NAWBO® Central Illinois - The PULSE

Seven Hallmarks Of A Great Workplace

We've all seen those lists in business journals and magazines--the top-100 best companies to work for in 2011. What exactly makes a workplace "great?" Today and tomorrow, Promotional Consultant Today looks at the seven hallmarks of a great workplace.

1. A clear mission and purpose for being
The very best workplaces in the world know what they are and what their core purpose is. They have a straightforward and concise mission statement that is readily understandable and enthusiastically embraced by each and every employee. Such great workplaces have carefully identified those factors critical to their long-term success (i.e. those services and/or facilities they must provide, and continue to provide, exceptionally well) and their specific vision for the future (what their workplace will likely be in five to 10 years). Great workplaces develop detailed action plans and accompanying areas of responsibility to ensure their vision for the future is more than some pie-in-the-sky dream; it is concrete, actionable, measurable and achievable.

2. Forward thinking, creative senior management and a caring, well-trained staff
No workplace can remain superior over any meaningful period of time without quality leadership at the top as well as a caring, well-trained support staff. At great workplaces, everyone from the president/chief executive officer to yesterday's hire are fully committed to doing whatever it takes to ensure the company's ongoing success year-in and year-out. Equally as important, great workplaces attract people from myriad backgrounds and with varying arsenals of professional and personal skills--talents that complement and enhance each other to the benefit of all employees as well as the customer base. At a great workplace, individuality is valued and cherished, but teamwork remains first and foremost.

3. Meaningful work
A great workplace allows--better yet, encourages--its employees to do what they deem meaningful. Of course, the term "meaningful" denotes different things to different people. What is meaningful work for a chief executive officer of a multi-billion dollar company may, but not necessarily, differ significantly from that of a solo entrepreneur working at home. Both can—or cannot—be genuinely viewed as meaningful work, depending on the perspectives of the individuals involved. Having said that, author Malcolm Gladwell is correct when he notes in Outliers that, for most people, work is meaningful when it is sufficiently autonomous, appropriately complex and has a perceived direct relationship between the effort invested (i.e., time on the job) and the accompanying return (i.e., compensation). Great workplaces offer their team members the opportunity for each and every employee, irrespective of their education, talents and experiences, to consistently do what they themselves perceive as genuinely meaningful.

4. Reasonable, understandable, and uniformly enforced work rules
Great workplaces have rules and policies that are reasonable, understandable and, perhaps most importantly, fairly and uniformly enforced. The rules and policies at great workplaces are neither capricious nor arbitrary. They are not written in language so arcane that anyone but a senior tax attorney can comprehend. Ideally, they are not written to prevent employees from doing something, but rather to set appropriate standards whereby all employees are assured the opportunity to maximize their potential. In short, great workplaces embrace rules and policies that reflect the core values of the workplace as well as the expectations of the employees and customers in a fair and logical manner.

5. An appropriate blending of tradition and innovation
While great workplaces are environments where employees devote a significant amount of time to improving current products and services as well as creating new ones, they are also places where tradition and continuity are highly valued. Longstanding products and services are not whimsically eliminated to the detriment of loyal customers; rather, they are continually improved as circumstances dictate to the benefit of all concerned. At great workplaces, all are aware and proud of their company's origins and heritage, its growth and evolution, its positive reputation in the community, its quality products and services, its mission for the present, and its vision for the future.

6. Open communication among all vested parties
Great workplaces have regular, honest communication between everyone involved with, and interested in, the long-term success of the company. Staff and customers are always kept informed of, and are encouraged to appropriately participate in, the company mission, vision, policies and procedures as well as any significant changes under consideration. In other words, they are given adequate opportunity to convey their ideas and suggestions to company leadership. Managers at great workplaces are unwavering in their commitment to "management by walking around," because they know that this time-tested practice promotes open communication and minimizes potential problems. Great workplaces typically have company newsletters, both electronic and print, that regularly and effectively communicate the various opportunities available to staff and customers in an accurate and timely manner.

7. Fiscal responsibility
Last, but certainly not least, great workplaces are fiscally prudent in the manner they operate. They have detailed, multi-year business plans that feature accurate income and expense projections, conservative cash flow estimates, sufficient funding for research, development, infrastructure maintenance, renovation and expansion and realistic cash flow projections. In addition, great businesses rigorously monitor and adjust their financial plans on a regular basis and as circumstances dictate. They know exactly how much money will be required to provide the quality products and services their customers want and expect as well the specific costs associated with them. The long-term financial well-being of the workplace remains a high priority in the minds of all concerned.

A great workplace, in summary, employs happy, productive and talented people who perform meaningful work compatible with the mission, vision and financial goals of the company. It takes constant effort and vigilance to be a truly great workplace, but the end result is well worth it.

Source: Promotional Consultant Today

Author: Norm Spitzig, principal at Master Club Advisors, is an internationally recognized speaker and club industry expert. His talks have been well received on six continents by numerous professional associations, individual businesses, club leaders and civic groups. His groundbreaking book, Perspectives on Club Management, continues to inspire and challenge business leaders worldwide, and his newer books, Private Clubs in America and Around the World and Murder and Mayhem at Old Bunbury, offer insightful and humorous looks into the private club world.

Free Business Services Workshop on November 5th

Join Illinois State Representative Jehan Gordon for a free Business Services Workshop from 9 a.m. to 12 Noon on Thursday, November 5 at the Peoria NEXT Innovation Center at 801 W. Main St. in Peoria. This will be in conjunction with the Illinois Department of Employment Security, and will highlight a number of topics, including unemployment insurance claim protests, tax credits for new hires, mock adjudication interviews, new employee bonding programs, and TaxNet.

Experts from the Illinois Department of Employment Security will be at the discussion to answer questions about these topics.

In addition, Rep. Gordon is hosting a Starting Your Business in Illinois Workshop with the Small Business Development Center later that day from 3 pm to 6 pm at the same location.

If you have questions or would like to attend, please call Rep. Gordon's constituent office at (309) 681-1992 or e-mail repjehangordon@gmail.com. The invitation letter and flyer are attached.

January Seminars & Events from EAConnect.

FMLA-The New Regulations
Rockford: 1/13
Peoria: 1/14
8:00am-11:00am
Register Here

Unemployment Compensation Insurance Explained  
Peoria: 1/15
Rockford: 1/22
8:00am-11:00am
Register Here

Document Retention and Destruction in Illinois
East Peoria: 1/20
8:00am-11:00am
Rockford: 1/22
1:00pm-4:00pm
Register Here

CEO Forum
Peoria: 1/21
7:30am-10:00am
Register Here

Annual OSHA Update
Peoria: 1/27
8:00am-12noon
Register Here

OSHA Recordkeeping
Peoria: 1/27
1pm-4pm
Register Here

EFCA: Act Now to Remain Union Free in 2009
Peoria: 1/28
Rockford: 1/28
8:00am-11:00am
Register Here

Business Training Library's Webinar Series
1/14 - Using ROI to Make the Business Case for Training
1/21 - 8 Easy Steps for Improving Any Employee Training Program
Register Here

PHR/SPHR/GPHR
Certification Preparation Courses
Registration Deadline: January 23, 2009

Facilitator-Lead
Peoria: 11 Thursdays, 2/12 - 4/30   
5:00pm-8:00pm

On-Line
2/10 - 4/21

For more information, visit www.eaconnect.com.

IRS Lowers Standard Mileage Rate for 2009

The Internal Revenue Service has issued the standard-mileage-reimbursement rate for 2009, and it is lower than the one in effect for the final six months of 2008.

Read the article from Employer's Association here.

FMLA Final Rules Published

The Department of Labor published its final rules today on the Family & Medical Leave Act (FMLA) amendments originally introduced by President Bush in January 2008.  The final regulations will become effective on January 16, 2009. 

Featured final rule actions implementing the statutory expansion of FMLA for military families include:

• Military Caregiver Leave: Implements the requirement to expand FMLA protections for family members caring for a covered service member with a serious injury or illness incurred in the line of duty on active duty. These family members are able to take up to 26 workweeks of leave in a 12-month period.
• Leave for Qualifying Exigencies for Families of National Guard and Reserves: The law allows families of National Guard and Reserve personnel on active duty to take FMLA job-protected leave to manage their affairs - "qualifying exigencies." The rule defines "qualifying exigencies" as: (1) short-notice deployment (2) military events and related activities (3) childcare and school activities (4) financial and legal arrangements (5) counseling (6) rest and recuperation (7) post-deployment activities and (8) additional activities where the employer and employee agree to the leave.

Additional regulatory provisions include:

•         The Ragsdale Decision/Penalties: The updated rule contains technical changes to be consistent with the U.S. Supreme Court's decision in Ragsdale v. Wolverine World Wide Inc. The court ruled that the regulation's so-called "categorical" penalty (requiring an employer to provide 12 additional weeks of FMLA-protected leave after the employee had already taken 30 weeks of leave) was inconsistent with the statutory limit of only 12 weeks of FMLA leave and contrary to the law's remedial requirement that an employee demonstrate individual harm. The new rule removes these penalties and clarifies that if an employee suffers individual harm because the employer did not follow the notification rules, the employer may be liable.

•         Waiver of Rights: The department has finalized its longstanding position that employees may voluntarily settle their FMLA claims without court or departmental approval. However, prospective waivers of FMLA rights will continue to be prohibited.

•         Serious Health Condition: While the rule retains the six individual definitions of "serious health condition," it adds guidance on some regulatory matters. First, it clarifies that if an employee is taking leave involving more than three consecutive calendar days of incapacity plus two visits to a health care provider, the two visits must occur within 30 days of the period of incapacity. Second, it defines "periodic visits to a health care provider" for chronic serious health conditions as at least two visits to a health care provider per year.

•         Light Duty: At least two courts have held that an employee uses up his or her 12-week FMLA leave while on a "light duty" assignment. Under the final rule, time spent in "light duty" work does not count against an employee's FMLA leave entitlement, and the employee's right to job restoration is held in abeyance during the light duty period. If an employee is voluntarily doing light duty work, he or she is not on FMLA leave.

•         Substitution of Paid Leave: FMLA leave is unpaid. However, the statute provides that employees may take, or employers may require employees to take, any accrued paid vacation, personal, family or medical or sick leave, as offered by their employer, concurrently with any FMLA leave. This is called the "substitution of paid leave." The current regulations apply different procedural requirements to the use of vacation or personal leave than to medical or sick leave. Complicating matters even further, the Department has treated family leave differently than vacation and personal leave. Accordingly, under the final rule, all forms of paid leave offered by an employer will be treated the same, regardless of the type of leave substituted (including generic "paid time off"). An employee electing to use any type of paid leave concurrently with FMLA leave must follow the same terms and conditions of the employer's policy that apply to other employees for the use of such leave. The employee is always entitled to unpaid FMLA leave if he or she does not meet the employer's conditions for taking paid leave and the employer may waive any procedural requirements for the taking of any type of paid leave.

•         Perfect Attendance Awards: The final rule changes how perfect attendance awards are treated to allow employers to deny a "perfect attendance" award to an employee who does not have perfect attendance because he or she took FMLA leave - but only if the employer treats employees taking non-FMLA leave in an identical way.

•         Employer Notice Obligations: The final rule consolidates all employer notice requirements into a "one-stop" section of the regulations to clear up some conflicting provisions and time periods. Further, the final rule clarifies and strengthens the employer notice requirements to employees in order that employers will better inform employees about their FMLA rights and obligations, and allow for a smoother exchange of information between employers and employees.

•         Employee Notice: The final rule modifies the current provision that had been interpreted to allow some employees to notify their employers of their need for FMLA leave up to two full business days after an absence, even if they could provide notice sooner. Under the final rule, the employee must follow the employer's normal and customary call-in procedures, unless there are unusual circumstances.

•         Medical Certification Process (Content and Clarification): The final rule, which is the result of significant stakeholder feedback (including a September 2007 meeting at the department on "medical certifications"), recognizes the advent of the Health Insurance Portability and Accountability Act (HIPAA) and the applicability of HIPAA's medical privacy rule to communications between employers and employees' health care providers. Responding to concerns about medical privacy, the rule adds a requirement that limits who may contact the health care provider and bans an employee's direct supervisor from making the contact.

•         Medical Certification Process (Timing): The final rule codifies a 2005 DOL Wage and Hour Opinion letter that stated that employers may request a new medical certification each leave year for medical conditions that last longer than one year. The final rule also clarifies the applicable time period for recertification. Under the current regulations, employers may generally request a recertification no more often than every 30 days and only in conjunction with an FMLA absence unless a minimum duration of incapacity has been specified in the certification, in which case recertification generally may not be required until the duration specified has passed. Because many stakeholders have indicated that the current regulation is unclear as to the employer's ability to require recertification when the duration of a condition is described as "lifetime" or "unknown," the final rule restructures and clarifies the regulatory requirements for recertification. In all cases, the final rule allows an employer to request recertification of an ongoing condition every six months in conjunction with an absence.

•         Fitness-For-Duty Certifications: The current FMLA regulations allow employers to enforce uniformly-applied policies or practices that require all similarly-situated employees who take leave to provide a certification that they are able to resume work. This is called a "fitness-for-duty" certification. The final rule makes two changes to the fitness-for-duty certification process. First, an employer may require that the certification specifically address the employee's ability to perform the essential functions of the employee's job. Second, where reasonable job safety concerns exist, an employer may require a fitness-for-duty certification before an employee may return to work when the employee takes intermittent leave.

10 Things You Must Know About Generation Y

We learned quite a bit at our last meeting about different demographics, but one group stood out to make the room groan.  Generation Y, aka, the Millennials.  Tom Baker writes: “You can either learn how to engage this powerful demographic or get left behind-and pay for it dearly. Gen Y are the influencers of today and the business decision makers of tomorrow.”  He has written an awesome article on the subject that you should check out even if you don’t have employees!

Follow this link to read more!

http://www.advancedautomationinc.com/publications/issues/source/source_04_80_04.htm

The Millennials are different.  But, understand this, some of us in this chapter are Millennials! (he he he, well, not me, I did not make the cut.)  We can learn a lot from each other, too.

Member Benefit: NAWBO National Web Site

Have you seen the new NAWBO national web site?!  They have completely redesigned the site!!  Check it out at www.nawbo.com

Benefit of the Week - Article Library

With NAWBO, you'll reach new levels of success with your business. Use our article library to find advice on the business challenges you face every day.  New articles are added all of the time.  Here are some topics you will find right now:

Does Your Office Space Say What You Want it to Say to Your Employees?

http://www.ohsonline.com/articles/57908/

Blumberg Capital Partners, the U.S. investment firm and commercial real estate investment manager, released results of a national survey to gague the impact of office building conditions on worker attitudes, productivity and motivation. The poll was conducted in December.   You might be surprised why employees are leaving the job!