic policy that a lot of organizations have. It’s not mandatory to give employees days off specifically for bereavement, but it’s still a good idea to include in your employee handbook whether or not your company has a bereavement policy, and the specific components of it, such as maximum time off allow and whether such leave will be paid or unpaid.

For example, if you don’t have one, a simple statement such as, “Company ABC does not provide bereavement pay for employees and does not have a bereavement policy,” will suffice.

Jury Duty Policy: In addition to frequently being required by state law, having a jury duty policy demonstrates that the employer is civic-minded and supports employees who want to fulfill their public duties and responsibilities. A jury duty policy usually also incorporates a witness duty policy. As noted above, there are certain state laws that govern jury/witness duty time and if the time should be paid or not. These laws typically take into account whether the employee who must serve jury/witness duty is qualified for overtime or not. Be aware of these requirements and utilize the assistance of an HR practitioner or legal counsel to review the policy for compliance.

Holiday Policy: There are no labor laws that require private employers to offer holidays off. However, most companies do so in order to attract employees and maintain good work morale. When developing a holiday policy, it’s very common for businesses to observe mainstream holidays.

Also, businesses need to be aware of the different religious holidays that employees might celebrate in terms of how they develop the company’s holiday policy and how they choose which holidays they’re going to put on the schedule. Most companies choose those holidays when there is minimal business activity because most other businesses are also on holiday and not because of religious considerations. For those employees who have religious holidays outside the company holidays, employers should allow the employee the time off as a vacation day.

Some employers have even offered an extra, neutral, “floating” holiday to employees to use at their discretion.

More Elaborate Policies
The policies I mentioned above are fairly basic policies. Many companies, however, also have more elaborate policies for their organization. These policies are not always common to all businesses as the policies I mentioned above oftentimes are.

For example, a more elaborate policy that a company might want to implement is a telecommuting policy.

Another not-so-common policy is the attendance policy. Almost all companies have some kind of attendance policy, but some companies are fairly in-depth with their attendance policy.

For example, I once worked with an employer who had an attendance policy that used a point system, so if an employee was late by a certain number of minutes, they would get one point. If they left early, that was another point. If they were a no-call/no-show, that was another point. The points added up and once an employee reached three points, they would get a verbal warning, with the consequences escalating as the points accrued.  

That is just one example of a more elaborate company policy. Again, most companies don’t have attendance policies like the above mentioned. For the most part, companies generally have an attendance policy that requires employees to call-in to their supervisor by a certain hour if they are going to be absent due to an emergency and to provide their supervisor with as much advance notice as possible for planned absences, such as vacations or scheduled appointments. Most attendance policies also include a three-day no-call/no-show as job abandonment and is considered voluntary resignation.

Apply Policies Consistently
Once your company’s polices have been developed, written and approved by an HR specialist or legal counsel, it’s important that each policy be applied consistently across the board, and updated on a regular basis due to ever-changing employment and labor laws.

Companies need to make sure that they are ready to use each policy for every employee, regardless of their position in the organization, regardless of circumstances, etc., because if they aren’t consistently implementing their policies, they are opening themselves up for possible liability issues.

Polices are a way for a business to guide how they operate, not just on a long-term basis, but also on a day-to-day basis.

Policies offer a number of benefits to companies. Having policies in place:

Helps mitigate some exposure to liability

• Demonstrates to current and prospective employees that the organization has thought about the needs of its employees and has developed programs to address those needs
• Helps managers organize how they’re going to address an employee’s question, since they have a policy to refer to
• Keeps everything consistent so you don’t have managers coming up with their own policies or employees questioning why policies are different from manager to manager

When to Develop a New Policy
Obviously, as soon as an entity decides to go into business, they should develop some very basic policies of how things will operate. This is especially important if the business is going to be hiring employees.

Here are some situations when a new company policy or a policy re-evaluation might be warranted:

• When a business decides to hire an employee.
• If business operations change; for example, the business will be or has been acquired by a new company or the business has decided to change from centralized operations to decentralized operations.
• If there has been a major change in the way the business runs itself; for example, the company used to operate Monday through Friday, 8 hours a day and now needs to operate 24 hours a day, 7 days a week.
• If the environment the company does business in changes; for example, this may be due to the introduction of new technology/machinery or the introduction of competition from international markets.
• If laws change outside the company—either local, state or federal.

Process for Implementing Policies
Once a company has established its overall policies, the next step is to figure out what the processes or the procedures will be in order to implement and administer the polices.

To help you understand the steps, here is an example.

A company decides that they’ve hired enough employees and now they want to write a vacation policy. What they need to do is:

• Look at Options—In this case, get ideas of the various types of vacation policies that can be implemented. Determine if separate policies for vacation, sick time and personal time will be implemented or if a combination policy, commonly referred to as Paid Time Off (PTO), is preferred.
  
  
• Review Applicable Regulations—Consult with a resource who understands the laws related to the policy. Get their input on the implications relative to the vacation policy. The resource may be an attorney or a Human Resources (HR) professional.
  
  
• Look at Costs/Budget—In this case, the amount of time an employee is off for vacation will have associated costs for the organization in terms of employee pay as well as pay for the other staff who will handle the duties of the employee on vacation.
  
  
• Administration—Who’s going to administer it? For vacations, usually it’s someone internally who will have the responsibility to ensure that the records are maintained properly and tracked accurately. This individual will also have the role of providing guidance to the organization’s managers when there are questions about interpretation of or clarifications about the policy.
  
  
• Method or Process—How are they going to administer it? In the case of vacations, is it going to be a manual process where somebody is tracking everyone’s vacation time? Or will they buy computer software to automatically track it?
  
  
• Policy Review—It is a good HR practice to review policies every 2 to 3 years to see if the policy still meets the needs of the business.

The next step, which is one of the most important, is communicating the new vacation policy to employees. Whenever there is a major change and a company is going to adopt a new policy, there has to be a process for communicating it to employees. The communication needs to be done as soon as possible, but at least a month before the policy will take effect is usually the best time frame.

Giving a month’s notice isn’t always possible, but make sure to give employees a good amount of notice so they can get their heads around the new policy, think of how it will affect them on a personal level and then be able to make the proper adjustments in their lives.

Communication of New Policies
Communication is always better if it’s done, not once, but a number of times. And it’s always good to frame the communication from a positive perspective by showing employees how it’s beneficial to them. Here’s what you’ll want to do:

• Make the Initial Communication—This will be the communication letting employees know that the company is adopting a new policy or if the company has changed one of its current policies. Include the date you’re planning on having the policy take effect.
  
  
• Follow-Up Communication—These would serve as reminders of the policy, both what the new policy is and when it is taking effect. Try to follow up the initial communication at least two to three times.

It is rare these days to find a business without established policies. Policies are an integral part of being strategic in today’s world. Operating a business without policies to guide day-to-day activities is like driving around knowing what your destination is and where you’d like to go, but without a map to get you there.

Some Businesses Have Fluctuating Needs
The term “temporary labor” generally refers to those workers who accommodate the fluctuating needs of your business. For instance, you may need workers only during peak times of the year or for one-time-only project needs.  When regular employees are out for lengthy periods of time—such as when an employee is on a leave of absence—temporary labor is useful. In many cases, businesses use temporary labor to cover for vacationing employees; even if only for a few weeks or days.   

A temporary labor force is distinguishable from the regular full-time employees of your business.  Sometimes companies use the term “temporary labor” to distinguish these individuals from regular employees who are eligible to receive benefits. Temporary labor workers are less likely to receive benefits such as vacations, health insurance or a retirement plan.  These benefits are generally reserved for employees who have longevity in the organization. 

Examples of Industries That Use Temporary Labor

• Construction—due to the seasonal nature of this industry, it is difficult to build or repair structures during rainy or winter seasons. This industry has its greatest workforce needs during summers or when the weather permits.  Other related industries are affected as well, such as those who supply building materials, and companies that manufacture doors, windows, cabinets, etc. 
• Agriculture—another seasonal industry that is dependent on weather and seasonal limitations. During peak demand periods, such as harvest time, temporary labor assistance may be required.
• Service or Office Market—companies often need temporary labor when technical expertise is required to achieve project goals, such as the installation of new software or a new information system. You may need a computer programmer on a temporary basis—someone with a specialized skill or knowledge of a particular programming language to get your system up and running.  

Temporary employees are also needed during peak periods of financial activity, such as year-end closing for the accounting department. A company may hire temporary employees for bookkeeping or data entry; and to process final transactions when it’s time to close the books and prepare financial reports. 

Temporary staffing is a common practice when filling positions that are vacant for brief periods of time, as previously mentioned. Those positions are generally support staff positions, such as receptionist, clerical assistant and other types of routine office work. These positions do not require a long training period; and the temporary employee can acquire the knowledge and the skills to perform the job with only a few hours of instructions. 

• Retail – stores generally bring on temporary labor in anticipation of heavy sales activity during holidays, special sales events, periodic inventory tracking, or store opening set-up. 

Advantages of Hiring Temporary Labor

1. Minimize hiring costs.  As mentioned, benefit costs are normally avoided.
2. Minimize recruiting costs. The recruiting process involves advertising, background screening, testing and other expensive services. 
3. Avoid or minimize training time and costs. Agencies usually handle any training or screening steps.
4. Provides opportunity to evaluate whether or not a regular full-time employee is necessary to fill a role.  You may need to assess if someone providing these services on an ongoing basis will increase revenues or enhance your business.
5. Provides further opportunity to evaluate certain individuals as candidates for regular full-time employment. Does this individual fit in well, do they have good work habits, good customer service skills, etc.

Working With Temporary Labor Suppliers

If your business utilizes temporary labor on a regular basis, it is helpful to develop a relationship with your supplier or suppliers, more commonly called “temp agencies.”   Some temp agencies specialize in screening employees for a particular type of work such as factory labor, technical/engineering staffing, medical staffing or office support. 

By developing a relationship with a vendor, you will enjoy a smoother process because they will grow to understand:

1. your business operations;
2. the proficiency levels required of the temporary employees; and
3. your screening requirements

In addition, you can make arrangements with the temp agency to conduct a pre-hiring orientation; especially if you need a large group of temporary workers all at the same time. You also will be in a better negotiating position. Temp agencies may be inclined to reduce their rates if they can expect future business with you.

If you decide that you want to hire the temporary employee into your regular workforce, temp agencies generally will charge a fee for that transfer.  However, if the employee has been assigned to your business for a considerable length of time, the temp agency may waive this fee. This fee is generally calculated at one percent per thousand of the employee’s annual pay.  Some agencies allow a trial period during which they will not charge you—during the employee’s first 4-8 hours—if you decide that the employee is not a match for you.

As a final note: For other related information such as safety and health concerns, responsibilities or obligations, small business owners should seek counsel from an attorney.  OSHA also has information specifically developed for small businesses on their Web site.