Important information: Updated Law Goes Into Effect July 1, 2018; AG’s Office launching new website, webinar series to educate employers. Below is the news release from March 1, 2018:
BOSTON – To ensure that employers are prepared for the updated Massachusetts Equal Pay Act to go into effect this summer, Attorney General Maura Healey today issued new guidance with detailed information and online resources.
The amended law will go into effect on July 1. It provides greater clarity as to what constitutes gender-based wage discrimination, adds new protections for workers, and incentivizes employers to address gender-based pay disparities.
“More than 70 years after Massachusetts became the first state to pass an equal pay law, we still have not achieved equality in our state. We’ve now updated that law to be among the strongest in the country and taken an important step toward closing a gender pay gap that hurts Massachusetts women and families,” AG Healey said. “I thank our many partners for their help in drafting this guidance, which will assist employers in identifying and eliminating unlawful wage disparities. Working together, we can create a stronger and more equitable economy for everyone.”
1. The desired market position is consistent with the level of talent and performance requirements of the organization. Most strong sales oriented companies have base salaries that are at or slightly below the market median and variable cash compensation that achieves a 75th percentile of the market.
With advances in technology and the use of web-based platforms, performance management software has improved significantly in features, cost and number of products and vendors. Even the smallest of companies at 15 employees can afford and implement these solutions easily. A recent research of performance appraisal software resulted in finding 137 products through the website http://www.capterra.com/performance-appraisal-software. There are four products we further researched that are more appropriate for smaller organizations and provide a significant number of important features. The following list the four products reviewed and briefly describes the strengths and weaknesses.
There are a variety of administrative jobs that provide support to individuals, departments and businesses. Every April for 61 years, the International Association of Administrative Professionals has been asking businesses around the world to show gratitude for the people who get the job done in their office. Invariably each year employees who want to honor their administrative staff ask which jobs are included? These could include clerical, secretarial, receptionist, specialized support staff, office management and administrative roles, sometimes referred to as pink collar jobs. The backgrounds and experiences of people who work in these roles vary significantly too but the competencies tend to include: an ability to carry out ongoing office administration tasks effectively and efficiently in support of local and remote teams; knowledge of and ability to use office support tools available at the desktop (e.g., word processing, e-mail, presentation software and spreadsheets), and knowledge of and ability to use personal computers or workstations.
Are We Destined to Be Creatures of Habit?
A review and summary of the book: The Power of Habit: Why we do what we do in life and business (Charles Duhigg, Random House, 2012)
At some point in time a company’s leadership changes. The individual serving as CEO and Chairman relinquishes the CEO role and passes this on to the next generation, but he or she remains as the Chairman of the Board. Since this individual is no longer an employee of the company, how should he or she be compensated? This is a tricky issue and one that needs careful thought and actions that are consistent with the needs of the company and the individual. This paper provides a summary of the prevalence of this practice, and what has been critical to successful transition.
This report provides information on the primary compensation actions taken in 2012 and the plans for 2013, examines merit pay plans and budgets, and shows how companies reward performance. It also summarizes the degree of change planned for annual bonus plans, sales compensation and equity awards. Fifty five companies responded to our survey, sponsored by Bose Corporation. This report provides critical information to companies as they finalize their 2013 plans or compare their plans to other leading companies.
Our report builds on and improves the information from our 2011 report, and includes valuable information on how companies structure and assess the key success factors of their sales compensation plans, overall and for three key positions. The survey includes information from 33 companies. The majority of companies come from four industries – technology (30% ) and consumer products/retail (24%), manufacturing (18%) and professional services (18%). We collected information, including actual salary and total target earnings, for three sales jobs: Direct Sales, Account Manager, and Channel or Distributor Sales Manager.
Business and Legal Resources (BLR) published a white paper recently discussing “Compensation and employee retention” based on a discussion with Tom Wilson: BLR Compensation Management White Papers
In Workforce’s Spring 2012 Globoforce Mood Tracker, they examined patterns of worker recognition, and then analyzed workers’ attitudes toward and responses to that recognition, (or lack thereof). From the 653 respondents, the following five findings were clear:
- Employee recognition is moving to center stage. More companies are using recognition, more employees are being recognized, and more employees are factoring recognition programs into how they measure job satisfaction.
- Frequent recognition and employee satisfaction go hand-in-hand. Regular recognition correlates with satisfaction, feeling appreciated, and feeling more effectively recognized by management. People who are recognized are much more likely to love their jobs.
- Failure to recognize may result in higher turnover. Employees are more likely to jump ship for a job at a company that recognizes their employees, and many of them have done so. Recognized employees are much more likely to stick around.
- Appreciation=Motivation. Recognition provides motivation and employees say that more recognition and appreciation would motivate them to work harder.
- Culture matters. More employees value a strong, positive company culture. Where almost half of company cultures currently fall short, recognition represents an opportunity to reverse that trend.
Experience how Tufts University recognizes and rewards employees: http://distinctionawards.tufts.edu/?pid=16&c=36
See how Southwest Airlines uses recognition to distinguish its culture and attract and retain talent: https://www.wilsongroup.com/temp/images/stories/case-studies/Southwest.pdf
Article Source: Workforce Mood Tracker, Spring 2012 Report, The Growing Influence of Employee Recognition