Employee Retention (Cont’d from Page 4)
3. Get Ready for More – and More – Legislative Changes We’ve been noticing for quite some time that state legislatures and municipalities have enacted all types of legislation that impacts employee compen- sation. The list below is just a sampling of changes scheduled for 2022: • Illinois HB-1207 prohibits employers from seek- ing an applicant’s salary history but allows employ- ers to provide compensation information about the position applied for; • California AB-701 requires warehouse distribu- tion center employers to provide written descrip- tions of quotas at time of hire; • District of Columbia B-285 amends the Univer- sal Paid Leave Act to increase the amount of paid leave to 6 weeks of medical leave and 2 weeks of parental leave per year; and • Several bills in different areas of North Carolina prohibit discrimination in employment on the basis of protected class. The definition of protected class is amended to include gender identity, gender ex- pression, sexual orientation, and natural hairstyle. This is particularly important if you do business in multiple locations. And don’t forget that 26 states also have minimum wage increases scheduled for 2022. The Affinity HR Support Plan is a great tool that not only tracks the legislative changes happen- ing in the states where you do business but also provides next steps for how to stay compliant. 4. Do a Deep Dive Into Employee Retention Most likely you’ve had some employees leave during 2021, and you’ve probably collected some basic exit interview information. Have you looked closely at the information you’ve collected to de- termine if there are patterns or reasons for leaving? According to a 2021 survey by NerdWallet, the top 5 reasons employees left their jobs this year were: • Lack of respect or trust • Low pay • Poor company culture
• Overwork and underappreciation • Bad management and supervision
Recently a large manufacturing client that had been experiencing high turnover took a closer look at their turnover statistics and discovered that most of the employees who left had worked in two work- groups. Further analysis revealed that the first-line supervisors in these workgroups were new and pretty much untrained. These supervisors are now receiving additional training and are working close-
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