Surviving The Great Resignation (CONT’D FROM PAGE 12)
• Are your performance measures appropriate? Have you included non-fi- nancial metrics such as customer satisfaction, resource utilization, peo- ple and project management where appropriate? • Do employees understand the plans and what they must do to be suc- cessful? 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 compensation. The list below is some changes scheduled for 2022: • Illinois HB-1207 prohibits employers from seeking an applicant’s sala- ry history but allows employers to provide compensation information about the position applied for • California AB-701 requires warehouse distribution center employers to provide written descriptions of quotas at time of hire • District of Columbia B-285 amends the Universal Paid Leave Act to in- crease the amount of paid leave to 6 weeks of medical leave and 2 weeks of parental leave per year • Several bills in different areas of North Carolina prohibit discrimination in employment on the basis of protected class. The definition of pro- tected class is amended to include gender identity, gender expression, 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 happening 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 determine if there are pat- terns or reasons for leaving? According to a 2021 survey by NerdWallet, the top 5 reasons employ- ees left their jobs this year were: • Lack of respect or trust • Low pay • Poor company culture 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 workgroups. Further analysis revealed that the first-line supervisors in these workgroups were new and pretty much untrained. These supervisors are now receiving addi- tional training and are working closely with their managers and more expe- rienced peers to help reduce turnover in their areas. 5. Plan Your Year End Compensation Communications Now • Overwork and underappreciation • Bad management and supervision. We hope 2021 has been a successful year for your business, and that you have good news to communicate to employees. Regardless of what the news is, there are some things that are critical to communicate: • Legislative changes and how they will impact employee paychecks • Plans for base salary increases and incentive and bonus plan payouts • 2022 planned changes to base salaries, incentive and bonus plans, and related compensation policies and procedures. Susan Palé is Vice President for Compensation at Affinity HR Group, Inc. 14 January 24, 2022
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