What to Do If Exempt Employee Is Not Working 40 Hours

What to Do If Exempt Employee Is Not Working 40 HoursWhat to Do If Exempt Employee Is Not Working 40 HoursIn an office where company policies state that exempt employees must work a 40-hour work week, an exempt employee is elend working 40 hours. The office manager understands that the company must pay an exempt employee a full salary even if they dont work a full day. How would you address this with the employee? First of all, good job on not just cutting theirpaycheck. So many people dont understand that you cant cut anexempt employees paycheck if they dont put in the full 40 hours. If she is 10 hours short each pay period, that means that shes taken more than 80 hours off. Thats two whole weeks of vacation in 4 months with no docking of her vacation or pay. Shes got the verstndigung im strafverfahren of the century from your organization. Your company is losing out. You hired her to do a job and shes not doing it. While its absolutely true that you shouldnt nickel and dime your ex empt employees on the number of hours they work, they also need to be working reasonable hours. It generally means that you can expect that one week they work 40 hours, the next 45, the following 37. A schedule like this balances out in the end. What you have, instead, is someone who is consistently working 35 hours and thats not what you hired them to do. So, lets fix this. Heres how. Employer Alternatives You can dock their vacation time in whatever increments you want. State law governs vacation and most states pretty much leave it up to the business. You are subject to follow your own employee handbook, so you may need to update your handbook to reflect your practices better. However, it sends a bad message to employees when you dock vacation pay for exempt employees. You want your exempt employees able to leave early once in a while to go to a doctors appointment or attend a parent-teacher conference, without giving up their vacation. Hold a Sit Down Discussion A better solution is to have a sit-down discussion with them. The first question to ask is, why are they leaving early so often? You may find that they are leaving early because they dont have any more work to do and so, why stick around? This is perfectly legitimate. If youre an exempt employee you are paid to do the job and if youre capable of doing 40 hours of work in 35 hours, why stick around staring at the ceiling? If they arent doing everything that is expected of them, however, the question becomes do they know that? You may find that its a problem with communicated expectations. Their knowledge of the requirements fails to line up with your expectations. Frequently, when an employee is new to the job, you dont tell them everything that they should do and you assume that they will figure it out. If this is the case, discuss their responsibilities with them and the problem should solve itself. When theyclearly understand the goals and expectations of their job, the average employee w ill do them. They may have a personal issue that needs a lot of time. Is there a medical problem? Therapy? A child who needs care? They may hope that no one notices and is completely stressed out about it. If thats the case, you can discuss with them a more permanent flexible schedule so as the employer, you know what to expect from them. For instance, allow them to work 10 hours Mondays and Wednesdays, and a half day on Tuesday to take care of their situation and still work 40 hours. With 15 employees, youre subject to the Americans with Disabilities Act(ADA) and a medical (mental or physical) situation may fall under ADA. This requires reasonable accommodations from the business. Exempt Employee May Not Want to Work 40 Hours They may want to work only 35 hours a week. You can say no. Or, you can say, Thats fine, but wellcut your salary to match. It is perfectly legitimate- you calculated their salary based on a 40 hour work week. If shes only going to work 35, a pay cut is in order. They may decide theyd rather work 40 hours and keep the full salary. A whole host of other issues may be going on, but the important issue is that you must make sure that your expectations match hers. Its up to you to tell her that you need a change and then follow through to make sure it happens. And keep in mind, while you cant dock an exempt employees pay, you can fire an exempt employee for not working the required number of hours. Its the last resort, but sometimes you need to fire the employee. Someone who takes advantage of a kind boss isnt a good employee. - - - - - - - - - - - - Suzanne Lucas is a freelance journalist specializing in Human Resources. Suzannes work has been featured on notes publications including Forbes, CBS, Business Insider and Yahoo.

Air Force Grooming Standards - Hair Regulations

Air Force Grooming Standards - Hair RegulationsAir Force Grooming Standards - Hair RegulationsWhen it comes to haircuts in the military, many people think of military boot camp or basic training haircuts that are completed shaved for men and significantly shorter for women. This may be true for indoctrination training for basic military training, boot camps, Officer Candidate School, ROTC, and Service Academies initial training, but after the first few months of training, members of the military may grow their hair to acceptable lengths. These lengths and dimensions are listed below and within the Air Force can be found in the Air Force Instruction (AFI) 36-2903. This military regulation not only discusses military grooming of active duty military members, but everything else from dress uniforms, working uniforms, casual attire, placement of badges, ribbons and medals, tattoo policy, and much more. Each of the military services impose grooming standards on their military personnel, as parte of their Dress Appearance or Uniform regulations. For the Air Force, grooming standards are contained in Air Force Instruction 36-2903 (July 2011)- DRESS AND PERSONAL APPEARANCE OF AIR FORCE PERSONNEL and are shown below General Hair will be clean, well-groomed, and neat with only natural hair colors if dyed. Hair will not contain an excessive amount of grooming aids, touch eyebrows when groomed or protrude below the front band of properly worn headgear. EXCEPTION Hair may be visible in front of womens flight cap. Hairnets may be worn as required for safety Made of cotton or a synthetic material be of a conservative, solid color similar to the individuals hair color, be strong enough to support and control hair and contain no metal fasteners. Wigs and Hairpieces must be of good quality and fit properly. For males, Members must have their medical records documented to wear a wig or hairpiece to cover baldness or disfiguration. Other male personnel will not wear wigs or hairpieces. When worn, wigs and hairpieces must comply with the saatkorn grooming standards for natural hair. Wigs and hairpieces will not be worn by personnel engaged in flight line activities. Males Hair style will have a tapered appearance on both sides and back, both with and without headgear. A tapered appearance is one that when viewed from any angle outlines the individuals hair so that it conforms to the shape of the head, curving inward to the natural termination point. Block cut permitted with tapered appearance. Hair will not be worn in an extreme or fad style or in such a way that exceeds length or bulk standards or violates safety requirements. Will not touch the ears and only closely cut or shaved hair on the back of the neck may touch the collar. Will not exceed 1 1/4 inches in bulk, regardless of length and not exceed 1/4 inch at the natural termination point. Will not contain or have any visible foreign items attached to it. Sideburns will be neatly trimmed and tapered in the same manner as the haircut. Will be straight and of even width (not flared) and end in a clean-shaven horizontal line. They will not extend below the lowest part of the exterior ear opening. (This does not apply to individuals with shaving waivers.) Mustaches will not extend downward beyond the lipline of the upper lip or extend sideways beyond a vertical line drawn upward from the corner of the mouth. (This does not apply to individuals with shaving waivers.) Females Hair will be styled to present a professional appearance. Plain and conservative pins, combs, headbands, elastic bands, and barrettes similar to the individuals hair color permitted to keep hair in place. Hair will not be worn in an extreme or fad style or violate safety requirements. Will not extend in length on all sides below an invisible line drawn a in gleichem abstand nebeneinander to the ground at the bottom edge of the shirt collar at the back of the neck. Will not exceed 3 inches in bulk or prevent proper wear of headgear. Will not include hair ornaments such as ribbons or jeweled pins. Nail polish may be worn if it is conservative, single color, and in good taste. Nail polish will not contain any ornamentation. Cosmetics must be conservative and in good taste. For full regulations of the uniform and grooming standards, see the AFI 36-2903.

Employee Benefits Communication is Vital to Participation

Employee Benefits Communication is Vital to ParticipationEmployee Benefits Communication is Vital to Participationmenschenwrdig resource and benefits professionals spend a great deal of their time trying to secure the best possible employee benefits and compensation for their people. But it can be difficult to get employees onboard without a strong benefits communication process. A benefits communication policy should be part of every workplace for a number of reasons. It gives an overview of the benefits offered to employees and their families, and it provides vital information about when and how to enroll in coverages. Finally, it ensures that employees stay up-to-date on important changes and improvements to their benefits packages. Benefits and Job Satisfaction The Society for Human Resource Management found in a 2018 survey that 29% of employees felt that their benefits or the lack of them were sufficient reason to look for work elsewhere. A significant 92% said that benefit s were critical to job satisfaction. Its clear that a strong employee benefits program can produce great results, like employee retention and a more effective workforce. The best benefit of a communication policy is total awareness of company compensation or a total compensation program. Education should be at the heart of this. A benefits communication plan isnt just something to focus on during the annual open enrollment period. It should be a year-round effort. Communication Should Be Ongoing Its natural to get caught up in the short periods of time during which employees become eligible for benefits. This could be within days of being hired, a year after hiring, or strictly during open enrollment, depending on a companys policies. But employees have general questions and concerns all year long, even when theyre not given access to employee benefits enrollment. They might want to know How to obtain information about the health care providers who participate in their health pl ansWhere to find out about out-of-pocket costs, annual deductible limits, and monthly rate changesWhat to do if they have a question about a medical bill or need help with a disputeHow to make changes to their health coverage if something new happens in their lives or careersIf they have specific coverage for certain health-related tests and proceduresWhen they should make changes or the deadlines by which they must enroll in certain types of wellness coverage Benefits Communication Best Practices These practices have been shown to produce great results when instituted in the workplace. A central web-based technology for employee benefits management Human resource managers used to be tasked with getting employees to fill out paper enrollment forms, then the forms were passed on to some unknown third-party for processing. No more. Information-rich benefits technology enables employees to enroll, find information, and seek live support. This is a great way to manage communication s.Employee benefits communications in multiple formats Communication from the home office should be delivered in multiple formats. Send emails and text messages to remind employees about benefit enrollment periods and deadlines. Give them written documentation to read over and refer to as well. Educating employees with live and online presentations, as well as social media posts, are also effective formats in the modern age. The Bottom Line The only way an employee benefits communication strategy is going to be successful is if theres full buy-in and support from the upper management team. Bring all managers up to speed on employee benefits policies and ask them to keep their teams informed about changes and updates. Make sure they have access to the best resources to accomplish this. Get the executive team talking about benefits and how much value they bring to the workplace. Image Credit Kalim - Fotolia.com