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  • While businesses with fewer than 50 full-time equivalent employees aren’t required to provide health insurance to employees, it can certainly be a good idea to do so. 95 percent of HR professionals named health care benefits as one of the most important benefits businesses can offer, making it a powerful tool to attract and retain top talent.

    It’s not always easy to decide the best path forward when it comes to weighing health insurance options. Here are four different factors you need to consider when comparing health insurance options for your business.

    A woman stacking health insurance options for a small business.

    Individual vs. Group Health Insurance Plans

    The first consideration you need to make is simple: do you offer health insurance or not? This scenario breaks down to whether you want employees to purchase health insurance for themselves or if you want to offer a group health insurance plan. 

    The difference between individual and group health plans

    While you may not need to offer health insurance, the Affordable Care Act (ACA) mandates that Americans have it. If you don’t offer health insurance, your employees will need to purchase an individual health insurance policy for them and their families. 

    A group health insurance plan allows businesses to provide coverage to a group of members, which is comprised of members of your organization and potentially their families. Businesses that do offer these plans must offer it to every full-time equivalent employee – you can’t pick and choose who gets coverage and who doesn’t. However, employees can choose to opt out to pursue an individual plan or join another plan if eligible.

    What makes the most sense for my business?

    This decision comes down to your employees and costs. While individual health insurance is the least costly route for employers, it comes with the caveat that nearly half of employees named health insurance as either a positive influence or the sole deciding factor in choosing their current job.  

    Meanwhile, group health insurance gives you and your employees benefits an individual plan would not. Individual plans have higher out-of-pocket limits. The Affordable Care Act caps these at $7,350, while individual limits could be as high as $10,000. In addition, the increased buying power of group plans can offer a higher-quality overall plan design than what you and your employees could get at the same cost in individual coverage.

    Some companies may be tempted to combat the lack of health insurance benefits by providing a bonus for employees to help pay their indiviual premiums. While this offers a level of financial support to employees, it is not viewed that way by other government and financial institutions and is strongly advised against. Group health plans allow employers and employees to pay premiums with pre-tax dollars. Anything spent on group healthcare costs is tax-deductible, whereas individual plans are not. 

    Another issue with individual plans is that renewals are typically high if you utilize the coverage at all. The size and health of a group affects health insurance premiums, potentially giving group health plans more stability than a plan built for one person or family. When you tie in the tax benefits, group plans often end up being more cost effective than individual plans, all while offering a key perk to new and existing employees. This makes group health plans a much more attractive long-term option for many small businesses.

    Plan Design

    Every health insurance plan can differ in terms of what is covered and you and your employees’ financial responsibilities for doctors’ visits and other medical costs. When comparing plan design, there are two different routes you can go: 

    • Traditional plans
    • High deductible health plans (HDHP)

    The differences between traditional and high deductible health plans

    A traditional plan operates on a system with copayments (also called copays) and deductibles. The plan helps you and your employees pay for doctor’s visits, prescriptions, and other in-network medical costs. Meanwhile, group members are responsible for paying any copays, coinsurance, and deductibles associated with your specific plan. Once an individual has met their deductible, that person is typically only responsible for coinsurance payments up to the listed out-of-pocket maximum.

    An HDHP also has deductibles, but no copays involved. With these plans, individuals must meet a higher deductible before insurance pays its share of in-network medical costs. However, HDHP plans are eligible for a health savings account (HSA). Employees can use an HSA to set aside money from their paychecks and pay medical costs with tax-free dollars. 

    What plan design makes the most sense for my business?

    Of the two options, most people are more familiar with traditional plans – HDHP designs are a newer design that started with the Affordable Care Act. Because of this, some employees may be more comfortable with traditional copay plans due to familiarity and the lower deductibles.

    While newer, HDHP designs open both employers and employees up to lower premiums and potential tax savings through the HSA. In fact, HDHPs are sometimes called HSA plans because of this particular advantage. Some employers even choose to contribute to employees’ HSAs – this gives employees some funds to pay medical bills while allowing employers to receive the tax benefit.

    Both plan designs offer certain advantages, so your decision comes down to costs and comfort level. People who are used to having copays will often prefer traditional plans. Meanwhile, others may realize the benefits of an HSA with some education around how HDHPs help them. Take some time to estimate how your employees would use the plan and what you and your employees need when it comes to healthcare coverage. 

    Health Insurance Network

    When comparing health insurance, you also need to weigh how much freedom you need when it comes to which facilities, providers, and suppliers are available to you and your employees. A health insurance network is the group of medical care providers that have a contract with your plan. There are three levels of health insurance networks:

    • Preferred provider organization (PPO)
    • Exclusive provider organization (EPO)
    • Health maintenance organization (HMO)

    The differences between PPO, EPO, and HMO networks

    A PPO network does not limit you in terms of medical facilities or caregivers as long as you’re with an in-network provider. In this type of network, you won’t need your primary care physician to refer you to another specialist or other provider outside of your network – you can simply go see that person for an additional out-of-network cost. 

    An EPO network adds some additional limitations to this process. A typical EPO may limit your group members to one major hospital network in your region, except in the case of an emergency. Essentially, that group of doctors negotiated a contract to be the exclusive providers for that network. As such, you’re limited to that hospital network and may need referrals to see outside providers. 

    An HMO network limits in-network care to a specific location. Some HMOs require employees to live or work in a certain service area for coverage and can range from specific hospitals to a broader circle of locations and providers. People with an HMO network will need referrals to see any specialists or other providers outside your primary care or emergency room needs. 

    What health insurance network makes the most sense for my business?

    Your choice of health insurance network comes down to desired flexibility and nationwide accessibility. PPOs offer the greatest amount of freedom in terms of access, whereas HMOs offer the least. An HMO may work for a small business where everyone is located in the same small area, but it’s likely not an option if your employees are spread out. 

    You also need to consider what happens if you ever leave a certain area. With an EPO or HMO, you may not have coverage options if you go on vacation or have college-age children in different areas. For that reason, PPO networks tend to be more popular with employees.

    Healthcare Administration

    If you do decide to offer health insurance, you’ll need to consider how to handle the benefits administration process. A business can turn to a broker for group health insurance or find an organization like a PEO that can manage both benefits and payroll administration.

    The difference between administrative options

    If you opt for a broker that can’t manage payroll, that will place the responsibility of benefits administration in your hands. This means that you or someone else at your company would need to administer your plan, handle adding new hires to the plan, and manage the renewal process.

    If an employer goes with a broker that also houses payroll, everything would be done for them and automated so that they didn’t have to administer the plan themselves. This type of relationship offers you full administrative management and support for new hires, compliance tracking, and reporting.

    What makes the most sense for my business?

    It depends on how much time and expertise you have. Benefits administration is a major endeavor for a small business. Not only do you need to oversee benefits administration, but also key aspects of payroll management for your small business. You can opt to hire someone internally to oversee these responsibilities, but that does require increasing payroll for administrative efforts.

    Meanwhile, an organization like a PEO is a natural fit for health insurance administration. A PEO can offer you greater buying power and educate employees about how your plan works, your network, and ways to keep premiums down. It also gives you and your employees experts to talk to whenever there’s a question.

    Ready to offer a competitive benefits package without taking on the administrative burden? Contact GMS today to find out how we can quality group health insurance at a lower cost. 

  • On Aug. 8, 2020, President Trump signed an executive order to allow employees to defer a portion of payroll taxes until 2021. Since news of the order broke, business owners have sought additional clarity on how this payroll tax will work and how it will impact their responsibilities as employers. Let’s break down some of the specifics of the proposed pay tax deferral and what those details mean for small business owners.

    A paycheck with tax deductions affected by the payroll tax deferral executive order.

    What Does the New Payroll Tax Deferral Change?

    In short, the executive order allows employees who make less than $4,000 every two weeks (equivalent to less than $104,000 per year) to defer part of their payroll tax payment until 2021. According to the order, employees would have the choice to opt-in for this tax deferral. If an employee elects to defer payments, the employer must honor this decision.

    Payroll taxes are defined as the FICA taxes taken out of each paycheck to fund Social Security and Medicare programs. The executive memo signed by Trump only refers to the Social Security portion of these taxes, which makes up 6.2 percent of each paycheck. As such, an employee can defer up to $2,232 depending on that person’s salary.

    While both employees and employers pay these payroll taxes, the payroll tax deferral only impacts what the employee owes in taxes. Typically, both employers and employees contribute 6.2 percent of an employee’s wages in Social Security tax. Employers would still have to pay their share of these taxes even if the employee opts to defer their portion until 2021.

    When Will This Deferral be in Effect?

    According to the executive memo, employees can defer their payment of Social Security taxes starting Sept. 1, 2020. The deferral period continues through Dec. 31, 2020, giving employees a four-month window to push back their share of Social Security tax.

    Will These Deferrals be Forgiven?

    As of yet, it appears that employees who defer their Social Security taxes will still need to pay back the deferred amount in 2021. While the President signed the executive order to defer these taxes, it’s important to note that he can only delay the payment dates.

    Only Congress has the ability to reduce taxes, meaning that the executive order in question is simply a means to push back payment of these taxes without action from Congress. As such, employees who opt to defer these taxes should prepare to owe upwards of $2,232 in 2021.

    How Does This Deferral Impact Employers?

    While the payroll tax deferral only applies to employees’ share of Social Security taxes, the deferral will still have a direct impact on employers. According to the order, employers must honor employee requests to defer their taxes and update their payroll process to accommodate these deferrals.

    In addition to payroll system changes, there may be additional complications for employers. Employers are legally responsible for withholding payroll taxes, including an employee’s share of Social Security tax. It’s currently uncertain whether deferring these taxes would complicate IRS requirements. As of Aug. 27, 2020, the IRS and U.S. Treasury Department still have not offered guidance regarding the executive order, effectively leaving business owners in a bind.

    In addition, it’s also unclear if employers could ultimately be liable to pay back deferred taxes in 2021 in certain situations. The uncertainties surrounding the executive order is a notable concern and will require clarification from the IRS and other government bodies to allow employers to fully understand how the payroll tax deferral will impact them.

    How Can Small Business Owners Prepare for the Payroll Tax Deferral?

    To start, you’ll want to educate your employees about the current terms of the payroll tax deferral. The decision of whether or not to opt out is up to them, but make sure that they know that whatever taxes they defer will still need to be repaid in 2021 barring Congressional action.

    You’ll also want to pay close attention to any new information from the IRS or other appropriate agencies that will help clarify employers’ responsibilities. It’s difficult to navigate these types of changes, but new details will help you and your employees understand exactly where they stand with the deferral.

    While traversing these types of orders and legislative changes are tricky, you don’t have to face these questions alone. GMS can help you stay up to date with complicated payroll tax laws and other critical HR responsibilities. Contact GMS today to find out how a PEO can make your business simpler, safer, and stronger.

  • Every year, GMS is happy to welcome new interns looking to learn more about the PEO industry and develop key skills for their future. A few of our interns shared their thoughts about their GMS internships and what the experience meant to them.

    A GMS intern for summer 2020. 

    Turning an Internship into a Career – Kayla Bohuslawsky, Marketing Intern

    Being a member of the class of 2020 came with an abundance of uncertainty. The Coronavirus pandemic caused my last two months of school to be completely remote, cut my athletics internship short, and led to the cancelation of my college graduation. There were so many changes happening in my life that I did not know what to expect for the rest of the year. However, these multiple changes lead me to receive an amazing internship opportunity with Group Management Services. 

    The start of my internship at GMS was exciting but nerve-wracking. Training week was full of unfamiliar yet helpful information. I would be lying if I said I wasn’t on an information overload, but this overwhelming week gave me the confidence I needed to succeed as a marketing intern. 

    The Life of a GMS Marketing Intern

    My projects started out small but required a lot of attention to detail. Data mining, lead collecting, and reviewing social media pages helped me to build a basic knowledge of what GMS has to offer. After a couple weeks in, I decided to get the most out of my internship and put some attention on the sales side of things. Making cold calls, booking appointments, and participating in first meeting shadows made me start to appreciate the hard work that GMS does to help small- to medium-sized companies. 

    I came into this internship not knowing much about the PEO industry. Allowing myself to dive headfirst into sales helped me learn how GMS takes the administrative burden off companies to let them focus on the bigger picture of their business. Sales was originally completely out of my comfort zone. However, this experience only helped me to increase my knowledge and spark ideas on how I can benefit GMS through a marketing perspective. 

    As my weeks turned into months at GMS, I began to gain great marketing experience in just a short amount of time. I put my graphic design experience to use and began creating infographics, sales resources, and customized advertisements. On top of that, I was put in charge of all our social media platforms, learned how to write press releases, and updated our sales training content. 

    Having prior experience with marketing gave me a good baseline on how to approach each project, and my comprehension of the PEO industry grew very quickly. I gained a better understanding of our target market and which marketing strategies are most effective. Another helpful aspect I learned was how to benefit our sales representatives by creating resources for them to utilize on first meetings and proposals. These resources allow them to provide specific and informational content to their prospects, making them unique to what each company is seeking.

    Making the Most of an Internship Opportunity

    My time as an intern at GMS went by much faster than I anticipated. I was able to see the direct impact of my work and dedication to my projects within the marketing department. After previous post-grad plans went in a different direction, I was thankful to receive a full-time position with GMS to remain in the marketing department as a marketing specialist. 

    Although my time as an intern is complete and I am starting a new journey as a full-time employee, I have a few tips on how to make the most out of any internship for any company.

    • Ask questions. No question is ever a stupid question. Your superiors will appreciate your curiosity and desire to learn. This will not only help you increase your knowledge of the business, but also help you stand out among others.
    • Be open to new opportunities. Always be willing to step out of your comfort zone. New experiences can be intimidating, but it is important to keep an open mind. This is one of the best ways to discover new things and learn from your mistakes. You will thank yourself that you gave something new a try.
    • Shadow other departments. To really get the most out of an internship, ask to watch and learn from people in other departments besides your own. Doing this will show your initiative and allow you to become more well-rounded. It is always good to learn something new even if you are not exposed to it daily. 
    • Take your duties and projects and run with them. Reaching deadlines and completing quality work is very important. However, take your projects to the next level or start to come up with your own ideas that will be beneficial for the company. It could be something that they utilize for years down the road.
    • Embrace failure. One thing that you will never be able to avoid is making mistakes. Be willing to admit to your failures and ask questions on how to be better next time. If there are no mistakes, there is no way to show improvement. Continue to stay positive and work hard and your successes will override your failures. 

    Even though 2020 did not go as planned, I could not be more thankful that I was welcomed into the GMS family. I wanted to say thank you to Mike Kahoe for being such a great role model and creating the amazing company that I can now call home. Thank you to Dave Swift for teaching me the ropes of sales and allowing me to constantly learn new things. Finally, thank you to Matt Schoolcraft for being the best teacher and making me the marketing professional I am today. I am thrilled to continue my time at GMS and to grow in the marketing field.  

    Embracing Failure – Jordan Hughes, Sales Intern

    My overall experience at GMS has been nothing but amazing. Looking back at my very first day, I felt overwhelmed, nervous, and almost doubted myself. However, seeing where I am today makes me feel as though I have been with GMS for years. 

    Walking into the doors for my first week of training was nothing like I had imagined. Every single person you passed by had a welcoming smile on their face, the environment felt uplifting, and you could tell at first glance that every employee was here to put in hard work. I quickly adapted to the culture and started feeling like a part of the GMS family by the end of the first week.

    Highlights and Challenges

    Some of my favorite experiences with the company were going on meetings with the sales representatives, going out to eat after work hours with the company, shadowing the other departments, becoming closer than I ever imaged with my fellow interns, ordering delicious fresh meals from the company’s chef, and, of course, the weekly contests and competitions. 

    Reflecting on the past couple months, I have seen a huge improvement in myself. Not only have I developed my skills, but I learned real life lessons that will stay with me forever. I noticed my communication, organizational, personable, and time-management skills have immensely improved. Everything I took in and learned from this experience has been a benefit to my career, future, and everyday life.

    With every job comes challenges. I would be lying if I said I didn’t run into any during my internship. My biggest challenge was getting over the steep hill of phone calls. I may be wrong, but I am almost positive there is not a single person in this world that likes being told ‘no.’ Working in sales, you tend to hear that word a lot. The more I heard it, the more I got used to it. The more I got used to it, the better I became at cold calling. 

    One simple lesson was learned here: failing is okay. Without failure, there would be no room for improvement. I failed many times by hearing the word no over the phone, and still do – but the takeaway from this experience is that it is human nature not to be perfect. We all get pushed down, but getting back up and trying again in an improved way is how you overcome it. I never thought I’d get over that hill. Looking back at it on the other side, I now realize it wasn’t as big as I thought. Coming from personal experience, you can do anything you put your mind to even when you never thought you could. 

    Lastly, I want to give a huge thank you to every employee at GMS that welcomed me with open arms. You have all made my experience everything I could ask for and much more. A special thank you to my manager, Dan Flanagan, for giving me a chance at this wonderful opportunity and always pushing me to be the best intern I could be. I am beyond thankful for the relationships GMS has brought in my life long-term and look forward to continuing my journey with the company over the next year. I couldn’t be happier to call GMS my second family!

    Learning on the Fly – Kelsey Verhoff, Business Development Intern

    This year has been a true test for many people. My spring semester at Kent State University was an adjustment to say the least, but the one thing that got me through was knowing that I had an internship arranged. 

    In April, I found out I lost this internship position due to COVID-19. I was devasted, hurt, and beyond stressed. At this point, I figured I wouldn’t find any open internship positions and became very discouraged going into senior year. With the help of my professor Ellen Daniels, I landed a business development internship at GMS.  

    Starting from the Bottom

    My first day was a complete train wreck! This was my first internship, so I didn’t know what to expect, where to go, what to do, and my nerves were in extreme overdrive. I started at a different time than all the other interns and came in when there were a lot of big projects and everything seemed in flux. Everyone was so busy and didn’t really know what to have me do. 

    When it came time to leave, I stopped in one of the sales managers office and expressed how my day went. I asked what the game plan was for the next day and he assured we would figure it out. I drove home that night with tear-filled eyes and a very negative attitude. I was beyond overwhelmed. I was anxious and hesitant to return to work the next day.

    When I walked into the office and sat at my desk, I was told to meet my manager Dave in his office. At the very moment I sat down in Dave’s office, I knew right then and there everything was headed in the right direction. I took that first day as a learning lesson that not everything in life works out how it is planned, and you must be flexible.  

    A Learning Experience

    Starting my internship a few weeks before the other interns and the sales training helped me get adjusted to the environment at GMS. Every morning you are greeted by your coworkers in the hallways and asked about how your weekend or night. I have never once felt left out at GMS. The people here want you to succeed and get the most out of your time with the company. I’ve learned there really are no dumb questions. I came into this internship and had no knowledge of the PEO Industry. I didn’t know what we did, who we were, what we sell, and why we do what we do.  

    Sales training week was a ton of information thrown at you all at once and even after that I still didn’t fully understand everything. I asked a few of the sales reps in our office how long it took them to fully understand everything and they all said that they are still learning every day. I’ve learned to go in every day with an open mind and to be ready to discover something new. 

    Sticking the Landing

    This internship has allowed me to take my skills set and put them to the test. I have gained so many skills and learned about the sales process, what that looks like, and the industry. 

    One of my favorite parts of the internship was getting to go on ride-alongs with various sales reps. It wasn’t until I saw in-person meetings with actual prospects how GMS can be a benefit to so many companies. I finally saw how our departments talk to one another and how GMS can make such a huge impact on small businesses. Interning at GMS was the best decision I have ever made, and I am truly thankful that the first internship fell through because working for GMS has been an experience like no other.  

    Thank you, Mike Kahoe, for creating an impeccable company and giving me this opportunity. Another thank you to David Swift for being not only the best manager, but also a great role model and making me feel confident in the work I do. Finally, a huge thank you to Matt Schoolcraft for being my support system throughout my internship and teaching me the ways of marketing. I am so excited to continue my journey with GMS through the fall. 

    Breaking Out of the Comfort Zone – Natalie Fleming, Business Development Intern

    Because of COVID-19, I started this summer with a lot of nervousness and uncertainty about my chances of landing an internship. I had already applied for several opportunities and had heard back from many that they were cancelling their programs because of the pandemic. 

    I was skeptical at first when I came across the posting for an internship at GMS, so I reached out to them on LinkedIn. Someone responded very quickly and told me they were still hiring business development interns and offered me an interview! From then on, my journey with GMS has been an amazing experience.

    The People

    From the very start of my interview process to my final week as an intern, the atmosphere at GMS has been unbelievable. Everyone has been so kind and willing to help me learn. At GMS, everyone wants to see you succeed. 

    On my first day, I was extremely overwhelmed and nervous to start my first internship, but an intern who had been here for a couple weeks, (subtle hint: it was Kelsey), immediately put me at ease. She went out of her way to help the new interns understand our roles here because she knew exactly what we were feeling. 

    I also cannot begin to explain how great my manager is. I could have never hoped for a better mentor for my first experience in the professional world. He has taught me so much and it was clear that he wants the best for all the interns, no matter where our careers take us. I made many new friends with the interns not only in my department, but in other departments as well. It was great learning alongside all of them.

    You Learn Something New Every Day

    Being that this was my first internship, I didn’t really know what to expect going into it. I have heard some internship horror stories from other people, so I was surprised at how excited I was after my first day. I started learning the second I walked in the door on my first day of training. 

    For example, communication is key. I have always been the type of person to keep to myself, but I used this internship to really branch out. If you have a question or are confused about something, just ask! Everyone wants to help you learn.

    Also, I had never heard of a PEO before this summer. A Professional Employer Organization, such as GMS, handles the non-revenue generating functions of a business – payroll, worker’s comp, benefits, and human resources. I didn’t know that this type of business existed and now I have spent an entire summer here learning about it. When people ask me about my internship, I get to explain it to them and teach them a little bit about this industry they may have never heard of before.

    Making Memories

    I never imagined I would be taking away so many memories from an internship. Yes, we worked, but we also had fun. Call block made us very competitive, but it pushed all of us to get better. Dave started off every intern meeting by blaring The Weeknd , we played ping pong in the basement, and we laughed at something different every day. Not to mention Mike Kahoe is the best boss around. GMS knows how to take care of its employees.

    New Opportunities

    There was a lot of freedom in this internship. My day was not always planned out for me, which allowed me to branch out and prioritize the tasks I wanted to work on. I even asked my manager if I could take on a side project of my own and he said to go for it! Not only was I learning something new, but I was bringing something new to GMS. 

    Hopefully, future interns and even current employees can get something out of our work as well. I can’t express exactly how great my experience here has been these past nine weeks, but it sure has been amazing. Thank you to everyone at GMS for an unforgettable summer!

    The Evolution of an Intern – Jessica Storey, Sales Intern

    Coming into GMS, I did not know what to expect. Not only was this my first internship, this was my first time in an area where I did not have a lot of background knowledge. To say I was nervous is an understatement, but I knew coming in I needed to keep an open mind and absorb the information the best I could. 

    The second I walked in the building; everyone was extremely welcoming. I never once felt out of place here at GMS. Being able to come into a new environment and still feel as if I have been working there for years, was comforting. 

    Going All in on the Learning Experience

    The first week of training was more than I had expected. I caught myself feeling discouraged when I did not automatically know everything. I had to remind myself that I came here to learn. After accepting the fact that I was not going to be an expert from the very beginning, I started to feel less stressed. 

    The one area that I still stressed over was calling, especially when I did not know how to pitch our business with confidence. I remember Tim Austin saying GMS is all about diving into the water rather than slowly dipping your toes in the pool. Honestly, being thrown into the sales process was one of the best ways for me to learn. This approach forced me to do things I would not have normally done. Because I went all in, I was able to pick up on things a lot faster, which allowed me to move onto the next stage of learning.  

    As the weeks went by, I got more skilled on the phone, which helped me land my first meeting with a great prospect. For someone who was extremely nervous and a little bit discouraged during the first week, this was a big deal. I am very hard on myself, so seeing my hard work and dedication slowly pay off was a reward in of itself.

    Same Person, New Skills and Relationships

    When I compare myself from the beginning to now, so much has changed. I am more confident in how I talk to people, sell our services, work our systems, and so much more. I have been able to grow and learn a side of sales I had never dealt with before. Being able to work alongside some of the top sales reps at GMS helped push me to accomplish my goals in hopes to become as good as they are one day. 

    Not only have I been able to learn more about the selling process, I have met some amazing people and built strong relationships. Being able to connect with them on a personal level, turns going to work into something I look forward to doing every day. I cannot wait to continue working at GMS throughout my last semester of college.

    For the future interns coming in, this can be intimidating at first. Just know that everyone at GMS is willing to help you. They had to be taught at the beginning too. I was in your spot a couple months ago, but now it feels as if I have been doing this for years. If you come in with an open mind and ready to learn, your successes will overpower your failures. Being able to know and accept that, will only make the learning process that much easier. Do not give up. Remember, it only takes one yes for success!

    Lastly, I want to give a big thank you to GMS, but more specifically sales manager, Kate Carnahan. You have been such a role model for me this summer and I do not think I would have accomplished everything I did without your direction. The guidance and confidence you have given me this summer is something I will cherish for a lifetime. Thank you.

    An Unconventional Internship – Kaitlyn Artz, Business Development Intern 

    Reflecting on my experience at GMS, I cannot begin to express how much I have grown, personally and professionally, since the beginning of the summer. GMS has taught me that when a company is as great as this one, the atmosphere of the people that make up the company is what makes it so great. The individuals at GMS are not only professionals and hard workers, but also the most personable, friendly, and open-minded people I have ever met. I have made so many friends and connections and have felt that I had been warmly welcomed, appreciated and pushed to work hard. 

    A Culture of Growth

    During the summer of 2020 I was a remote Business Development Intern; my very first internship. Being remote meant I worked from my bedroom every day. Working from home is definitely a different experience and routine than I’ve ever had before. I was not in an office setting and did not have the motivation from seeing anyone else physically working. This tested my own ability to get things done and stay on task. Because of this, I saw myself growing in a whole new way. 

    Even though I felt the GMS love through emails, group chats, and Zoom meetings pretty much daily, I had taken the opportunity to go visit the Richfield office for a few days to meet everyone in person and physically experience GMS. When I got there, I was welcomed with open arms and tons of laughter. It felt like going to visit my distant family. Without the like-minded people who were doing this internship aside me, advancing themselves professionally, and always so willing to help, this internship would have never been the same.

    Something that I admire about the people at GMS is their ambition to grow. Whether it be flourishing as individuals, developing bonds and friendships, expanding and hiring new positions, increasing business, or just becoming the best GMS can be, the company is always growing. 

    One project we focused on was record verifying. By verifying leads to make sure they are correct and accurate, this helps reduce time wasted on calling prospects that have incorrect or outdated information. In the long run, this helps sales reps have a better shot at talking to more companies’ decision makers and booking more appointments, which ultimately leads to having a better shot at landing more proposals and providing our services to more companies. Cleaning up Salesforce is only one way GMS is growing.

    Key Takeaways from the Internship Experience

    Some important life lessons I have learned from this internship:

    • Having a drive and setting goals is important! Be competitive with yourself.
    • Not every day can be a good one. Make this your motivation. Do better the next day!
    • Successful people do the things that failures don’t. – Tim Austin
    • Work hard, study hard, and be teachable! – Tim Austin
    • Attitude makes all the difference. Be positive and “Make today great!” – Dave Swift

    I feel that I have learned so much that I will implement into my daily life. Following these lessons helped me improve personally and professionally. 

    I am very thankful for the opportunity I was given to grow professionally and learn more about the business world. This wonderful company gave me an unforgettable experience for my first internship, and I appreciate all the people I have met along the way.

    I am very excited to continue my journey throughout this fall as a part-time business development intern and to learn even more. Thank you, GMS.

    Incredible Work Ethic Always Wins – Taylor Petrak, Sales Intern

    The Coronavirus has impacted every one of us in a unique way, and some may have better stories to tell than others. These past few months have been nothing but unpredictable, and that is an understatement. From athletic seasons getting canceled (like mine) to businesses shutting down, this is something that we as a country never saw coming. It is in moments like these that truly define who we are. What do you do when faced with adversity? It is how we respond to certain events that direct the life we live. 

    Facing the Uncontrollable

    One very important concept that I will take with me from Ohio State Athletics and Focus 3 is that we are only in control of our responses. No matter what life decides to throw at you, the events we face are uncontrollable. 

    When my team was told that we were no longer flying out to Georgia for our National Championship meet just a few days prior, this was the strategy I used to combat the uncertainty ahead. This moment was completely heartbreaking, as the Ohio State women’s swim team was one stop away from finishing the most successful year in decades. Just a few weeks prior, my team and I claimed the Big Ten Title for the first time in 34 years! We had momentum and were a force to be reckoned with. As you can imagine, the news of being sent home to quarantine was quite the disappointment.

    In addition to my athletic season being canceled, I also received the message that my previous summer internship had been canceled. As a rising senior, this summer internship was the backbone for solidifying my professional resume. I felt empty handed and uncertain about how to navigate the future during a pandemic. After a week or so went by, I received an email from the Eugene D. Smith Leadership Institute at Ohio State for an internship opportunity in sales with a Columbus business, Group Management Services (GMS). Little did I know, I was about to land a position that would set me up for life after college in a way that I never would have imagined.

    Translating Sports to Sales

    From the initial interview with Columbus Sales Manager, Matt Lisi, I knew my experiences from athletics would apply to the environment he has created in the office. During the interview, we discussed situations when you face adversity and how manage failure. This is where I began to realize the athlete mentality is almost identical to what you need to be successful in sales.

    Ohio State Athletics puts an emphasis on leadership development within their teams. This only seems logical as the goal is to be the best in the country and operate at an elite level. I serve as a designated leader as our team does not have captains. This means that I am a part of the Lead Like A Buckeye Program run by Urban Meyer, the legendary previous head coach for Ohio State Football. As a member of this elite group, we meet once a month, in addition to our respective team’s leadership council meetings, to discuss systematic topics of leadership. In these meetings, we are exposed to different styles of leadership and develop ourselves as effective leaders of character.

    One model that I find quite applicable to working in a team environment is what we refer to as the “R Factor.” The basis of this is simple, but more specific disciplines can be applied. At its roots, the model is E + R = O. This stands for Event + Response = Outcome. With the help of Focus 3, Ohio State Athletics has engrained in its athletes that your success is determined by how you choose to respond in situations. Although some events that happen in your life can be prepared for, many you cannot. They say that “the key to producing outcomes is not the events or circumstances that people encounter, but how they choose to respond.” 

    It all comes down to the fact that you have an impact in the way that your life turns out, good or bad. To earn the success that you dream of, you must operate with discipline instead of turning to default driven responses. When people in teams, and for this matter businesses, act with intention and skill, they are bound to win and achieve their goals. It is much easier to turn on auto-pilot and follow your routine of how you are used to doing things, but this ultimately does not take you anywhere, set you up for growth, or show what you are truly capable of.

    Applying an Athletic Mentality

    As I mentioned previously, I knew from my interview with Matt Lisi that the athlete mentality, and specifically the Ohio State student-athlete mentality, would be a perfect match for sales, specifically at GMS. A sales position is one where you need to be relentless and continue to look for new opportunities, even when they might seem hidden. It would be easy to get discouraged and give up when things are not going your way, but that would be a default driven response. 

    Implementing the E + R = O model to this type of situation is very relevant. Instead of getting caught up in the moment and getting frustrated if it’s a slow couple days or week, revert to your training and look for ways to improve. Look for new talk tracks to use or mix up the way you prospect, but always be intentional and skillful in the work you do. During a meeting, Tim Austin, VP of Sales, said that with every “no,” you are that much closer to a “yes.” That is the exact mentality that you need to have to be successful in sales. It is that constant reminder to do your best, with intention, that drives results. 

    Discipline Invites Success

    My final message that I want to get across is that your response is also an event that others, like your teammates and co-workers, deal with as well. For that reason, it is even more important that you choose to respond in a disciplined manner. The culture, of your company or team, is created by how leaders influence others, and the culmination of everyone’s behavior. 

    I am lucky enough to have gone through this training now for almost four years, but for others this might be a new way of looking at things. I hope that after reading this message, I can help inspire someone to succeed. 

    It is apparent that GMS values hard work, determination, and intentional behavior, just like Ohio State Athletics. The environment that the senior sales representatives and sales managers have created in the Columbus office is one that reflects disciplined behavior, and that is why they continuously see results and success. The culture here is one that I fit in very well with and can see many other Ohio State student-athletes joining in the future as well. It is great to see a company that values developing young professionals, and specifically student-athletes. For those reasons, I have truly enjoyed the opportunity to work at a company like GMS and value all that I have learned over the past four months.

  • Between offering competitive benefits and combating rising premiums, managing your business’ healthcare needs is a complex situation. Group health insurance plays a key part in attracting and retaining top talent. However, selecting and managing the right health plans for your company and employees takes an enormous amount of time and effort. It’s a delicate balancing act that can be difficult for any small business owner.

    Fortunately, you don’t need to go through this balancing act alone. A Professional Employer Organization (PEO) can not only help you offer quality, cost-effective healthcare benefits, but also give you the support necessary to develop benefits strategies and navigate any future changes. Let’s break down seven major reasons why a good PEO is a great choice for your small business’ health insurance.

    Cost savings from a PEO processing a claim for a small business’ health insurance plan. 

    Greater Buying Power

    It’s not easy dealing with health insurance companies directly. Policy administration and billing is not only difficult, but also expensive. For small and mid-sized businesses with fewer employees, you could end up being charged higher premiums because you simply don’t have the buying power of a bigger organization.

    That’s where PEOs can help. A PEO represents multiple organizations and all the employees hired by those groups. As such, PEOs can leverage their collective buying power to act as one large company. This arrangement means that small to mid-size companies working with a PEO can get the competitive benefits and smaller premiums of a big business, all thanks to a convenient partnership.

    Of course, your partnership with a PEO should be about more than just added buying power. You should also consider how the PEOs pool the participants and how it affects your premiums. For example, GMS represents tens of thousands of employees, but it does not pool all those employees together. Instead, GMS built our own plan designs.

    What does this arrangement mean for employers? Essentially, your company is rated for your own group based on your own demographic and your health instead of being grouped in with every other company. This process means that your premiums are dictated by your group’s rating, so you don’t need to settle for a lesser plan to see both short and long-term cost savings. With the right PEO, you can focus on cutting costs, not coverage.

    Ancillary Advantages

    Group health insurance isn’t the only benefit that PEOs can help deliver at competitive pricing. Greater buying power also allows PEOs to offer ancillary options on a mass level. This arrangement is especially advantageous for certain groups where certain ancillary benefits would be cost-prohibitive or even unattainable. 

    For example, imagine you ran a small roofing company. A lot of times, your SIC code serves as the basis for your rate. Because of this, you may not be able to get disability coverage at a reasonable cost through traditional means. However, a PEO’s group buying power can give at-risk employers or small groups cost-effective access to multiple lines of coverage, healthcare, and ancillary benefits.

    Benefits and Payroll Under the Same Roof

    Organizationally, it’s a huge benefit to have healthcare and payroll administration talking to one another through the administrative systems. Non-PEOs typically have a payroll processor or some other system and need someone to manually enter healthcare rates for a new employee or during renewal. When it’s all under one roof, you have one group handling everything instead of needing two different entities to hopefully stay in sync.

    With a PEO, your payroll and healthcare administration have the means to work with one another through the systems and streamline this process. Automatic payroll deductions are set up when your benefits kick in for new hires or at open enrollment. The two systems will also be able to automate paycheck deductions and identify which items should be pre-tax and which shouldn’t.

    By having both payroll and healthcare administration working together, you do more than just streamline the process. This scenario lessens the amount of manual entry required, which frees you or a key employee up for other tasks. Automating the process can also help eliminate potential data error – humans make mistakes, after all. In addition, having payroll and benefits administrators work together allows a PEO to directly resolve any issues for you instead of having you involved in every step of the process.

    Online Enrollment

    Another advantage of having payroll and benefits together is that it allows for online enrollment. The automated system of a PEO can help guide employees during the renewal process and educate them about the products they can elect. Since healthcare and payroll administration is tied together, the online enrollment process allows employees to see exactly how their choices impact them in terms of coverage and pricing. 

    From there, employees can confirm their selections right then and there without ever needing any paper documents. This situation simplifies the process for not only the employees, but also you and any office administrators who would have to deal with the headaches associated with enrollment documents. With a PEO, that’s all generated for the employee to handle and deal with, saving you time and plenty of frustration.

    Audit and Process Claims for You

    Depending on the PEO you choose, these organizations can offer another key benefit: auditing and processing claims for you. While some vendors utilize the fully-insured market and Affordable Care Act plans, this scenario can leave your company at the mercy of the providers. Instead, it’s better to partner with all major insurance providers and provide a better experience for small businesses.

    How can a PEO do this? At GMS, we built our own plan with internal administration to give us more control over that plan and the costs. This arrangement gives us the ability to audit and process all our own claims. In this process, your PEO can make sure that the usual customary rate was charged or fight on your behalf to get a discount or reduction on that claim. 

    The ability to audit claims also opens up opportunities to find other ways to save. Part of the audit is used to analyze how the individuals in your group use your plan. The results of this analysis can indicate certain trends that add avoidable costs – for example, using telemedicine services for free doctor’s calls to avoid copays. Not only will this analysis educate your group on the best, most cost-effective way to utilize the plan, it will also help you save in the long run.

    Free Administration

    If you were to turn to an accountant or lawyer with compliance, legal, or administration questions, that extra time will typically cost you. That’s a very unfortunate arrangement for a business owner. Rules and regulations change every day, so it’s only natural to have some inquiries about how they can impact your business. You also can’t be expected to know everything about healthcare and payroll administration – that’s why people train specifically for those fields. 

    With most PEOs, the time spent answering those questions is covered as part of your main fees. Not only that, but you’ll also have a team of experts on hand to answer whatever questions pop up about healthcare, payroll, or other administrative needs. You get the answers you need, without the fear of having those questions affect your bottom line.

    Ability to Lighten Other Administrative Burdens

    When you run a business, there are a multitude of administrative burdens that rest on your shoulders. A PEO is a tremendous solution for companies that don’t have the time or expertise to effectively manage more than group health insurance.

    While you can turn to a PEO for just health insurance and payroll, an organization like GMS can help you easily take additional administrative burdens off your shoulders when you’re ready. This gives you the ability to have one team expertly run risk management, employee recruiting, and other key HR functions as your company grows.

    Ready to simplify your business’ administrative needs? Contact GMS today to talk to our experts about small business health insurance today.

  • The hiring process is already difficult enough. The time, money, and energy it takes to conduct a thorough search for the right people is a serious commitment. Unfortunately, unconscious bias adds yet another hurdle for both your company and potential job candidates.

    The goal of hiring is to find the right person for your company. Unconscious bias can cause your company to eliminate or overvalue prospects based on first impressions, preconceived notions, and other factors that aren’t true indicators of talent. Regardless of why and how they occur, it’s important to mitigate the impact of unconscious bias so that you can focus on what matters: hiring the best talent for your business.

    A job interview conducted with practices that help eliminate unconscious bias from the hiring process.

    What Can Unconscious Bias Affect in the Hiring Process?

    First and foremost, unconscious bias can cost you the best candidate. In a pool of prospects, you may unwittingly eliminate a top candidate because of certain predispositions or unintended consequences from certain hiring practices. By updating your hiring process, you can increase your odds of identifying the perfect people for open positions. 

    It’s important to note that bias extends beyond practices deemed discriminatory. In addition to explicit bias against race, gender, disability, and more, there are many other implicit biases. These unconscious biases may seem harmless at first, but can cause people to eliminate certain candidates or overvalue others. For example, certain hiring practices may not intend to exclude certain groups of people. However, these actions may cause companies to unknowingly make decisions based on secondary or tertiary factors instead of identifying who is right for your company. 

    8 Ways to Help Prevent Unconscious Bias in the Hiring Process

    It can be difficult to eliminate unconscious bias – it’s called unconscious bias, after all. However, there are some actions you can take throughout the hiring process to help remove these involuntary actions as you focus on finding the best possible candidate for your business.

    Evaluate word choice in job descriptions

    Words matter. Job descriptions play a critical role in attracting top talent. However, certain language can dissuade certain applicants from applying if you’re not careful. 

    For example, using words like “guys” or “journeyman” in a job description can act as a red flags to female prospects. There are also less obvious gender-biased language that may deter qualified candidates. According to social role theory, certain word choices can reflect unconscious biases based on stereotypical roles and behaviors. As such, terms like “competitive” are typically geared to appeal to men, whereas words like “collaborative” attract more women than men.

    The best way to avoid accidental bias in job descriptions is to carefully examine how they’re written. Once you spot a potential issue, experiment with wording to find an acceptable replacement that appeals to a wider audience. While certain terms are easier to identify than others, there are tools available to help in this endeavor. Both Gender Decoder and Textio can evaluate text to help spot questionable words to prepare your job descriptions for everyone. 

    Find new talent sources

    When it comes time to hire a new employee, many companies use the same methods that have worked in the past. This process makes sense to a degree – don’t fix what isn’t broken. However, this mindset also prevents you from potentially opening up your recruitment and sourcing efforts to a more diverse audience.

    If you’ve turned to the same sources for years, odds are you’ll get more of the same pool of applicants in the future. By widening your search, you can open your company up to a more diverse group of talent than before. In addition, research shows that diversity is good for business. A McKinsey study analyzed 366 public companies and discovered that the organizations were “more likely to have financial returns above their respective national industry medians.”

    This doesn’t mean you should abandon past sourcing methods – LinkedIn and referrals are tried and true for a reason. Instead, consider increasing the visibility of your openings by utilizing new resources, whether that means listing jobs on a career advancement platform like Jopwell, partnering with different colleges, and identifying other ways to diversify your applicant pool.

    Consider “blind” resume reviews

    It doesn’t take much to develop a preconceived notion about a candidate. In fact, unconscious bias can start as soon as you spot some basic information. 

    Names, educational backgrounds, and locations can all trigger hidden biases that can both favor and disfavor candidates for a multitude of reasons. These justifications can be as silly as a candidate went to a rival college – you never know when the Ohio State-Michigan rivalry will rear its ugly head. Research also indicates that people with foreign-sounding names are 28 percent less likely to land an interview than those with more “Anglo”-sounding names. 

    To avoid these issues, take a blind approach to reviewing resumes and block out any surface demographic characteristics that don’t directly impact the quality of a potential employee. Removing details like names can help you focus on what matters – is this person qualified for this job? This way you and anyone else reviewing resumes can concentrate on important details instead of adding false value to secondary criteria.

    Standardize interviews

    Not only can establishing a set list for every candidate speed up the hiring process, it can also help you avoid any accidental bias.

    Unstructured interviews without any defined questions can put candidates on different playing fields. One interviewee may provide a great answer to one question, but you can’t compare those responses if you ask different questions or present them in a different manner. Standardized interviews allow you to minimize bias by focusing on important factors and being able to analyze each candidate as evenly as possible.

    Avoid snap judgments

    According to Monster, “job applicants have on average just 6 minutes and 25 seconds during the first meeting to impress interviewers.” Other studies suggest that some interviewers made hiring decisions after just 15 seconds. First impressions are important, but banking on initial observations is quick path to unconscious bias.

    Simply put, it’s easy to judge people at first glance. The problem is that interviewers shouldn’t let superficial factors cloud the entire interview. It’s crucial to focus on factors that will directly impact job performance instead of personal details. For example, visible tattoos, hair color, and body weight can all play into a person’s first impression, but shouldn’t affect a candidate’s standing unless it’s a direct negative for the position. 

    Snap judgments also go both ways. There can be situations where an interview may be unconsciously biased toward a candidate because of a first impression. Even something as simple as going to the same high school or being proud Corgi owners can add a sense of “likability” that may color your perception of a candidate’s answers. Instead be hyper-aware that the quality of the interview should focus on a candidate’s qualifications and fit for the company, not some secondary factor.

    Don’t ask for salary history

    While you may be curious to know what candidates earned in the past, that information may do more harm than good. First, certain states have made it illegal to ask applicants about their salary history. Even if you’re in a state that still allows the practice, that information can lead to incorrect misconceptions about certain candidates.

    One reason for this is that it can be easy to try and relate people’s current and past salaries to their abilities and level of responsibility. However, that’s not necessarily the case. Every company approaches compensation differently, so it’s impossible to truly know if a lower salary is an indication of lesser talent or if employees are applying because it’s a better opportunity.

    For example, the presence of unconscious gender bias plays a part in why women’s median annual earnings are $9,766 less than men’s. In the end, it can be close to impossible to definitively use salary history to judge a candidate’s ability. Instead, it’s best to avoid the question and remove any possibility of unconscious bias based on the results.

    Provide a salary range

    While asking for salary history can prove problematic, providing a salary range is a good way to keep everyone on the same page. Salary ranges provide a few distinct benefits. Notably, they allow you to set a salary expectation upfront and streamline or even eliminate salary negotiations from the hiring process. An added benefit of this tactic is that it can help eliminate some unexpected biases as well.

    As with asking for a salary history, the salary negotiation process can create some unconscious preconceptions that aren’t a true indicator of a candidate’s ability or fit. For example, some interviewers may find it odd if talented candidates ask for notably less than what you expect to pay them. A possible reaction would be to assume that these candidates aren’t as good as they seem in an interview and on paper. They may simply come from a business that paid them notably less – especially if their salaries are impacted by the aforementioned pay gap. By setting a salary range, you can avoid these questions altogether and build trust with candidates who appreciate transparency. 

    Use skill assessments and work sample tests

    If you’re trying to find the best possible person for a certain role, it may be best to test out their skills first. Resumes, interviews, and other sources can provide great insight. Unfortunately, it’s no secret that some candidates will exaggerate their abilities. However, you may be more likely to believe them based on a snap judgment or some other preconceived notion. Work sample tests and skill assessments can give you additional evidence of just how well a candidate can perform a job or if they have what it takes to succeed.

    If you want an indicator of whether an employee has what it takes, skill assessments can give you extra insight into that person’s capabilities. From personality tests to situational judgment assessments, these examinations can help you confirm or deny any initial suspicions so that your company isn’t banking on gut decisions alone. The exact skill assessments you choose can vary greatly. To help, TalentLyft provides a comprehensive list of different skill assessment tools available.

    Work sample tests offer extra insight in that you’ll get to see how a candidate may do with a real project or task. These tests are different than requesting past work samples – you have full control over what is assigned. In addition, the test you use for an opening should be the same for every candidate who makes it to that point in the process. This will allow you to compare each candidate based on the quality of their work instead of outside factors.

    Identify the Perfect Candidates for Your Company

    The hiring process is complicated. While it may seem simple – find and hire the best candidate – there are a multitude of factors that impact every step of the process. However, all the time and effort spent is worth it when you find that perfect person to fill a position.

    Of course, there are always ways to help streamline and improve the hiring process. GMS can help you create a new, more efficient hiring process to not only help you find the right people for your business, but also help you use your time to focus on growing your business in other ways. Contact GMS today to talk about employee recruitment and onboarding management.

  • As an employer, it can be difficult to balance the desire to return to business and maintain a safe operation. Unfortunately, there’s not necessarily an exact answer as to how to approach reopening your business during a pandemic. While there are some rules and regulations, many details can be unclear or depend on your location, the nature of your business, and a plethora of other reasons. To help, we broke down some key factors you should consider when it’s time to reopen your business or expand operations.

    A man with a face covering after his small business returned to work. 

    Is My Region Ready for My Business to Reopen?

    It’s important to identify if your community is in a good position before you attempt to reopen your business. The White House’s Guidelines for Opening Up America Again recommends a phased approach to reopening businesses to help slow the spread of COVID-19. These guidelines suggest a few general state or regional criteria for relaxing restrictions based on certain factors within your community.

    • There should be a downward trajectory of both influenza-like illnesses (ILI) and COVID-like syndromic cases reported within a 14-day period.
    • There should be either a downward trajectory of documented cases within a 14-day period or a downward trajectory of positive tests as a percent of total tests within a 14-day period (flat or increasing volume of tests).
    • Regional hospitals should be able to treat all patients without crisis care
    • There should be a robust testing program in place for at-risk healthcare workers, including emerging antibody testing.

    While the factors listed above are solid guidelines for a safer return, it’s important to note that these are not mandates. Each state is able to independently manage COVID-19 regulations, so you’ll need to double-check local laws and rulings for any specific regulations. 

    The Three Phases for Reopening Your Business

    If your state does allow for your business to reopen, consider taking a multi-phase approach to resuming operations. This method can help you reopen your business in different stages to help keep you, your employees, and your clientele safe while you get back to business.

    Phase one

    The first phase focuses on making telework available to any employees who do not need to be onsite to complete their duties. If you maintain a regular place of business, you should close off any common areas to prevent anyone other than employees who must be on location. In addition to allowing for remote work, businesses in phase one should also minimize nonessential travel.

    Phase two

    After going through phase one long enough for another two-week decline in cases, guidelines indicate that businesses can shift to phase two. Businesses should have an accommodation plan for vulnerable employees in place at this point. 

    Employees who cannot work from home are allowed to return to the workplace as long as they follow proper safety protocol. Social distancing measures must be enforced, but businesses can ease limitations on the number of people in a space.

    Phase three

    Advancement to phase three requires another two-week decline in cases at the previous stage. Once in phase three, employers can resume unrestricted staffing of worksites. However, businesses in this phase should maintain social distancing guidelines where possible and are recommended to approach public interaction very carefully.

    What to Address When Reopening Your Business

    When it’s time to return to work, it’s important to weigh many factors that can impact you and your employees. According to the CDC, any plan to reopen your business should meet the following criteria:

    • Be specific to your workplace.
    • Identify all areas and job tasks with potential exposures to COVID-19.
    • Include control measures to eliminate or reduce such exposures.

    To meet these standards, you’ll need to address some key elements before you reopen your business.

    Hazard assessment

    As you plan for a return to work, it’s critical to assess potential hazards to you and your employees and take measures to help prevent the spread of COVID-19 in the workplace. The following practices can help you identify potential risk factors and keep your workforce safe.

    A thorough hazard assessment should be completed before any employees return to work on company premises. Various locations and job duties can create hazards specific to your business. It’s imperative to pinpoint potential problem areas and determine what can be done to protect people in those positions. The CDC suggests using the following hierarchy of controls to implement feasible and effective control solutions.

    1. Elimination – Physically remove the hazard
    2. Substitution – Replace the hazard
    3. Engineering controls – Isolate people from the hazard
    4. Administrative controls – Change the way people work
    5. PPE – Protect the worker with Personal Protective Equipment

    This hierarchy represents the most to least effective means of eliminating exposure risks in the workplace. For example, if a specific hazard forced employees to work in close quarters, the removal of that hazard is the most effective way to eliminate the risk. Of course, elimination or substitution isn’t always practical or even feasible. Instead, use the hierarchy to identify the best, most realistic method to lessen exposure risks and enact those preventative measures.

    Social distancing measures

    One effective control solution is to enable practices that help employees and potential clientele to maintain a safe distance during work. Six-foot spacing is the expected standard, so consider the following steps to promote social distancing standards in the workplace.

    • Post signage that everyone – employees, customers, and visitors included – should maintain at least a six-foot distance from each other.
    • Add directional signs for hallways and other spaces where six-foot spacing restricts movement.
    • Mark floors, counters, and more with tape or signs to create clear spaces for where employees and/or customers should stand to maintain social distancing.
    • Limit occupancy to help provide additional space for employees, customers, and visitors to prevent overcrowding and improper distancing.
    • Implement teleworking capabilities to allow people to work from home
    • Modify the work area to create more physical space between employees.
    • Close certain spaces – such as common areas – where people congregate or are too small for social distancing measures.

    Improve workplace hygiene

    Once you’ve taken steps to assess potential exposure risks and enact social distancing measures, it’s time to identify ways to implement improved hygiene standards. There are a variety of practices that employers can enact to help maintain a healthy environment and keep workspaces clean.

    • Keep soap, water, hand wipes, and paper towels available for employees, customers, and visitors to wash their hands.
    • Encourage frequent hand washing and post instructions on how to properly wash hands at all sinks or other washing stations.
    • Provide hand sanitizer – ideally with touchless dispensers – with at least 60 percent alcohol and stress to employees the importance of using it.
    • Educate employees about proper CDC sneezing and coughing practices.
    • Place no-touch trash cans and other receptacles around the premises.
    • Prohibit handshaking.
    • Discourage workers from using other employees’ desks, phones, supplies, and any other work tools and equipment.
    • Identify high-traffic areas and commonly touched surfaces that require regular cleaning and disinfection.
    • Routinely clean surfaces and higher-traffic areas in the workplace with an EPA-approved disinfectant.

    Create practices to identify and address exposed or ill employees

    Another key step toward reopening is to create a plan for employees affected by COVID-19. These policies should cover workers who may currently be sick or who show symptoms while at work.

    Have sick employees stay home

    If an employee may be sick – or live with someone who is sick – play it safe and have them stay away from work. Stress to employees that they should remain at home and notify their supervisor if they feel sick or have noticed any symptoms for COVID-19. Have employees evaluate themselves for potential symptoms before heading to work. In addition, provide them with a link to the CDC’s steps for individuals who may have COVID-19. These employees should stay away from work until they or their family members meet the CDC’s guidelines to discontinue home isolation and are cleared by a healthcare professional. 

    Consider conducting daily in-person or virtual health checks

    One way to help limit potential exposure is to conduct site temperature checks, symptom questionnaires, or other forms of health screening while at work. Neither the OSH Act nor OSHA standards prevent employers from testing employees for COVID-19 as long as this testing is done in a transparent, non-retaliatory manner.

    Personnel who conduct these screenings should wear PPE or some other level of protection. It is also not necessary to make a record of temperature checks and other details – screeners can simply acknowledge readings then and there. If you choose to document these records, you’ll want to retain them and keep them confidential as you would any other document covered under the Access to Employee Exposure and Medical Records standard.

    Separate sick employees and send them home

    It’s critical to have a policy in place for any employees who fail a screening or become ill while in the workplace. This protocol should include details about how and where to isolate sick employees if they are unable to leave immediately. For employees who use public transportation or are otherwise unable to take themselves home or to a healthcare facility, have a procedure in place to provide them with safe transport. 

    Once the affected individual leaves, all spaces that person has touched or otherwise occupied should be cleaned and disinfected to prevent possible exposure to others. Use the CDC’s cleaning and disinfection recommendations to prepare areas for future use.

    • Clean dirty surfaces with soap and water before disinfecting them.
    • Disinfect surfaces with products that meet EPA criteria for use against SARS-Cov-2 and are appropriate for the surface.
    • Always wear gloves and gowns appropriate for the chemicals being used when you are cleaning and disinfecting.
    • Wear additional PPE depending on the setting and disinfectant product you are using. For each product you use, consult and follow the manufacturer’s instructions for use.

    Create a return to work policy for workers who dealt with illness or exposure

    Make sure to have some guidelines in place before an employee returns to company premises after isolation. To start, employees should use the following CDC recommendations to know when to discontinue isolation.

    • At least 10 days have passed since symptom onset.
    • At least 24 hours have passed since resolution of fever without the use of fever-reducing medications.
    • Other symptoms have improved.

    Once the affected employee is ready to return, have that employee routinely perform self-monitoring in addition to any workplace screenings required.

    List and install various controls and safe work practices

    Before you open back up for business, you should document and implement the different measures taken to protect employees from exposure in the workplace. These measures should include different engineering and administrative controls, safe work practices, PPEs, and other regulations.

    Engineering controls for COVID-19

    There are multiple engineering controls that can help isolate employees from potential work-related hazards. These controls typically involve improving or altering worksites to reduce the chances of exposure. Certain engineering controls are more feasible than others, but the following options can help you improve the overall safety of your business.

    • Improve ventilation rates in working environments and disable demand-controlled ventilation (DCV).
    • Install high-efficiency air filters.
    • Keep ventilation systems running longer hours, perhaps even all day, to enhance air exchanges in the building space.
    • Mount physical barriers such as clear plastic guard walls and sneeze guards between work stations, places with employee/customer interaction, and other spaces.
    • Add a drive-through window or some other means of distancing for customer service.
    • Move electronic payment reader away from cashier.
    • Remove or rearrange furniture and other items to increase space and maneuverability.
    • Review the safety of your building water system and devices after a prolonged shutdown.

    Administrative controls

    While engineering controls alter your work spaces, administrative controls are changes to work policies that impact employees. Adjusting certain procedures can help limit the odds of exposure and give employees not only a safer work environment, but also some peace of mind to allow them to focus on their jobs and personal lives. Consider instituting some of the following administrative controls when it’s time to return to work.

    • Create communication plans and invest in online teleconferencing or chat platforms to give employees the means to communicate away from the office and address any concerns.
    • Evaluate existing policies and, if needed, implement new ones that provide additional flexibility and use of telework, types of leave, and other options to help employees minimize exposure risks.
    • Replace in-person meetings with virtual communications to minimize contact among employees, clients, and customers.
    • Offer work hour flexibility, alternating days, or staggered shifts to limit the number of employees in the same location at the same time.
    • Limit, or even discontinue, nonessential travel.
    • Limit capacity for break rooms.
    • Mandate employees wear cloth face masks and other appropriate face coverings if PPE is not required.
    • Provide employees with up-to-date education on COVID-19 risk factors and training for protective behaviors, such as how to wear protective clothing, proper care, etc.

    PPEs

    As an employer, you are obligated to provide employees with the proper PPE required to keep them safe as they complete their duties. Gloves, goggles, face shields, face masks, and respiratory protection are all forms of PPE that may be required depending on an employee’s duties. Before you reopen your business, you should assess which PPE is required for every employee based on specific job duties and the hazards faced in that role. In addition, PPE should be provided at no cost to the employees. According to OSHA, the PPE supplied to your employees should be:

    • Selected based upon the hazard to the worker.
    • Properly fitted and periodically refitted, as applicable (e.g., respirators).
    • Consistently and properly worn when required.
    • Regularly inspected, maintained, and replaced, as necessary.
    • Properly removed, cleaned, and stored or disposed of, as applicable, to avoid contamination of self, others, or the environment.

    Don’t Prepare for the Future Alone

    Running a successful business isn’t easy during normal times – figuring out how to safely reopen during a pandemic is a different challenge altogether. There are multiple factors that impact the ability to reopen your business in a safe and compliant manner, and only so much time for you and your team to determine the right course of action for your company.

    While reopening your business is a frenzied experience, you don’t have to go through the process by yourself. At GMS, our experts can help guide you through difficult decisions and take the administrative burden off your shoulders as you lead your business through a critical endeavor. Contact GMS today to find out how we can help you make your business simpler, safer, and stronger.

  • When you can’t meet face-to-face, video interviews are a great way to assess a potential candidate. When in-person meetings aren’t feasible, video interviews allow you to visually interact with applicants regardless of their location.

    Of course, there are some additional hurdles with video interviews. Technical difficulties with video conferencing technology or unfamiliarity with video interviews can derail a promising conversation. To help, we’ve put together some tips you can follow to streamline your video interview process and quickly hire the right employees.

    A job candidate going through a video interview with a small business owner. 

    Set Up Your Interview Space

    Your face isn’t the only thing candidates will see during a video interview. Your background can say a lot about your organization, both good and bad. Regardless of whether you’re operating in an office or at home, take the time to ensure that your interview space is set up for a video interview. 

    Proper lighting is critical for video presentations. A room that’s too dark will muddle your appearance and look dreary. On the flip side, direct sunlight will create strange shadows or blow out your features. Try experimenting with adding lights, closing shades, or repositioning your space to see which works best for you. When in doubt, have someone take a picture of you from another computer so that you have an idea of what candidates will see ahead of time. 

    The physical presentation of your space also sends a message to the interviewees. It should come as no surprise that your space should be clean – dirty mugs or marks on the wall aren’t going to send a great message to prospective employees. However, your space doesn’t need to be devoid of items. Awards, personal knickknacks, and photos are perfectly acceptable and can even add some character to the interview process as long as they’re workplace appropriate. A good rule of thumb is that if you wouldn’t want your employees to see something, keep it out of the camera’s view.

    Dress Appropriately

    After you’ve dressed up your space for a video interview, it’s time to think about how you should dress. If you’re at the office, you’re probably already in appropriate apparel. However, conducting video interviews at home can lead to some loose definitions of professional garb. Your outfit communicates a lot about your company culture, so you’ll want to make sure what you wear is right for your business.

    While you may only be visible from the waist up on camera, you should take the time and effort to dress appropriately from head to toe. Your exact outfit depends on you and your company. For some, that may mean a full suit and tie while others may embrace a much more casual appearance. Regardless, your clothes should always be clean and presentable – a stained shirt is certainly not going to help anyone out during an interview.

    Remove Potential Distractions

    It can be easy to forget about something until it announces it’s presence during a video interview. Do a quick scan of your interview space and identify if there are any objects that will create noise, flash, or somehow distract you or the interviewee. You should also silence your phone ahead of time – your next call or text can wait until the interview is over. If you’re working from home, let your family know when you have an interview and find a quiet spot in the house away from pets and kids.

    Distractions also extend to your computer as well. Everything from email to messaging platforms can pop up messages or make noise throughout your video interview. Even if you aren’t sharing your screen, these popups and sounds can distract you and your interviewee from the task at hand. Make sure to close out these applications ahead of the video interview to put a stop to these issues.

    Of course, some distractions are unavoidable. If you’re working from home, there’s not much you can do if your neighbor decides to mow the lawn or your dog barks at a squirrel in the front yard. If you think background noise is a possibility, be upfront with your interviewee that he or she may hear some sound on your end. Acknowledging potential noise will at least take the surprise out of the situation and make the occasional disruptive neighbor less awkward.

    Get Comfortable in Front of a Camera

    In general, how you act and speak during a video interview shouldn’t be different than a face-to-face meeting. The issue with video interviews is that you may not be quite as comfortable in front of a camera. It can be more difficult to pick up on body language or certain speaking cues when your candidate is on a screen in front of you, so you’ll want to focus on a few practices to keep you and the interviewee at ease.

    To start, try to maintain positive body language on screen. Some people have a tendency to fidget or sway during video calls, especially if the meeting starts to go long. Even if unintentional, moving back and forth is not only distracting to candidates, it’s also a visual sign that you may just be that into them. Even if that’s true, better posture and body language can help make for a better interviewing experience for both parties.

    Eye contact is also important. Whether you’re glancing at yourself onscreen or referring to a candidate’s resume or other documents, you want to try and keep the candidate at ease. Look at the camera occasionally to establish eye contact and try to limit wayward glances to show that you’re interested in what the candidate is saying. You should also be careful not to interrupt candidates as they speak. It can be trickier to tell when someone has finished a point in video calls, so take an extra pause to ensure a candidate finished his or her response before stepping in to speak.

    Do Some Test Runs Before Your Video Interviews

    Not sure exactly how the video interview process is going to work? Test out the process with someone else instead of winging it with your next potential employee. Practice interviews with current employees, family members, or other test subjects will help you iron out the process and identify any technical issues before they become an embarrassing problem. This will give you an opportunity to troubleshoot any difficulties with your video conferencing platform or equipment.

    Test runs also give you a chance to practice everything else that’s on this list. Not sure how your workspace translates to interview? Your test partner can let you know if you need better lighting or if you’re glancing off camera too much. Once you’ve highlighted these issues, you can solve existing problems or take what you’ve learned and apply them to the interviews that count.

    Give Detailed Instructions to Job Candidates

    If you had some issues with your video conferencing platform, it’s fair to say that some of your job candidates may as well. Whether you use Zoom, WebEx, or any other video conferencing platform, you’ll want to be as thorough with video interview instructions as possible.

    To start, you should let candidates know what platform you’re using and if they need to download any software, create an account, or anything else to use the platform. After that, you should lay out step-by-step instructions for accessing the platform, whether it’s as simple as clicking a link in an email or something more complicated. Don’t be afraid to include screenshots as well for visual assistance. Not only will this help them successfully join the interview, it’ll also cut out potential delays by giving them this information days ahead of time instead of forcing them to figure it out at the last minute.

    Of course, there are some situations where technical difficulties may foil even the best of plans. Provide candidates with a backup phone number (and ask them for one as well) on the off chance of user error or an issue with your video conferencing platform. You’ll also want to schedule out extra time for video interviews. Not only will this allot some buffer time in case of technical difficulties, but it can also be valuable if you need to conduct back-to-back video calls. Just don’t use the same meeting room and access code for multiple interviews – the last thing you want is to have one candidate join early on another prospect’s call.

    Find the Right Employees for Your Company

    Whether you’re interviewing people in person, via video, or on the phone, it’s critical to identify the right people for your business. A Professional Employer Organization can help you streamline this time-consuming process through employee recruiting services that help you find top talent and build your business for the future. Contact GMS today to talk to one of our experts about how we can help your simplify your hiring process. 

  • Hiring talented, committed employees is a crucial part of running any business. Identifying those key employees is especially important when you need to lean on those individuals during a recession. Even during tough times, you may find yourself in a position where you need to grow your team. Between financial concerns and a growing pool of potential candidates, it’s important to weigh a few factors to ensure you make the right hiring decision for your business.

    An employer finding the right new employee during a recession.

    Scrutinize Each Open Position

    In a recession, you may not have quite as much flexibility to add to your payroll. This impact on your bottom line means that it’s additionally important to review your hiring needs and estimate timelines and costs. If you’re looking to add employees, you’ll need to examine short- and long-term needs and see how adding people will impact your business. 

    To start, analyze every opening. Is this a role that’s absolutely essential or will help generate business, even during a recession? You’ll want to determine the importance of each potential position and fill the most crucial roles first if you need to be picky. You’ll also need to try and forecast how the recession will affect your business – if there’s a fair chance you’ll need to furlough or let people go in the near future, you should hold off on adding employees. You can also get creative with certain openings. Freelance or temp workers are a short-term solution that can help when money is tight.

    Evaluate Your Current Staff

    If you’re looking to fill certain positions, you should also look inward for hiring opportunities. There may be a talented employee ready to make the jump and take on more responsibilities instead of having to hire another person. This scenario is hugely beneficial during a recession for a couple of reasons. 

    First, internal hires tend to cost less than external ones. Not only can promoting from within take less time and effort than a lengthy interview process, the starting salary for external hires is roughly 18 to 20 percent higher on average than internal candidates. Second, you already know how an internal candidate fits into your company culture. This familiarity is extremely important, especially when you consider that external hires are 61 percent more likely to be fired from new positions than people who are promoted from within.

    There’s also a chance that after evaluation, you may realize that you don’t need more employees – or that you may need to fill more holes than you expected. It’s good to take a critical look at your organizational structure and current staff. To do this, the Society for Human Resource Management (SHRM) suggests asking yourself a few questions:

    • Do we have the right leaders, and are they in the right positions? 
    • Is our staff aligned to meet organizational goals?
    • What opportunities do we have to improve or grow the business? 
    • How can we best structure our work groups to achieve optimal results? 
    • How can we reduce costs without compromising the quality of our product or service? 
    • Can we automate or outsource any functions or processes to drive internal efficiency?

    The answers to these questions can help inform key decisions, which is especially important during a recession. An in-depth review of your team will help you identify ways to make your workforce more efficient or gaps that can be filled by existing employees. You may also learn that you need to fill a different role than originally planned. Regardless, looking inward can help you get the team you need in place so that you can stay strong during a recession.

    Market Your Business, Not Just the Job Opening

    A recession is an unsettling time for both employers and employees. Seeing friends, family, and coworkers get furloughed or laid off can make a once promising job candidate less likely to look for a new job. There are also a few other reasons why potential prospects would refrain from job hunting:

    When talented prospects are hesitant to move, it’s time to approach recruiting with a marketing mindset. Make it clear to candidates exactly why your business is a great landing spot. If you know that your business is financially secure, make it clear to concerned candidates that the new position is a safe landing spot for talented, innovative people. 

    Showcase the aspects of your business that make your brand an attractive one to work for, whether that’s an attractive benefits plan, quality of life perks, or any other differentiators. It’s also important to listen to desirable candidates about what they want in a job. These details can help you understand what it takes to attract top talents in trying times and adjust your recruiting approach accordingly.

    Be Selective, But Don’t Drag Your Feet

    With layoffs and furloughs, the hiring pool is larger than usual during a recession. These factors may give you a wider group of potential prospects, it can also mean that there are more unqualified people eyeing your positions. As such, it’s crucial that you work to find the right candidate for the job. If you have specific requirements, make them clearly known on job descriptions to narrow your candidate pool to the proper people. Don’t be afraid to be picky – hiring a new employee is a major investment, so finding the best fit is key.

    Once you identify someone as a top target, it’s time to act. You’re not the only company looking to hire in a recession, so top talent can disappear quickly once other companies recognize their worth. If you feel great about a candidate after going through the interview process and the background check comes back clean, don’t hesitate to make an offer before another business does.

    Get the Right Team in Place for Your Business

    A recession is a challenge for just about every business, but having the right people in the right seats can help keep your business stable during difficult financial times. Do you need help recruiting the right employees for your business? Contact GMS today to talk to one of our experts about employee recruiting services and employee benefits administration to attract top talent to your team.

  • Working from home creates a few challenges – more distractions, an inability to work in the same room as your coworkers, etc. Each of these realities can have a direct impact on productivity. With more employees working from home than ever before, it’s important to take steps to set telecommuting employees up for success. Here are four ways that you can help your employees stay productive when working from home.

    A remote emplyee using video conferencing technology to stay productive. 

    Set Regular Check-ins

    Just because you’re not in the same place as your employees doesn’t mean you can’t connect with them. While emails and group chat platforms are helpful for regular communication, regular face time is still very important. As such, consider scheduling regular check-ins that can help you or appropriate managers set work priorities and build a rapport with the team.

    In terms of facilitating these check-ins, phone calls and video chats can help employees hear other people’s voices and even see faces to help create a sense of normalcy. Depending on the size of your company or specific departments within your company, you can hold group check-ins and sprinkle in some one-on-one meetings as well. You’ll also want to figure out a frequency that makes sense for you and your employees. For some groups, you may want to consider daily check-ins. That may sound like a lot, but a 10-minute video chat every morning can mean a lot if it helps employees set priorities and feel less separated from their coworkers.

    Use Technology and Productivity Tools to Your Advantage

    Speaking of group chat platforms and video conferencing technology, you should consider investing in some tools to help everyone stay connected. These tools can take on a few different forms, including:

    • Group chat
    • Video conferencing
    • Project management platforms

    Group chat tools like Slack and HipChat are a great way for people to quickly connect with each other in a way that’s more convenient than an email chain. Whether someone has a quick question or needs to pose a question to a group, these tools can help people communicate in a more natural and immediate way. Similarly, video chat platforms like Zoom or Microsoft Teams add an even greater level of connection – when someone is stuck at home, seeing a friendly face can help increase engagement between coworkers and even clients during meetings. 

    Finally, project management platforms like Trello and Asana allow people to track tasks, share details, and set deadlines and priorities in a place where multiple people can see them. That level of transparency can be very helpful when you or a manager needs to identify which tasks are falling behind or need more attention.

    Help Establish Dedicated Workspaces

    Not only are dedicated workspaces a good safety measure, they can make a big difference in terms of productivity. Working from home offers a lot of advantages for employees – no need to commute to work, more time with your family, etc. Those same advantages can also tank employee productivity if they’re not careful.

    While you can’t completely cut out the normal distractions of home life, dedicated workspaces can help mitigate their impact on your employees. If you haven’t already, encourage your employees to create some form of home office that helps separate them from communal spaces and potential disruptions. You can also give them some pointers as to how they can help improve at-home work life. For example, you can share these tips from Fast Company with your remote workers.

    • Follow ergonomic rules to create a healthy working space
    • Embrace natural light when possible and use lamps to provide ample lighting when necessary
    • Set up a storage system to make sure you have papers and files on hand when you need them
    • Create some comfy space for occasional breaks or if you need to work in a different position
    • Personalize your space and rotate items to add some spark to your environment
    • Hide items you don’t want to look at, such as bulky power cable or items that will distract you 
    • Overstock on items you may need so that you don’t need to leave your workspace every time you need something

    Provide Ongoing Support

    While working from home has its advantages, it’s a much less social experience than being in the same space as coworkers. It’s not uncommon for remote employees to feel lonely or more detached. As such, it’s important to provide emotional support to employees as they’re separated from everyone else. 

    One way to offer this support is through frequent, clear communication. Regular emails, company messages, and check-in meetings can help ease concerns and restore some sense of normalcy. You also want to make employees aware that you and appropriate managers are readily available for employees. Consider setting up regular “office hours” for any employees who have questions or concerns, or share preferred ways that workers can contact you if necessary. 

    Another method of support is to encourage employees to take time to de-stress and take time to get away from work. It can be easy for remote employees to develop bad working habits when they live where they work. Take some time to stress that quality sleep, exercise, and mental health breaks are an important part of every work day. 

    Give Employees Non-Work Socialization Opportunities

    You can also help break up some of the telecommuting monotony by embracing team building events and other non-work interactions. Video happy hours, game nights, and other social interactions can help employees relieve stress and connect, so consider adding in a few regular events to give workers a chance to decompress together.

    Put Your Business in the Position to Succeed

    No matter where your employees work, it’s important to have procedures in place to help your employees succeed. Want to find out other ways you can set your business up for success? Contact GMS today to talk to one of our experts about how human resource outsourcing can help you free up more time to focus on your business and prepare for the future.

  • As a small business owner, you’re always trying to find new ways to make your business simpler, safer, and stronger. Co-employment is one way that employers can not only accomplish these goals, but also save time by leaving HR tasks to the experts.

    A co-employment relationship with a Professional Employer Organization (PEO) allows small business owners to outsource key HR functions like payroll and employee benefits. While co-employment can help employers free up their responsibilities, it’s not always clear exactly how this relationship impacts a business. Let’s break down what co-employment means and why it may make sense for your organization.

     

    What is Co-Employment?

    The term co-employment refers to the relationship between your company, your employees, and your PEO of choice. The National Association of Professional Employer Organizations (NAPEO) offers a good co-employment definition to describe this affiliation: “The PEO relationship involves a contractual allocation and sharing of certain employer responsibilities between the PEO and the client, as delineated in a contract typically called a client service agreement (CSA).”

    In short, businesses partner with PEOs to split up employer responsibilities between the two. This agreement extends far beyond simply helping out the business with HR decisions – a co-employment agreement means that your employees are technically employed by both your company and the PEO. 

    While both you and your PEO employ your workers, you still remain in command. Some people avoid co-employment because of misconceptions that you’ll lose control of your business. That’s simply not true. You get to set the co-employment arrangements in your CSA. While your PEO may be viewed by the state as the employer of record, you have the final call when it comes to critical business decisions. 

     

    Reasons Why Businesses Choose Co-Employment

    As we said before, the co-employment relationship opens businesses up to a variety of benefits. The main reason for sharing employer status is that it opens your business up to tools and HR services that you wouldn’t have access to as a small company. Here are five big ways that co-employment adds value to your business.

     

    Greater buying power for benefits

    As a small business, you simply don’t have the same buying power that big companies enjoy. Co-employment helps you level the playing field.

    The co-employment relationship allows your business to take advantage of economies of scale. PEOs can leverage the collective buying power of all their group health clients. This large employee base means that your PEO can give you a lot more bang for your buck when purchasing quality group health plans on your behalf. 

    Co-employment doesn’t necessarily mean that your business’ group is pooled together with all the employees from other companies. Some PEOs build their own plan designs to keep your group separate from the others. That means your company is rated for your own group and you won’t have to settle for less. In turn, you can focus on getting quality, cost-effective plans that are competitive with bigger companies.

     

    Simpler, less time-consuming payroll

    In a co-employment relationship, your PEO takes on the responsibility of paying your employees. Every business needs to apply for an Employer Identification Number (EIN) in order to manage their own payroll. Companies in a co-employment relationship agree to have the PEO assume this responsibility under its own EIN.

    Changing out the EIN may not sound all that exciting, but it allows you to offload a lot of complicated, time-consuming tasks off your plate. By allowing the PEO to use its own EIN, that PEO is now responsible for more than just passing out paychecks. These other payroll administrative tasks include:

    That’s a whole lot of time (and math) that’s no longer your main responsibility. The other benefits of having your PEO handle these tasks is that it can help ensure that all your calculations and filings are both accurate and compliant with payroll guidelines. With a PEO, you know your payroll is being handled by people who were trained to handle these tasks.

     

    Better risk management and workers’ compensation practices

    Another way that businesses can benefit from a co-employment relationship is through improved workplace safety and risk management. A PEO can help your company qualify for workers’ compensation discounts and keep unemployment tax rates down, saving you plenty of money and headaches in the future. 

    As a co-employer, a PEO may even be able to assume the financial risk of providing workers’ compensation benefits to employees for you. For example, GMS is self-insured in the state of Ohio and can offer potential discounts that still comply with state regulations.

    Even outside of monopolistic states, a PEO can help you through means like safety culture and claims management. These processes not only help you create a safer environment for your employees, they also help you save money on workers’ compensation costs. Risk management measures include:

    • Safety training
    • Risk assessments
    • Timely reporting
    • Post-accident investigations
    • Return-to-work programs

     

    Better business alignment

    When you enter a co-employment agreement, your PEO acts as more than just a vendor. This relationship means that your PEO is a true partner that is invested in the growth of your company. In turn, a good PEO should do everything it can to drive good, sustainable growth for your business. 

    As your company grows, you may need more than just payroll administration or benefits help. The co-employment relationship gives PEOs more reason to care about your business goals and work with you to find ways to grow. A PEO can help you identify ways that you can enable that growth and retain talented employees, including: 

    • Employee recruiting and training
    • Performance management
    • Unemployment claims
    • Human resource audits
    • Wellness programs
    • Telemedicine

    In addition to helping you grow when you need to, being co-employed by a PEO also means you have access to experts when you need them. This breadth of resources can help you stay on top of any trends or regulatory changes that can impact your business.

     

    Find the Right Co-Employment Partner for Your Business

    Running a small business is no simple task. Small business owners have to maintain a delicate balance between trying to grow their business and manage a litany of critical HR responsibilities. Co-employment gives them the means to delegate those time-consuming tasks to professionals who are invested in the success of your business.

    Ready to make your business simpler, safer, and stronger? Contact GMS today about how we can save you plenty of time and headaches through a mutually beneficial co-employment relationship.