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No employer is immune from new hire turnover. In fact, it happens frequently. According to the Work Institute's 2020 Retention Report, over one-third of employees leave their employers within the first year. What's more, "Two out of three employees who leave in the first year do so in the first six months." In addition to the loss of workers, there's also the cost of replacing departing employees. One estimate puts the replacement cost at 6 to 9 months of the departed employee's salary. Employers can increase new hire retention and productivity by implementing effective onboarding practices. This is true regardless of whether your employees work on-site or remotely. A report by Brandon Hall Group found that "organizations with a strong onboarding process improve new hire retention by 82% and productivity by over 70%." Employers that offer remote work can achieve those outcomes by adopting a robust virtual onboarding process. With remote and hybrid teams, getting virtual onboarding correct is vital to maintaining organizational culture and providing the best possible employee experience. What is virtual onboarding? Virtual onboarding means acclimating new hires to the company via remote methods instead of traditional in-person methods. Everything surrounding virtual onboarding is executed remotely through an online platform and/or videoconferencing, including: New hire paperwork completion. Orientation. New hire training. Team/group interactions. One-on-one meetings with the new hire. Virtual onboarding — Essential for remote and hybrid teams The COVID-19 pandemic made virtual onboarding necessary for employers with remote and hybrid employees. According to a 2020 SHRM report, "Most organizations have transitioned to remote work in response to the coronavirus pandemic, making completely virtual onboarding of new hires a necessity." Virtual onboarding can also benefit multinational corporations and employers with locations in different states. Advantages of virtual onboarding It saves time and improves accuracy by automating hiring procedures. It streamlines the job application, interviewing, hiring and onboarding processes. It simplifies mass hiring for employers with international employees or workers in different states. It provides flexibility and convenience. For example, remote employees can undergo training at a pace convenient for them and your business. It reduces expenses. To perform virtual onboarding, employees and the HR team typically only need a laptop or desktop computer and an internet connection. This reduces travel costs, HR administration costs and other expenses. Potential disadvantages of virtual onboarding Security risks. Since everything is done online, there's the risk of cyberthreats like data breaches and identity theft. There can be internet connectivity issues such as slow internet connection or outages. There is decreased human connection. It may be more difficult for HR, managers and new hires to build a rapport with each other during virtual onboarding since it relies so much on technology. By understanding the potential drawbacks of virtual onboarding, you can develop a plan to counteract them. For example, leverage an online HR platform that offers the necessary onboarding tools and a solid infrastructure for combating cyberthreats. FIC Human Resource Partners' Nuance Workforce Solutions and Nuance Recruiting teams can help you develop and implement effective virtual onboarding. Signup for the Newsletter

Because small businesses often have limited assets, it's vital that they prioritize their human resource objectives. Staffing, budgeting, legal compliance and outsourcing are top goals to consider. Staffing To save money, some small employers add HR tasks to the workload of employees who have no (or very little) HR experience. However, this misdelegation of responsibilities can seriously backfire, resulting in a disorganized and legally noncompliant HR function. There's no way around it; for the HR function to run smoothly, you need competent HR people. If your business is very small, a single HR practitioner — such as an HR manager or HR generalist — should suffice. As the business grows, staffing should remain a top goal to ensure a balanced HR-to-employee ratio. Budgeting What are your current and future HR needs? And do you have the funds to cover them? These are the primary issues surrounding HR budgeting: Recruiting and hiring. Compensation and benefits. Training and development. Performance management. Health and safety. Employee relations. Human capital management technology. Legal counsel for HR-related issues. Employee terminations. If your business is new, your initial HR budget should be based on informed projections and estimations. For the succeeding year, you can use the prior year's budget as a benchmark tool. Legal Compliance As long as you have employees, you must comply with applicable federal, state and local employment and payroll laws. Typically, these laws are associated with: Hiring. Wages and hours. Antidiscrimination. Immigration. Employee benefits. Employee leave. Health and safety. Employee termination. Similar to staffing and budgeting, legal compliance is a recurring HR goal, as you will need to consistently identify, interpret, implement and monitor applicable laws. Outsourcing Research shows that 54% of small employers perform employment-related tasks themselves, according to an article published by the Society for Human Resource Management. However, "CEOs at these businesses often realize they'd be better off devoting their time to sales, technology and other functions." This explains why so many small businesses are delegating at least some of their HR tasks to external providers. (Studies show that recruitment, payroll, benefits and HR consulting are among the most frequently outsourced functions in small businesses.) HR outsourcing isn't for every small business, but it may be ideal for those: Spending too much time on HR tasks. Lacking an experienced on-site HR team. Failing to meet their legal obligations. Struggling to obtain competitive benefits. Operating with limited resources. FIC Human Resource Partners' Nuance Workforce Solutions being a good choice for small employers seeking to provide quality HR support to their employees. If you're successfully tackling HR in-house, it's still important to monitor this approach — and to switch, if all signs are pointing to the need for a more practical model. Signup for the Newsletter

According to a 2022 Mercer survey, only 10% of employers offer lifestyle savings accounts, or LSAs. But a massive 70% say they are considering including LSAs in their benefits packages. What, exactly, are LSAs? A lifestyle savings account is an employer-funded benefit designed to help employees make positive lifestyle choices. LSAs support employee health and wellness, which improve employee productivity. In the workplace, LSAs can reduce health risks that cause absenteeism, disengagement, low productivity and turnover. These health risks may stem from smoking, poor diet, physical inactivity, insufficient sleep and other unhealthy lifestyle choices. LSAs are employer-funded, which means the employer allocates a certain amount of money to the eligible employee's LSA. The employee uses the allocated LSA funds to cover eligible expenses. What expenses do LSAs cover? The employer determines which expenses are covered under the LSA plan. Although eligible expenses vary, they typically address employees' physical, emotional and/or financial needs. Common eligible LSA expenses include: Gym membership. Weight loss programs. Personal training sessions. Nutrition counseling. Life coaching. Food supplements. Athletic wear. Yoga classes. Meditation apps. Pet care. Personal development classes. Commuting. Family activities. Financial planning services. Home purchase expenses. Student loan reimbursement. What is the typical LSA contribution amount? Employers decide how much they want to contribute to each employee's LSA. However, Mercer says employer LSA contributions normally range from $500 to $2,000 annually. For instance, the employer may choose to give each eligible employee $800 per year to cover eligible lifestyle expenses. Additional things to know about LSAs LSAs are not health insurance, but they are spending accounts. Employee contributions are not allowed. Only the employer can fund an LSA. Used LSA funds are taxable to the employee. LSAs are an after-tax benefit. Therefore, they do not have many regulatory requirements — unlike HSAs, FSAs and HRAs, which are pretax and extensively IRS-regulated. LSAs can be established as reimbursement accounts with employees paying for eligible LSA expenses and then submitting a reimbursement claim. Alternatively, LSAs can be funded at the outset, and employees receive the money upfront to spend on eligible LSA expenses. If you decide to offer LSAs, select a vendor that can meet your LSA needs and budget. LSA: A growing attraction and retention tool Although LSAs have been around for some time, they are just now starting to gain momentum. The 2022 Mercer study reports, "Although LSAs have been on the scene for 5 or 6 years now, it took today's low unemployment rates to focus employers' attention on this lever for better attraction and retention." As stated, the Mercer survey found that most employers are thinking about offering LSAs. To remain competitive, you may want to give this employee benefit some consideration. FIC Human Resource Partners' Nuance Workforce Solutions can provide HR support to your organization and help you determine the best benefit offers to achieve the culture of support your employees deserve. Signup for the Newsletter

In the world of business, success often hinges on attracting and retaining the best and brightest talent. To do this, companies must create an environment that nurtures employee growth and development. This is where the Employee Life Cycle (ELC) comes in. By understanding the different stages of your employees’ life cycle, from the initial attraction to the farewell day, you can effectively manage your employees' journey and enhance their overall experience with your company. In this article, we'll delve into the fascinating world of employee life cycle management and explore how it can help your company win the talent race, boost productivity, and ultimately thrive in a fiercely competitive market. What is Employee Life Cycle? In many aspects of life, the concept of a cycle is ubiquitous. From the seasons of the year to the stages of human development, cycles are an integral part of our existence. The same is true in the world of business, where the Employee Life Cycle (ELC) has become an increasingly important concept. The Employee Life Cycle is a framework that describes the journey an employee takes during their time with a company, from the first encounter with the organization to their eventual departure. Employee life cycle management refers to the process of managing an employee's journey with a company, from the initial recruitment stage to when they exit the organization. Understanding and managing the various stages of the ELC is essential for companies to create a positive work culture, improve employee engagement, and ultimately drive business success. Stages of the Employee Life Cycle The employee life cycle typically consists of five stages: Attraction, Onboarding, Development, Retention, and Offboarding. Let's take a closer look at each of these stages and their importance in managing the employee life cycle. Attraction The first stage of the employee life cycle is Attraction, where potential applicants are initially introduced to your brand. This is the point when candidates decide whether or not you're an appealing employer. A poor first impression may deter suitable talent from joining your company, and may further hinder the growth of your organization. To improve this stage of the employee life cycle model, the focus should be on developing your brand and reputation. A positive work culture that emphasizes employee growth and innovation is a sure way to build a good reputation. Recruitment This stage is essential, as it sets the tone for the entire employment experience. Recruitment involves sourcing, interviewing, and hiring the right candidates for the job. When done well, it can help identify candidates who are the best fit for the organization and its values. Effective recruitment is critical to employee life cycle management because it sets the foundation for a positive employer-employee relationship. It's essential to ensure that the recruitment process is inclusive, transparent, and consistent to attract the right candidates. Onboarding Once a candidate is hired, the next stage is onboarding. Onboarding is an essential part of employee life cycle management because it helps new hires feel welcome, understand their roles and responsibilities, and quickly integrate into the company culture. Effective onboarding programs should be comprehensive, providing new hires with everything they need to succeed, from company policies to training and development opportunities. Onboarding helps new employees feel supported, which can lead to higher job satisfaction and employee retention rates. Development Employee development is another critical stage of employee life cycle management. This stage focuses on providing employees with opportunities to grow and develop within their roles. Development can take many forms, from formal training programs to mentorship opportunities. Investing in your employee development is essential because it helps employees feel valued and motivated. It also ensures that employees have the necessary skills and knowledge to perform their jobs effectively, leading to higher productivity levels and better business outcomes. Retention Retention is the stage in the employee life cycle where companies focus on keeping their employees engaged and motivated to stay with the company long-term. High employee turnover rates can be detrimental to a company's bottom line, so it's essential to invest in retention strategies that work. Effective retention strategies can include providing competitive compensation packages, creating a positive work environment, and offering opportunities for professional development and growth. When employees feel valued and supported, they are more likely to remain with the company, reducing the need for costly rehiring and retraining processes. Offboarding The final stage of the employee life cycle is offboarding. Offboarding involves managing an employee's exit from the company, whether it's through resignation or termination. Effective offboarding processes can help ensure that employees leave on good terms, which is essential for maintaining positive relationships and protecting the company's reputation. Offboarding should be handled with care, including exit interviews to gather feedback and ensure that employees feel heard and valued. This stage is also an opportunity to collect valuable data on employee engagement and satisfaction levels, which can inform future retention strategies. How to Effectively Manage Your Employee Life Cycle Now that you know what employee life cycle management is and how it impacts your company's growth, you need to be more deliberate about creating one. Managing the employee life cycle is an important task for any organization looking to succeed in today's competitive business landscape. By implementing effective strategies at each stage of the ELC, companies can drive engagement, retain top talent, and ultimately drive business success. However, successfully managing the employee life cycle can be challenging without the right tools and expertise. That's where FIC Human Resource Partners comes in. We specialize in helping businesses properly manage their employee life cycle, from attraction to offboarding. We adopt a NUANCE approach that helps your organization attract and retain top talent, drive engagement, and grow your business. Feel free to contact FIC Human Resource Partners today and let us help you take your HR management to the next level. Signup for the Newsletter

In times of high employee turnover, employee surveys can help your organization’s leadership feel the heartbeat of your employees. When successful, employee surveys can help to unveil facts that will enable any organization to drive increased employee satisfaction, improve employee engagement, and promote a culture that positively impacts employee experience in general. Your organization’s culture defines what your organization is and what it stands for. This will reflect in how employees go about their duties, relate with other staff members, communicate, grow, and celebrate others. Implementing employee surveys helps you understand how employees view your culture and what to tweak to ensure everyone behaves and communicates in a way that represents what the firm stands for. Why Employees Need to Understand Your Organizational Culture Ideally, conversations about culture improvement should go on for as long as an organization is in business. Workers need to understand what the organization expects from them and what to expect from the organization. So, from time to time, it’s important to assess employees’ overall workplace experience using the right culture quality audits. But that’s not all. To ensure the organization (speaking of all the different teams inside it) speaks and acts as a unified entity aiming for common goals, your company’s leadership, HR, and DEIB teams must help everyone in the organization identify and prioritize your culture goals. When your employees understand and align with your workplace culture, they're more likely to feel more comfortable, supported, and valued in the company. Organizational culture affects every aspect of your business, from organizational values and principles to social culture and customer experience. Creating and maintaining healthy, inclusive cultures of diversity, equity, and belonging requires a nuanced, detailed understanding of your organizational culture as it exists at every level. This includes the macro/microculture and intended/permitted culture elements of your organization, as well as the social, operational, and ideological culture elements. The overall progress of the organization also depends on a company-wide understanding of and commitment to your organization’s culture. What Does The Right Organizational Culture Look Like? Note that company culture is typically unique to each company and great organizational cultures are not the same. This is because the values, beliefs, principles, and people in your organization are different from those of other organizations. However, it’s been shown that organizations that have great cultures have certain traits in common. At FIC Human Resource Partners, we have, through our consultations and partnerships with different organizations, realized that culture-centric organizations are: People-driven Have clearly defined macro/microculture and intended/permitted cultures Have an inclusive approach High-performing Gives everyone a sense of belonging Supportive all employees Flexible enough to accommodate different views A culture improvement strategy Your company culture defines how your employees relate with each other and get things done. It also influences the image of the organization, as perceived by customers and other stakeholders. It is the company’s personality. Whatever your cultural culture is, it should be representative of the company values and driven by strategic employee engagement. This is why periodic surveys and culture quality audits that seek to understand how employees view the work culture and organizational values and principles can help foster a greater work culture. But to get an accurate grasp of employee understanding and perceptions of your company’s culture, you need to be asking the right questions. 6 Organization Culture Survey Strategies From experience, we believe that a single culture improvement strategy aimed at the macroculture level and intended/permitted culture may not be enough to achieve a robust culture improvement. Actually, coordinating an implementation strategy that is tailored to the specific needs of multiple microcultures requires an integrated approach that keeps each initiative moving forward in harmony with the others. ​At FIC Human Resource Partners, our Nuance Culture Consulting™ and Nuance Culture Surveys™ services are designed to offer that coordination seamlessly. We have split these surveys into two different categories based on their focus: The Organizational Culture Audits, which are focused on assessing key elements of your organizational culture; and the Employee Surveys, which are aimed at properly assessing employees' view of your company’s culture and how it has impacted their experiences. 1. Organizational Culture Audits This includes: Social Culture Quality Audit The Social Culture Quality Audit™ measures six “social culture” aspects of your organization, namely: Diversity, Equity, Inclusion, Belonging, Authenticity, and Psychological Safety. These can then be used to guide culture change and management efforts. Operational Culture Quality Audit The Operational Culture Quality Audit™ is one of our Nuance culture surveys designed to measure the strategy, structures, and systems of your organization. An understanding of the operational culture of an organization can help employees better project the right image of the organization in their relationship with each other and with external stakeholders. Ideological Culture Quality Audit To ensure that organizational cultures are viewed in a holistic way, you want to also get an accurate assessment of the ideological cultural qualities of the company. The Ideological Culture Quality Audit™ is designed to identify and define organizational values and principles, measure organization-wide commitment to the identified values and principles, and measure employee alignment with the identified values and principles. 2. Employee Surveys Candidate Experience Matrix The Candidate Experience Matrix™ is a tool that identifies the Operational and Ideological qualities that will enable candidates to thrive in your organization. The survey metrics can also be calibrated to suit a specific open position in your company, making it possible to evaluate the skills of each applicant for that position. This helps to shorten the hiring process, as HR executives and hiring managers can more quickly identify the best candidates for the open position. Employee Exit Survey The Employee Exit Survey uses the core Social Culture Quality Audit™ questions to capture the social culture experience of existing employees. It also helps to identify how your company policies, other staff members, job responsibilities, communication, compensation, and recognition impact each employee’s decision to exit the company. Pulse and Engagement Surveys Also included in our Nuance Culture Surveys™ is a unique or customized Pulse and Engagement Survey. This survey evaluates the rhythm amongst workers and overall engagement with your organization. It provides you with the in-the-moment insights you need to build a greater workplace culture. The Nuance Difference The Nuance Culture Surveys™ include a series of highly specialized audits and assessments that work in tandem with one another to provide your organization’s HR, leaders, and stakeholders with in-depth insight into your organizational culture. It moves from the macroculture level down through the microculture levels and well into individual employee culture experiences. The importance of employee surveys when it comes to culture growth cannot be overemphasized. Employee surveys help leaders identify the obstacles and opportunities in their employees’ experience. But without the right strategy to support your improvement efforts, it might be very difficult to get a grasp of the actionable insights you need. With accurate and custom assessments and surveys — and the ability to completely model organizational cultures — our Nuance Culture Surveys can support your company in your culture improvement efforts. Feel free to reach out to learn more about how you can leverage our Nuance Culture Consulting™ and Nuance Culture Surveys™ services to build an inclusive workplace where every employee, regardless of their background and experiences, has a sense of belonging that allows them to thrive. Signup for the Newsletter

Cultures are complex. That’s why there are so many models to help us understand our organizational culture. But there are 4 basic components of culture that we need to understand fully before we can apply any of those models. 1. Intended culture. The culture that you are attempting to create through policy and communication of expectations. 2. Permitted culture. The cultures that exist because the behaviors and attitudes expressed are allowed to continue. 3. Macroculture. The overarching culture comprised of the various microcultures and culture experiences throughout the organization. 4. Microcultures. The cultures that exist within the organization, regardless of their alignment with the intended and macroculture. Microcultures exist within all macrocultures and the differences between them can be extremely beneficial to organization as whole. When microcultures align in healthy ways the macroculture thrives. Having the ability to measure the culture values and alignments of the microcultures is necessary if you are to align them with the intended culture and ensure that they coexist in healthy ways with the other microcultures in your organization. Signup for the Newsletter

Managers reap benefits from giving presents to their teams: Recipients may feel a morale boost and increased motivation to improve productivity. It may be only a modest gesture, but they are more likely to apply their best efforts when they feel valued. Gift policies and principles Many firms codify an official gifting policy with a uniform set of rules to follow. What is appropriate and what is prohibited? Corporate policies normally state from whom and in what circumstances an employee may accept a gift. Other protocols are based on a commonsense approach to office relationships and how to avoid embarrassment. The standard rule is that gifts should flow down the supervisory line — in other words, no apple for the teacher! The rationale behind this guideline is that it protects employees from ever feeling pressure to buy something for the boss. On the other side, companies need to discourage any situation where a superior might feel obligated to respond with favoritism. Group gifts are an exception, so it is acceptable for the entire team to chip in. Another general rule is to avoid giving overly personal items, such as perfume and jewelry. That said, many bosses do give their direct reports small clothing items such as scarves and gloves. And unless you know a recipient's particular taste, it is advisable to avoid anything scented, even candles. Other principles should be obvious. If you are gifting to a team, never leave out anyone and make sure each gift has comparable value. However, what should you, as a manager, do if one of your team members gives you a small present before Christmas, for instance? Accept it graciously, but in early December of next year gently remind all your employees that you prefer them to direct any gifts to their own friends and families. Compiling a gift list There are many ways for managers to express generosity without breaking office taboos. First, a few don'ts: Do not exceed any prescribed set amounts. Be careful about alcohol: Many abstain because of health or religious reasons. Very inexpensive or thoughtless gifts can be offensive. Do not buy candy from the newsstand on the corner. Do not give cash (unless it's part of a formal bonus program), but gift cards and certificates are permissible. Do not pressure fellow team members to contribute to group gifts. Avoid donations to controversial charities. Company swag? No, no, no! A list of suitable gifts includes: Flowers and plants. Food and wine (if no religious sensitivities). Event tickets. Meals. Books. Travel vouchers. Subscriptions. Electronic gadgets, such as noise-canceling headphones. Picture frames. Desk accessories, such as paperweights, calendars, pen sets and monogrammed mugs. Fruit-of-the-month club memberships. Gift cards — ideally matched to employees' individual interests. When you present your gift, remember that wrapping paper and a note add a personal touch. Give it to the person but let him or her know it is unnecessary to open it on the spot. Tax deductions Donors can take tax deductions for their gifts. Be careful, though, that your generosity does not end up making an employee liable for declaring or paying tax. Any gift, from a bonus to a gift card, counts as income. Yet even the hard-hearted IRS has carved out some exceptions: If the gift is occasional rather than regular and of little monetary value, it is classified as a "de minimis fringe benefit." Alternatively, an award of less than $400 for outstanding work can also escape the tax net, but the rules are complex and rigid. Notes the IRS: "Cash is generally intended as a wage, and usually provides no administrative burden to account for. Cash therefore cannot be a de minimis fringe benefit." Although the IRS limits tax donors' tax deductions to $25 per item, business entertaining has more latitude, at a 50% deduction. Incentive gifts can also be written off. For example, travel or equipment awarded to your best-performing salesperson might qualify. Again, IRS rules are subtle, so consult a qualified tax adviser about the tax implications of any gift. FIC Human Resource Partners' Nuance Workforce Solutions can help ensure that your organization is implementing gifting policies equitably and appropriately. Signup for the newsletter

The more management can do to make a transition to a new location an adventure, rather than a hassle, the more likely it is that the worker will settle back in as a productive team member. Managers and human resources departments can take initiatives to ease the burden. Why companies move employees There are compelling business and operational reasons for having teams or individuals pack up and go. Certain industries, such as technology firms such as LinkedIn and Spotify, encourage mobility and are most inclined to offer relocation perks. Generally, however, smaller and midsize companies tend to relocate people most. Companies are driven by a plethora of reasons, such as: Building a competitive advantage. Improving office efficiencies — such as relocating experienced employees to help boost lagging performance. Optimizing growth strategies — launching a new location or expansion where it is hard to staff up teams quickly. Developing employee skills — moving workers to where they can receive more training. Bringing people closer to headquarters. Strengthening a satellite office where specific skills are needed. Attracting new candidates from afar. Relocating independent contractors, such as health care workers during COVID-19. Employees themselves are not necessarily averse to shifting locations, especially when they are tempted by a significant quid pro quo. According to a survey of 1,000 adults conducted by Allied Moving Co. in 2022, 37% of respondents said they would move for career advancement and 64% would be willing if they received some compensation. Although it may be expensive to support a move, it is a cost-benefit calculation to sustain a happy workforce. American Relocation Connections, which provides corporate moving services, estimates the following average costs for a move in 2023: A package for renters typically costs between $19,309 and $24,216 and one for homeowners' ranges from $72,627 to $97,116. Support packages Employers that seek to keep their most talented workers loyal and compliant should think through a meaningful list of perks, benefits and overall assistance to facilitate the lives of those being relocated. Financial support can be given either as a lump sum or according to a fixed-rate plan (like the type of reimbursement schedules the IRS uses for business travel expenses). It could be provided as a bonus or a pay raise. Some relocation expenses are relatively straightforward to quantify, such as: Airplane tickets and other travel expenses. Insurance. Meal allowances. Packing up and shipping belongings. Storage. Pet boarding. Home selling and buying. Time is a commodity that does not directly translate into dollars and cents. Consider offering a paid-time-off allowance, either following a partial or full salary model for both the actual relocating days as well as the extra hours involved in chores such as obtaining new driver's licenses and registering to vote. Be realistic and flexible about new starting dates. Ask employees how long they need. If they have school-age children, it might be feasible to wait until the end of a semester. You can also support spouses when it comes to their finding employment, home care or educational arrangements and by making introductions to community groups. How about assembling an orientation pack, including tips on local retailers and services? Make sure to address the diverse logistics of relocating, including tax compliance and legal considerations. Will new laws or regulations apply? Are there outstanding relevant contracts or agreements? Some employers cover costs for breaking a lease. Overcoming hurdles Relocation packages tend to vary greatly, which complicates budgeting and forecasting. Individual relocation policies may be inconsistent, or different rules may govern new and current hires. Higher real estate prices may disproportionately impact those relocating to more expensive areas. Some employees will resist moving because they have issues related to their families, mortgages or insufficient cash benefits. Others will drift over budget or fail to find affordable housing. According to Allied, 25% of those relocating find the main stress is adjusting to a new community. It makes sense to allow employees a free trip ahead of the move to scout out the new location and to prevent disappointments. Be honest. Don't downplay the negatives or overpromise job responsibilities. You want the relocation to stick. One final note: Before making relocation decisions for anyone, consider the new trend in remote working. It may not be right for every company — or every employe — but if it's right for yours, everyone may be able to save a lot of money and avoid headaches. FIC Human Resource Partners' Nuance Workforce Solutions can help ensure that your organization is easing the transition to a new location by creating accessible relocation policies. Signup for the newsletter

When looking for proper payroll software, many employers ask a lot of the same questions. So how do you find payroll software that fits your business as best as possible? Is there a software platform that can apply to your company and its needs? Are there ways to program the software so that it's as hands-off as possible? Where do you find a software option that has the capacity to handle business-related analyses? Can the same department manage the costs of payroll? Or will the payment costs need to be managed across multiple cost centers? In addition to these questions, you'll want to ensure that the platform you are considering has the ability to generate payroll summaries, track deductions and document contributions while also storing W-2 reports. The questions that often come to mind are not the only ones you should ask. Here are examples of other questions you should consider before choosing a payroll software option: Is the payroll software specifically designed for small, medium or large companies? Does its intended purpose align with the size of your business? Is the software in compliance with requirements for the city, state, province or country your company operates in? Or is the software location-specific beyond the jurisdiction of your business? Does the software have the capacity to grow with you as your business expands over time? If not, will its limitations cause problems down the line? The search for a flexible and scalable platform Is the software in question reasonably priced? Is the software company transparent about its pricing structure and fees? Are there any additional fees that you need to be aware of? What does the contract require of you and your business? Are your calculated costs based on the number of employees who currently work for you? If not, be mindful of the benefits of calculating your future costs in a way that mirrors your company's projected growth in employed personnel. Is the software vendor available at all times to answer your questions when they arise? Is the customer service team willing and able to help you set up your new software system? What happens if you run into something confusing about the software? Does it come with a manual or booklet for you to reference when you need it most? Features to look for in payroll software Remember that the best software option will do the majority of the heavy lifting for you. To keep operations running smoothly and efficiently, seek out a platform that is cloud based. Since payroll is a key aspect of your business operations, you will need to be able to update your system from anywhere and with any device, which cloud-based platforms allow you to do. Furthermore, does the platform come with a mobile app? This is another benefit, as it enhances the ability to monitor and manage your software platform from anywhere. Additionally, software platforms operate via direct deposit, as this can reduce the chances of your company and your employees being the victims of fraud or lost checks. Direct deposit simplifies the payment process and makes everything easier for all parties involved. Look into the software's compatibility with your company's current HR workflow. Will the software in question make it easy for you to schedule employee hours, track employees while they are on the job, pay attention to payroll and manage all your accounting needs with ease? Make sure the platform can contribute to a smooth workflow, not complicate matters unnecessarily. Try to integrate various platform options with the other tools you already use, and sign up for free trials whenever possible. In addition to payroll, look at which payment adjustments the software can handle, such as holiday pay, reimbursements for expenses, commissions, bonuses and taxable benefits. Also, does the software platform take tax compliance into consideration? Does it handle tax deposits on your behalf? Will it e-file tax forms automatically instead of requiring manual action? Will the platform continue to remain compliant over time? With the right payroll software, updates and downloads will automatically take place soon after they are released, if not immediately. Ask yourself whether the software platform in question can handle information for every type of employee at your business, including salaried, hourly and contracted workers as well as those that are a mix of the three. What does the software do in the context of deduction types? Specify the types of deductions you offer to your employees and assign those deductions as they apply to each employee. Make sure the software can track medical benefits, dental coverage, life insurance and retirement savings for each of them. In the process of doing so, will the platform save you time and effort? If not, there might be a better option out there for your business. Time-saving benefits to look for in a software option Seek out a software option that makes it easy to onboard and terminate employees. The process of onboarding new employees should be intuitive and simplistic, so the platform should be capable of quickly entering basic employment-related details. The data should be able to synchronize with your company's other tools, making it easy to input information one time and leave it at that. Additionally, the software platform should come with an app or online portal that allows employees to view their pay stubs, make time off requests and look at their hours for certain pay periods. Contractor payments should also be managed by the software. It is ideal for platforms to be able to successfully handle 1099 forms and distribute paychecks as well. Off-cycle payroll is another detail the software needs to handle for you. As such, verify that the software has the capacity to pay out bonuses, ensure that advances are carried out, release final payments and make corrections when needed. Last but not least, being able to set and forget the functions of the software is key. Take advantage of auto-approve features that make it possible for you to set up processes that will run behind the scenes without your involvement. At the end of the day, there are countless factors that can assist you in your search for the most suitable payroll software for your company. The top three details you shouldn't overlook are time, accuracy and the ability to withdraw any withholdings and deductions on behalf of your employees. Incredibly strong security features, including password protection, secure storage and limited access control, are must-have tools as well. And while you're at it, don't overlook customer reviews when searching for your company's next payroll software system. FIC Human Resource Partners' Nuance Workforce Solutions can help ensure that your organization's payroll system meets all of your needs and can adapt to any changes within your company. Signup for the newsletter

A payroll policy explains the process of payment — salary administration, timesheet keeping, wage methods and payment schedules — making employees conscious of what to anticipate on payday. Your payroll management system, which details your obligations as an employer, should be such that it avoids costly noncompliance by detailing the payment of the right taxes for each employee and processing claims for expense reimbursements. Your payroll policy must also keep up with local, state and federal employment tax and wage laws. Your payroll system defines the responsibilities and accountabilities of all payroll staff and managers, including access and security levels. Operations should be certified in detail, covering everything from employee hiring to separation. Procedures should cover payment processing —managing new contracts, time reporting, work changes, outstanding payments, data updates and deductions. Does your company use a payment processing service? You must still be on top of legislative requirements that determine the employment status of workers and need to be complied with. Your payroll policy ensures that salary processing is executed accurately, consistently and transparently. With standard procedures, compliance and oversight, devise a policy that keeps an eye on government guidelines while adhering to your company's rules and regulations. Know the key aspects Keep the following in mind as you create a payroll policy: Document your payroll policy with approvals and signoffs built in — writing payroll procedures shortens the learning curve when you hire someone or a company to take over payroll responsibilities. Describe how employees document and submit timecards using any timekeeping system that works for your firm. Document how often payroll checks are cut or how to submit payroll information or records to a payroll service so it can print the checks. How are employee wages calculated? How are payment adjustments made? What procedures are needed to deduct a workday wage if an error was made? Write down all the steps involved. Communicate the payroll policy to employees and all internal stakeholders. Maintain the records, such as W-2s, timecards and tax statements, for at least three years. Describe where the records are stored, filed and saved — electronically or on hard copy. Define access and safety levels, differentiating various employee groups. Once the first draft is written, ask an employee to follow the instructions to see whether the payroll is processed correctly. Ask for feedback on instructions that had problems or didn't seem to make sense. Write the final steps, refining and adjusting procedures into a final format. Sweat the details A payroll policy should specify and manage the responsibilities and accountabilities of staff. Since payroll covers sensitive and confidential information, the policy should be certified in detail in your handbook of policies — employee hiring to separation, how you manage new employee contracts, work changes, outstanding payments, data updates and deductions. You must comply with a wide range of state and federal rules, such as determining the status of workers as part of the process. That's why clarity in your payroll policy, aside from creating an efficient department, builds a cohesive team and reduces the chances for misunderstandings or conflicts by being transparent. Ensure all your employees have access to your payroll policy, update it to remain in line with any changes and keep open lines of communication — especially how to process payroll manually in case of emergencies. Contact FIC Human Resource Partners' Nuance Workforce Solutions for help ensuring that your organization's payroll policies are efficient, consistent, and transparent. Signup for the newsletter

Technology is transforming the retirement transition for everyone, including those without financial advisers. Digital tools are interactive experiences designed to engage users with a combination of personalization and gamification, making their retirement experience both real and relatable. DC retirement plans are meeting participants on their own ground, wherever they are in terms of life cycle, preferences and learning styles. The entire industry itself has embraced a goal of improving personalization and sharpening communication to achieve higher participant engagement. Made to measure Personalization is a dominant trend in participant education, supported by advances in data and technology. The ease with which participants can upload data to personalize retirement planning continues to progress. Gamification exercises, such as showing how choices affect retirement goals by using inputs and assumptions, are another useful tool to further engage learning and planning. Many plans still face the persistent challenge of trying to educate across many different personality types and a wide range of preferences, from those who want to be heavily involved in their 401(k) decisions to those who would rather leave their retirement vehicles alone to grow steadily on their own. How should a plan differentiate among participants in its treatment of such diverse attitudes? One possible solution is to default to the least active and enable those who want to be more active through a customized approach. Providing a DC plan that offers pension like income can have a profound impact on participant behavior, for instance, by intensifying their commitment to their employer. Employers can dangle a track to lifetime income as bait for recruiting more talented employees ahead of the competition. Meanwhile, the promise of future security promotes retention and furthermore allows participants to retire on time. A reluctance to retire because of worry about outliving assets is a sorry predicament for an employee; it also has negative repercussions for the employer, because keeping people employed longer than expected can dramatically increase workforce costs. Making personalized planning tools available and creating effective education campaigns can make retirement feel more immediate and attainable. Participants already understand the importance of retirement preparedness. Adding retirement income may require additional education, but it provides more than just improved financial security; it also signals to employees that their employer has made a' long-term investment in their well-being. The retirement conversation Initiate the retirement income conversation well in advance of participants' key decision dates. In addition to focusing on timing, plans also need to consider the participant's unique experience. Technology can be helpful. New digital tools translate savings into future income. For example, a record-keeping platform can provide a retirement income planner that incorporates personalized data, which is fully integrated with the participant experience online and through an app. First, consider taking a multichannel approach to communication. It is unlikely one video will reach everyone to the same extent as, say, an email can; different participants consume information in different ways. It is paramount that communications come from a source the participant recognizes and trusts, namely their employer, rather than the plan provider. Make sure to brand the communication from the employer, because that is where participants look for reassurance. Finally, the content must be relevant to the end user. You will probably need different targeted campaigns directed at various audiences. Participants who are in the early days of their careers do not respond to the same messages as do those closer to retirement. Embrace new thinking Education about retirement income is a relatively new concept, because DC plans have not historically offered that type of option. It is incumbent on you to make sure that your employees have the tools they need to understand their investments and how to avail themselves of the income benefit. Words matter. Orient people to the benefit, its optionality and flexibility. Plans are taking a more holistic view of participants' individual circumstances to tailor solutions that provide a greater degree of lifelong financial security. Talk to a qualified retirement professional about tools and strategies to engage your employees in securing their futures. FIC Human Resource Partners' Nuance Workforce Solutions can help ensure that your organization has the information needed to offer competitive and personalized retirement plans that will benefit current and future employees. Signup for the newsletter

The Americans with Disabilities Act defends the rights of people with disabilities in the context of employment. Title I of the ADA pertains to employers with at least 15 employees. Companies that qualify are prohibited from discriminating against qualified individuals on the basis of disability. What does the law define as a disability? According to legislation, someone with a disability is a person who has a physical or mental condition that affects daily life activities. For example, disabilities can impact somebody's ability to walk, talk, see, hear or learn in ways that people without disabilities can. A disability may also impact the operational capacity of certain bodily functions, whether that be on a cognitive, musculoskeletal, respiratory, circulatory or endocrine level. People who are considered to have a disability often have a history of having one. Also, people who face adversities because of a physical or mental impairment for the foreseeable future are regarded as individuals with disabilities. However, it is important to note that a disability does not need to be permanent or incurable to be deemed a limiting condition. It's more about how the disability affects the person while it is present rather than the length of time for which it is present. Avoiding discriminating against people with disabilities does not mean you must hire someone with a disability regardless of whether they are qualified for the position. Just like everyone else, people with disabilities must have the capacity to meet the requirements of the job for which they are applying. That said, upon hiring someone with disabilities, you must ensure that reasonable accommodations are made on the individual's behalf. For instance, if you hire someone who uses a wheelchair, it is imperative that you make the workplace wheelchair-accessible with the help of ramps and wide hallways. Similarly, if you employ people who are blind, ensuring that written aspects of the job are accessible to them is key. Now, under the ADA, employers are not permitted to ask intrusive disability-related questions. For example, questioning a candidate about the severity of their disability is inappropriate. Similarly, requesting someone to sit for certain medical exams as a conditional detail of being hired is unacceptable. For greater clarification, it’s important to reflect on the words of Carol Miaskoff. As legal counsel for the federal Equal Employment Opportunity Commission, she has noted that any questions pertaining to a candidate's health or psychiatric history prior to being offered a job are strictly prohibited. Furthermore, questions that relate to prior use of illegal drugs may violate the same anti-discrimination laws because questions of this nature may reveal that the candidate has an addiction. Since addiction is regarded as a disability, these types of inquiries are banned in the interview process as well. Rather than posing questions like those, Miaskoff encourages employers to ask if a candidate is currently abusing drugs or taking anything illegal on a regular basis. Employers can also require candidates to pass a drug test prior to being hired, at which point the candidate can either consent to the test or refuse. That said, it is essential that employers practice their due diligence when hiring people. The same goes for contracts put into place with freelancers or contractors. No matter what, industry-standard pre-employment screenings require all third parties to be in compliance with both state-level regulations and federal laws, the ADA included. Now, employment lawyers have stated that questions regarding a candidate's medical or psychiatric history are illegal, even if said questions are part of an official security screening process. Also, even if the person applying for the job signs a consent form, such questions are still illegal. There is no workaround when it comes to the ADA. Instead of focusing on people's differences and excluding them as a result, employers should emphasize the importance of celebrating and honoring people for who they are. Prior to the ADA, all types of disabilities carried acute stigmas. In fact, believe it or not, companies could blatantly discriminate against people without fearing repercussions of any kind. Times have certainly changed, and thankfully, it is for the better. According to the United States Bureau of Labor Statistics, less than 22% of people with disabilities who are of age for employment have jobs. However, a whopping 70% of people without disabilities are employed. As you can see, so many people with disabilities do not work compared to those without disabilities despite the ADA being in effect for years now. The law is designed to simplify matters and make sure people with disabilities are protected in the world of employment. However, applying the law and putting it into effect can take time. That's why employers are encouraged to work with job applicants and employees alike. By doing so, employers can figure out how to reasonably and affordably accommodate those with disabilities. Ultimately, the U.S. Equal Employment Opportunity Commission enforces the employment-related aspects of the ADA law. As an employer, if you are curious about whether a particular candidate can perform the essential duties of the position, keep this one rule in mind: always ask applicants about their abilities, not about their disabilities. Contact FIC Human Resource Partners' Nuance Culture Consulting and Nuance Culture Academy for help ensuring that your organization's policies are ADA compliant and fostering a culture of inclusion, equity and belonging. Signup for the newsletter

The rapid emergence of artificial intelligence just as union contracts were coming up for renewal has made addressing the use of AI in television and film-making a priority. As AI capabilities advance, the entertainment industry faces a crossroads: will this technology be handled responsibly to benefit creators, or exploited thoughtlessly to their detriment? The WGA and SAG-AFTRA strikes have brought these tensions to the forefront. While not fundamentally opposed to AI, the unions are pushing back on unfettered adoption of AI that threatens members' livelihoods. Meanwhile, studios have largely stonewalled without offering a constructive vision for integrating AI into filmmaking in a responsible manner that protects writers, actors, and production crews. Navigating this will require nuanced dialog and cooperation from both sides of the disagreement. Knee-jerk reactions against innovation won’t serve writers or actors long-term. But racing headlong into AI without considering consequences could devastate careers. The solution lies in collaborative governance to shape the use of emerging technologies responsibly. At the core of the concern over the introduction of AI into the creative process lies a conflict between the lack of and need for employee care. Let’s take a look at how the rise of AI in the creative process threatens writers, actors, and crews through the lens of the 9 Principles of Employee Care. Human Relationships at Stake For writers, actors and crews, relationships are foundational - collaboration fuels creativity. Introducing AI without input strains bonds built on trust and idea exchange. Lack of transparency around AI plans also undermines the good faith that needs to exist between creatives and studios. Restoring communication and mutual understanding must come first. Otherwise, AI will undermine creativity and human partnerships rather than enhance them. Human Respect and Worth at Risk Respect means recognizing each person’s contributions. Dismissing creatives’ concerns over AI or proposing unchecked uses without consent or fair compensation shows callous disregard for their worth and talent. Responsible adoption requires guidelines that ensure AI augments rather than devalues the talents and work of writers and actors. Human Relevance Challenged If studios can synthesize an actor’s image and dialog using AI without fair compensation, human relevance diminishes. Ethical policies must be enacted to maintain the centrality of human creativity and imagination as AI technology evolves. AI should be an assistive tool that supports writers and actors rather than generative tool that further erodes their ability to make a living practicing their art. Human Representation Under Threat For historically marginalized groups who already struggle for representation both on screen and in writer rooms, AI poses a dual threat. It could further limit their creative opportunities while also exploiting their literal images without consent via unchecked scanning and replication. Protecting human representation must be central in any AI ethics guidelines. Preserving the Human Element SAG-AFTRA and the WGA aim to balance innovation with protecting members' interests. But compromise requires engagement - the present impasse stems largely from studios’ opacity on intentions and attitude of ‘let them starve’ – a tactic designed to force concessions from a place of desperation. Complete AI bans may not serve long-term interests of either union and their members, but neither does rapid implementation without collective buy-in and safeguards for the livelihood of writers, actors, and crews. With new capabilities emerging, studios and creatives must jointly envision an ethical way forward. If studios move beyond stonewalling to share constructive visions for AI, creatives can help shape its introduction as a tool, rather than a threat. But continued secrecy and stonewalling risks irreparable damage to relationships already strained by streaming upheavals. The Way Forward A responsible path forward exists, but it requires collaborative and considered action grounded in the 9 Principles of Employee Care. Guidelines should demand consent and fair compensation for use of likenesses as well as proper attribution and IP protections. Applications of AI and other technological advancements must be transparent and governed democratically, with creators at the table. There is tremendous opportunity for AI in entertainment if responsibly implemented - it could aid effects, streamline workflows, enhance accessibility, and open creative possibilities. But this cannot come at the cost of equity and shared prosperity for the creatives who fuel the magic of Hollywood. If studios work cooperatively with unions to ensure humanity of writers, actors, and crews stays centered, AI may be able to propel innovation while protecting careers. But if human considerations and the jobs of writers, actors, and crews are sacrificed for efficiency, runaway technology risks devastating lives and communities. By approaching AI with care, consideration, and compassion, rather than seeing it solely as a tool for optimization, Hollywood can integrate it constructively. But unions for the writers, actors, and crew must have a seat at the table, shaping AI through a lens of human dignity. Sign up for our newsletter!

As artificial intelligence and automation transform the workplace, Adrienne LaFrance makes a compelling case for a “human renaissance” in her Atlantic article “The Coming Humanist Renaissance.” Just as the technological advances of the 19th century spurred philosophical movements that reasserted human values, the rise of AI demands a reimagining of our humanity. This call is especially pertinent for organizations seeking to balance productivity and profits with employee welfare. Jessica Jaymes Purdy’s 9 principles of employee care offer a framework for a more human-centered approach to work in the AI age. At the core of the employee care philosophy is the recognition of employees’ inherent dignity and worth as human beings. Much as transcendentalists like Emerson affirmed individuality and intuition in the industrial era, employee care pushes back against viewing workers as replaceable resources. Technologies like AI may excel at automating tasks, but only human employees can drive innovation through imagination, ethics and empathy. An organization must nurture each employee’s potential for creativity, character and personal growth. Purdy’s principles such as Human Relationships, Human Respect and Human Recognition parallel LaFrance’s call for transparency, in-person community and defending artists’ works against AI mimicry. While AI’s capabilities are awe-inspiring, overreliance can undermine authentic human exchange. Fostering strong interpersonal connections and representing diverse perspectives preserves our capacity for empathy and integrity. Likewise, LaFrance argues that transparency can spur more responsible usage of AI. The employee care principles of Human Responsibility and Human Records speak to the need for ethical AI usage and protecting employee data. Clear guidelines and accountability for emerging technologies are key. Fundamentally, employee care is about fulfilling employees’ aspirations, not just business goals. Much as LaFrance advocates curiosity, contemplation and comfort with the unknown, the principles of Human Readiness and Human Relevance empower continuous learning. This cultivates adaptability and purpose amidst disruption. In this age of intelligent machines, remembering our humanity is essential. As LaFrance writes, “observing the world, taking it in using our senses, is an essential exercise on the path to knowledge.” Employee care means seeing employees for their inherent human potential, not just their functions. This philosophy allows organizations to lead with wisdom and empathy even as AI transforms the workplace. Sign up for our newsletter!

The ongoing strikes by the Writers Guild of America (WGA) and SAG-AFTRA represent a united stand for more human-centered workplaces guided by the principles of Employee Care. Having been in several commercials back in the early 2000s and working as a background extra in the 2019 film 'Adam' over several days, I appreciate firsthand the issues at play. Though I never pursued acting enough to join SAG-AFTRA, my time on set exposed me to the tight budgets, long hours, and intense pressures cast and crew faced. Seeing the difficult working conditions on set and the struggle of cast and crew to maintain fairness and compliance made me appreciate the necessary protections unions provide. Though negotiating primarily over benefits and compensation the WGA and SAG-AFTRA strikes aim to restore respect, equity, and empowerment for entertainment professionals. By challenging outdated business practices, the writers and actors leading these strikes hope to cultivate workplaces grounded in the philosophy of Employee Care - where human relationships, relevance, recognition, and representation are valued, not exploited. Their demands tie directly to several key philosophies of care: Human Relationships - Both unions aim to rebuild strained creative relationships and collaboration. The WGA challenges the abuse of understaffed writer rooms that diminish camaraderie. SAG-AFTRA seeks to restore trust between creatives and studios. Human Respect - At their core, the strikes fight for fair pay that properly values writers and actors, not interchangeable commodities. Networks' resistance to standard cost-of-living increases shows disregard. Human Relevance - With evolving viewing habits, both groups feel their relevance slipping as studios reap massive profits. Stagnant pay amid soaring budgets threatens their relevance. Human Recognition - The crux is the struggle for overdue recognition of the vital cultural and financial contributions writers and actors make. Significant pay increases demonstrate this recognition. Human Representation - The unions are also pushing back against technologies like AI that could make human creativity expendable through generated content. Safeguarding livelihoods resists forces that could marginalize human voices. At their core, the strikes aim to rebalance power and ensure the human element remains at the center of the creative process. By challenging outdated practices, writers and actors hope to cultivate workplaces grounded in the philosophy of Employee Care where all can thrive. Having experienced the hard work required behind the scenes, I wholeheartedly support these efforts to rebalance power and ensure the human element remains at the center of the creative process. The entire industry will benefit from more caring standards focused on enabling all participants to thrive.