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  • An underperforming employee in your organization is an unfortunate reality that every business owner may have to face at one point or another. When an employee is failing to meet expectations, not only do those directly associated with that employee suffer, but the entire company will eventually feel the ripple effect of these behaviors. These repercussions are typically felt more greatly and much more quickly within a smaller business, where every employee tends to play a larger role in the success and failure of your operation.

    Eventually, though, you’ll reach a point where it’s clear that the situation has to change. While terminating the employee may seem like the logical course of action when you reach this point, performance improvement plans may offer a better approach to employee performance management.

     Silhouette of a businessman pushing a boulder up a hill.

    What is a Performance Improvement Plan?

    A performance improvement plan (PIP), sometimes referred to as a performance action plan, is a tool used to give an underperforming employee the opportunity to succeed. Essentially, it can be viewed as a probationary period for employees. The plan itself should be a formal, written document that outlines any recurring behavioral and/or performance issues along with a specific timeline for the employee to achieve certain goals to regain good standing in the company.

    Steps to Implementing a Performance Improvement Plan

    The Society for Human Resource Management (SHRM) outlines the steps that organizations should take to implement a performance improvement plan:

    1. Identify the Underperforming Employee

    Underperforming employees can be challenging to identify within an organization. For example, an underperformer could be a new hire that has a larger learning curve than originally anticipated. Even a top performer can become disengaged if there’s a lack of growth opportunities or challenges. According to PeopleGoal, an employee experience platform, some signs that may suggest that an employee is struggling include:

    • Decreased productivity
    • Decreased engagement
    • Increased time off
    • Increased tardiness

    2. Determine the Right Course of Action

    Performance improvement plans can be beneficial in certain circumstances. However, they can also be a detriment if there isn’t a genuine commitment to improvement. SHRM says that performance improvement plans should be implemented when there is “a commitment to help the employee improve, not as a way for frustrated managers to start the termination process.” 

    To assess whether a performance improvement plan is the appropriate next step, ask yourself:

    • Is it likely that the issue can be resolved through a formal improvement plan? Problems that involve sales goals, quality ratings, and other quantitative objectives are typically issues that could be resolved with a performance improvement plan. Issues related to a poor attitude or bad behaviors, on the other hand, usually aren’t as well-suited to using the goal-oriented process of a performance improvement plan.
    • Has the employee received the proper training to perform the job well? Was the employee’s onboarding process sufficient? Additional training outlined in a performance improvement plan can help correct any gaps in training.
    • Is there a known personal issue affecting the employee’s performance? When an employee experiences troubles in their personal life, it can affect their work performance. A performance improvement plan can help the employee get refocused and back on track in a reasonable time frame.

    3. Draft an Improvement Plan

    Once the need for a performance improvement plan has been established, it’s time to start drafting the plan. As you write the performance improvement plan, be sure to:

    • Define what is considered an acceptable level of performance. Consider the employee’s job description as well as the company guidelines outlined in your employee handbook.
    • Identify areas where the employee’s performance is lacking. Include specific details, such as dates, specific data, detailed explanations, and any previous guidance or reviews given to the employee.
    • Set specific, measurable, attainable, relevant, and time-bound (SMART) goals. Keep in mind, performance improvement plans usually last 30, 60, or 90 days. An example of a SMART goal could be, “John Smith must produce at least 100 units per month for the next three months.”
    • Provide guidance on what the company will do or provide to help the employee achieve these goals. For example, a manager might provide additional training, resources, or coaching to help an employee close a skills gap.
    • Include how often you will meet with the employee to review their progress. Weekly check-in meetings can be common, but the frequency can depend on the goals or circumstances.
    • Clearly state the consequences of not meeting the objectives of the plan. Consequences may include a demotion, transfer to a different position, or termination.

    4. Review the Plan

    It’s important to remove any bias against the employee from the performance improvement plan, especially if you work closely with the employee. Ensure that the performance issue is clearly stated, the goals are fair, and the deadlines are reasonable. It could be in your best interest to have someone in HR review the plan to ensure the plan is attainable and fair.

    5. Implement the Plan

    It’s now time to meet with the employee to discuss the plan and your expectations. A word of caution: performance improvement plans tend to get a bad rap with employees, as they can often be seen as the first step toward termination. As a result, some employees may decide to quit, rather than stick around for what they believe to be inevitable. It’s also important to note that not every employee will respond to criticism well.

    When you meet with the employee, it’s important to communicate the company’s commitment to the plan and to the employee’s success. Employee feedback should also be encouraged during this time to help clarify any areas of confusion and understand their perspective on the current situation. After reviewing the plan and making any modifications, you and the employee should both agree to and sign the written plan.

    6. Monitor Progress

    As stated in the performance improvement plan, you should regularly meet to review the employee’s progress toward meeting their performance goals. Ensure all meetings are scheduled and occur on time. Cancelling, rescheduling, or tardiness to meetings could convey a lack of importance or commitment from you to the employee.

    During these check-in meetings, evaluate the employee’s progress, identifying why progress has or has not been made. If needed, provide solutions or resources to help get the employee back on track.

    7. Plan Conclusion

    The outcome of a performance improvement plan is situational. In an ideal scenario, the employee would reach their goals by or before the plan’s deadline. If this is the case, formally close the performance improvement plan, recognize the employee’s success, and allow the employee to continue employment with the expectation of continued good performance.

    If an employee falls short of meeting their performance goals in the given timeline but is committed to improvement, it could be worthwhile to extend the deadline. In other situations where the employee is unable to improve or their performance worsens, you’ll need to consider whether a transfer, demotion, or termination would be in the best interest of the company.

    Benefits of a Performance Improvement Plan

    Regardless of the outcome, there are many benefits to implementing a performance improvement plan. The process of identifying the root causes of poor performance, outlining clear expectations for improvement, and giving the employee a chance to rectify shortcomings could save significant time and costs related to termination and re-hiring. Additionally, by having these types of plans in place, you’ll create a culture of performance accountability and continuous improvement along every rung on the corporate ladder. 

    Employee Performance Management Services

    As a business owner, performance management is critical to making decisions related to training, career development, compensation, transfers, promotions, and termination. Professional employer organizations (PEOs) like Group Management Services can help. Whether it’s reviewing a performance improvement plan, documenting performance reviews, or even initiating demotions, transfers, or terminations, we can take on the administrative challenges associated with managing employees. In addition to performance management, we can provide comprehensive HR services, including payroll, benefits, and risk management. Contact GMS today to learn more about our employee performance management services.

  • 2020 has brought an abundance of challenges to people all over the world. It seems that when we think that things can’t get any worse, we are hit with another obstacle. With all the uncertainty, lost jobs, illness, and lack of toilet paper, it’s easy to say that this year has been anything but a smooth ride. 

    Overall, this year and pandemic has taken a major toll on many people’s mental health and well-being. It is so important now more than ever to be aware of your employee’s health and be sure they are given the necessary resources to live as stress free as possible. 

    An employee relaxing to help support mental health in the workplace. 

    COVID-19’s Impact on Employees’ Mental Health

    The stress of COVID-19 has caused a great amount of fear to more aspects of people’s lives other than just catching the virus. Individuals are losing jobs and becoming financially unstable, graduating college students are being thrown into one of the worst job markets, death rates from the virus are increasing by the day, and people who quarantine are missing social interaction with friends and family. 

    Below is a list of just some of the mental health statistics in America.

    • In late June 2020, 40 percent of adults in the U.S. stated that they have been struggling with mental health issues or substance abuse. (CDC)
    • The rate of moderate to severe anxiety peaked in September of 2020, with over eight in 10 people who took an anxiety screen scoring with moderate to severe symptoms. (Mental Health America)
    • An estimated 26 percent of Americans ages 18 and older – about one in four adults – suffers from a diagnosable mental disorder in a given year. (John Hopkins Medicine)

    What Employers Can Do to Support Employees’ Mental Health

    Many individuals may feel stressed or pressured to go into their work facilities or offices. There are multiple ways for employers to take care of their employees during these difficult times.

    Create a system of support and trust

    Let your employees know that you are there for them and form a sense of trust. One of the issues people face is not knowing where to turn in times of hardship. Being open and transparent with your employees can give them the opportunity to search for help before things become too overwhelming for them.

    Provide your employees with resources

    It is absolutely necessary for all employees to have access to beneficial resources to educate them and help them cope with mental health issues. Some examples of helpful websites are the American Psychological Association, Anxiety and Depression Association of America, and the CDC. These sites all include information on a variety of mental health issues as well as ways to improve symptoms and live a healthier life. Also, your company’s HR departments should consider providing an Employee Assistance Program for all employees, with access to licensed professionals. 

    Create a healthy work environment

    Employees can feel less stressed or anxious at work if the environment is positive. Have casual conversations with them and get to know them on a personal level. Also, have biweekly or monthly check-ins to see how your employees are feeling or if they are having any additional stress in their life. Form a culture that is inviting, happy, and supportive.

    Hold mental health trainings

    The best way to inform all employees to be aware of mental health is having all-office trainings. Educating your company on what mental health is, what the warning signs are, and how to take care of themselves and others can make a huge difference. This can help prevent issues further down the line and reassure others that it is ok to struggle with mental health.

    If you or someone you know is struggling with a mental illness, reach out to your primary care provider. For emergencies, contact the SAMHSA National Help Line at 1-800-662-HELP.

  • It’s no secret that HR management is an extremely complex and time-consuming process for any small business. That’s why many small business owners turn to Professional Employer Organizations (PEOs) to help companies take control of key HR functions like payroll and employee benefits. Of course, there’s one major question for anyone interested in these services: How much does a PEO cost? 

    PEO pricing can vary greatly depending on the PEO you work with and the services you need. Regardless of your needs, it’s critical to partner with a PEO that can not only simplify your business’ HR needs, but also save your organization more money than you spend. Let’s break down how PEO pricing works and what you can expect to pay for HR outsourcing.

    A notebook containing PEO costs. 

    What Do You Pay for When Partnering with a PEO?

    There are multiple factors that impact PEO pricing. The simplest answer is your PEO costs cover a couple of different items:

    • Administrative fees
    • Setup costs
    • Pass-through costs or additional fees associated with different HR functions

    It’s important to note that PEO costs only apply to what you pay the PEO for services rendered and not business costs like payroll taxes and health insurance premiums. For example, you would still owe payroll and workers’ compensation taxes even if you did not partner with a PEO. However, a PEO can work with you to manage these functions and potentially save you money through means like master health plans and self-insured workers’ compensation.

    Administrative fees

    A PEO’s administrative fees are a set rate that accounts for all the ongoing work involved with managing a company’s account. These costs cover tasks that vary from handling payroll and payroll tax deposits to managing and paying workers’ compensation premiums. It also covers any time spent assisting business owners with any HR problems and questions that inevitably arise over time.

    PEO pricing for administrative fees can vary greatly based on the company you work with and the services they provide. For example, a PEO that only offers basic payroll and workers’ compensation assistance will have lower rates than a PEO with a comprehensive suite of HR services. 

    Administrative fees are typically invoiced every pay period. The specifics on how much your company is billed for administrative fees depends on the pricing model. There are three main pricing models that PEOs use for administrative fees.

    • Percentage of payroll
    • Per employee
    • Per check

    Percentage of payroll

    This pricing model bases administration fees around a flat percentage of your overall payroll. The percentage charged is based on multiple factors such as your total number of employees and payroll. The exact percentage depends on the PEO, but a typical range falls between two and six percent. However, business with seasonal employees may see percentages higher as a result of all the part-time workers.

    One advantage of the percentage model is that it helps business owners understand what they’re paying each pay period in administration fees – simply identify total payroll for the period and apply your flat percentage. However, this percentage can pose problems on occasions when your payroll is notably higher than usual, such as bonus payout periods. Depending on the PEO, you may be able to make special arrangements to adjust for bonus runs and avoid extra administration fees.

    Per employee

    Another pricing model is to charge an administrative fee for each of your company’s employees. This method means that a PEO’s fees aren’t tied to total employee compensation, which can be an attractive option. 

    The exact per employee rate can depend on the PEO in question. A more basic PEO may have rates as low as $10 per employee per week, whereas companies with more comprehensive offerings and customer service may be four times that amount.

    Per check

    The final pricing model is to pay administration fees per check. The PEO can calculate the number of payrolls and identify a flat fee to charge for every paycheck you hand out each pay period. The per check model is similar to the per employee approach in that it doesn’t tie your fee rates to your overall payroll.

    Per check fees can become complicated if your business has a large number of part-time employees who split up a certain number of hours. For example, if one person works a different day each week, you’ll need to cut checks out to each individual. This scenario will drive up your fees as opposed to one person working the same amount of hours. As such, the per check pricing model is better suited for businesses with more full-time employees.

    One-time and annual setup fees

    All PEOs will have some form of initial setup fee when you start your partnership. These one-time setup fees are designed to cover all the frontloaded services done to get your company up and running with a PEO. These tasks include a wide variety of setup project, some of which include:

    • Onboarding employees
    • Gathering necessary documents and information
    • Establishing payroll and direct deposit
    • Setting up withholdings for payroll, benefits, 401(k), etc.

    As you may expect, these initial setup fees vary depending on your PEO of choice. Typically, you’ll find that the majority of these fees range from $50 to $200 per employee. Certain services may also require additional setup fees or annual costs. For example, companies that use a PEO to manage 401(k) plans would owe a small setup fee for the plan, along with an annual service charge.

    Additional services

    While administrative and setup fees make up the vast majority of PEO costs, some PEOs also offer a variety of additional services available when needed. The exact services depend on what the PEO had to offer, which can include:

    • Background checks
    • Drug and alcohol testing
    • Drug-free safety plans
    • Flu shots
    • Employee assistance programs
    • Training programs (First aid, CPR, supervisor/leadership)
    • Recruitment/ad placement
    • Translation services

    Each of these services will typically call for some type of pass-through cost when you need them. The pricing models vary greatly based on the service. For example, a background check may cost around $10 to $40 for each check. Other services may charge a flat rate based on the number of employees participating. Your PEO should be able to provide clear pricing for these additional service in advance.

    Bundled vs. Unbundled PEO Billing

    Pricing models and setup fees are only part of the billing puzzle. It’s also important to factor in how your PEO presents your bill every pay period. There are two main ways that PEOs invoice companies:

    • Bundled bills
    • Unbundled bills

    Some PEOs opt to bundle all their rates and other HR costs into a single line item. This process makes it difficult to parse out exactly how much you’re paying for each cost, including your PEO fees. While you can subtract all of your HR costs – social security, Medicare, workers’ compensation, etc. – it takes time and knowledge of established tax rate to break down your exact PEO costs.

    Unbundled billing simplifies this process. This method breaks out each cost as an individual line item, allowing you to clearly see what you’re being charged for everything on your invoice. As such, unbundled billing means you can always identify how much a PEO charges for administrative fees without an extensive amount of math.

    Find the Right PEO for Your Business

    Comparing quotes is an important part of evaluating PEOs, but costs are just one part of the puzzle. It’s important to find a PEO that not only offers the services you need, but also the best, most cost-effective approach to making your business simpler, safer, and stronger.

    All PEOs are not created equal. At Group Management Services, we strive to take the administrative burden off your shoulders and work with you to find the right solution for your HR needs. Contact GMS today to talk to one of our experts about how we can save you time and money through expert HR management.

  • As politics become more polarizing, small businesses can get stuck in an uncomfortable position. For every employee who can express political beliefs without creating any issues within the workplace, certain conduct can have a direct impact on your business.

    Managing political discussions in the workplace is a tricky balancing act. On one hand, different opinions and an open culture can create new relationships and creative ideas. On the other hand, certain discussions can create animosity between individuals that fractures company morale and impacts productivity. Employers must also consider potential legal protections for political speech. 

    With all these factors, it’s easy to view political debates in the workplace as ticking time bombs for your business. Fortunately, there are steps you can take to manage political discussion in the workplace and protect your business.

    A group of employees arguing after discussing politics in the workplace. 

    Understand Your Legal Responsibilities Regarding Political Discussion

    Before you can take measures to handle political activity within the workplace, it’s essential to understand what you can and can’t do in terms of managing political discussions as an employer. Certain regulations may limit your potential options for preventing problems created by heated political discussions, so it’s critical to stay compliant with existing local and federal laws.

    One of the most notable potential concerns about limiting political discussion in the workplace is the First Amendment. According to the National Law Review, “in most states, employees of private companies are not protected from discrimination based purely on political affiliation or activity.” While the First Amendment prohibits the government from restricting free speech, private employers are generally able to set their own rules regarding acceptable speech. This means that small business owners do have some control over what can be said in workplace scenarios.

    Of course, there are some notable exceptions to what private employers can prohibit in terms of political talk. To start, the National Labor Relations Act allows private employees to discuss labor-related issues, such as wages and hours. This also extends to topics like working conditions and unionization, which some may construe as political. 

    Certain states and cities also have laws in place to protect political expression. Employers should not be seen as taking any measures to discriminate against employees for their political or voting activities. In addition, many states and cities disallow employers from influencing their employees’ political decisions as well. These rules can vary by state or city, so you’ll need to review your local laws to see if your business is affected by any of the following: 

    • Laws to prohibit employers from retaliating against employees for engaging in “political activities.”
    • Laws to protect employees’ right to express “political opinions.”
    • Laws to disallow discrimination against employees based on party membership or engagement in election-related speech and political activities.

    What Small Businesses Can Do to Manage Political Discussions in the Workplace

    While existing laws create some limitations in terms of what you can and can’t prohibit, there are measures you can take to manage political debates among employees without leaving yourself in legal trouble.

    Create policies against discrimination that apply to all employee groups

    One major point of contention in political discussions gone wrong is when one or more employees view another worker’s words or actions as discriminatory. One person’s opinion may seem like harassment to another, which can create serious internal concerns. 

    While you may not be able to cleanly parse through people’s opinions, you can institute anti-discrimination and harassment policies to snuff out any egregious behavior inside and out of political discussions in the workplace and online. These policies can make it clear where your business stand when it comes to discrimination against:

    • Race
    • Gender
    • Age
    • Religion
    • Ethnicity/nationality
    • Disability/medical history
    • Marriage/civil partnership
    • Pregnancy/maternity/paternity
    • Gender identity /sexual orientation

    You should also make it clear how employees can safely report harassment in the workplace. Employers are obligated to take any harassment or discrimination claims seriously and investigate all employee complaints. If you deem that any political discussion devolved into harassment involving the aforementioned protected characteristics, you can use that as grounds to resolve the situation quickly and effectively, whether that’s a warning to the offending party or further punishment.

    It’s also important to make sure that these policies are equally applied for all employees. Every individual should be held to the same standards when it comes to discussing politics at work whether they are an entry-level employee or an executive.

    Have a policy to limit or ban visual political displays

    Political discussions don’t need casual conversations to become an issue. Visual displays such as posters, stickers, or campaign buttons can trigger unwanted conversations unless you put a policy in place to prevent these problems.

    While certain topics are protected, employers are able to ban political clothing or items on work premises. Whether the message displayed on a coffee mug, bumper sticker, or other item is positive or negative in nature, you can limit or completely prohibit these visual displays in your office or other work areas. In turn, these items won’t be able to instigate any unwanted political discussions.

    It’s also important to remember that these visual displays can extend to accidental sources as well. For example, office televisions can create an unwanted situation if you’re not careful. Be careful which types of television programs play to prevent accidental conversation starters – depending on the current political climate, it may be best to turn off these sources altogether.

    Dissuade against touchy subjects

    While difficult subjects can create meaningful conversations, there are certain topics that can quickly devolve into heated arguments. It’s best not to call out these topics in any policies – doing so may only call more attention to them for certain individuals. However, that doesn’t mean that you can’t try to diffuse any situations involving hot button issues at work.

    If a debate involving a touchy political subject arises on a public platform at work, make sure that your or some other HR representative steps in to pacify the situation. You want to make it clear that while you don’t want to hinder anyone’s political beliefs, the employees must maintain a friendly work environment and that their current discussion is creating conflict. If the employees have any concerns or continuing issues, you and any other HR representatives can meet with them in private to determine a solution that’s fair for everyone involved.

    Protect Your Business from Uncomfortable Situations

    While you can’t necessarily eliminate political discussions in the workplace, you can help limit unwanted conversations that can negatively impact your business. By setting clear, consistent policies and creating a healthy workplace environment, you can help your employees thrive even if they don’t necessarily agree on certain viewpoints.

    Of course, it’s not always easy to create and maintain comprehensive policies and oversee any disputes in the workplace. As the owner of a small business, those responsibilities can fall to you. Fortunately, GMS can help take this burden off your shoulders. Our experts can work with you to create compliant policies and protect your business. Contact GMS today to talk to one of our experts about how we can make your business simpler, safer, and stronger.

  • When the COVID-19 pandemic hit, businesses of every size had to pivot to a work-from-home model for non-essential employees. While larger firms typically had some infrastructure in place to enable remote work, small businesses were left wondering exactly how to handle the situation.

    While cybersecurity has always been essential, the increasing number of remote employees has made it mission-critical for business of all sizes. Fortunately, there are steps every small business can take to step up its cybersecurity game. Regardless of how long remote work lasts, here are some tips that will help shore up any security protocol.

    A remote employee working from a laptop set up for cybersecurity threats.

    Set up VPNs Correctly

    Virtual Private Networks (VPNs) are internet tunnels that allow access into companies’ internal networks. While VPNs were initially intended for letting employees access company resources from any location, they are also a prime target for hackers. 

    A VPN is a standard measure for remote employees, but a hastily implemented network will pose problems. These VPNs are widely available, but you need to do more than download an app to truly secure your company’s data. You’ll want to identify a VPN with secure communication protocols that can keep you and your employees safe. While there are free VPN services out there, it’s best to find a safe, secure solution even if it’s an added cost. 

    Another key step is to make sure employee access is controlled – you don’t want one login to access the whole network. Configuring access on an application level means employees can get to files and web applications without allowing root-level access. If one connection is hacked, the hackers won’t get the keys to the entire kingdom.

    Set Password Policies

    Employees must also use a password to access the VPN, as well as many other company resources. Weak passwords are one of the biggest security threats to anyone connected to the internet. 

    While you can’t stop your employees from using their cat’s name as a password on their personal computers, you can set password policies on your company’s software and hardware. Those policies should require a minimum length, a combination of characters, and other requirements that create a harder-to-hack password. You should also require passwords to be changed at specified intervals. 

    Use Two-Factor Authentication

    Passwords – even strong passwords – aren’t necessarily good enough anymore. Two-factor authentication (2FA) is an extra precaution that can make a massive difference if somebody’s password is compromised. 

    2FA requires two different factors to allow access into a device or program. There are generally three factors recognized as authenticators – something you know (usually a password or PIN), something you have (a smartphone or key), and some form of identity confirmation (fingerprint or face ID).

    The most familiar form of “something you have” is the text message sent to your cell phone – but hackers can steal SIMs and easily gain access, so it’s not necessarily the best. More secure methods include authenticator apps and security keys. Finally, as more hardware devices come with biometric sensors built in, “something you are” fingerprint and face ID authentication are becoming more commonly used factors.  Regardless of the approach you use, 2FA adds another step that hackers must figure out in order to access your sensitive information.

    Keep Software and Systems Updated

    Out-of-date software is one of the biggest security threats to any company. The cyberthreat landscape is constantly evolving, and software manufacturers must continuously update their products to keep up with those threats. “Patches” are often issued to fix areas of vulnerabilities. Failure to apply these patches can be a massive issue for your company. 

    A notable example of this is 2017’s WannaCry ransomware attack. These cyber attacks resulted from hackers exploiting unpatched Microsoft systems. Although Microsoft had issued a patch just before the attack, many organizations had not applied it, leading to mass data breaches. Additionally, some of those systems attacked were using older systems that had passed end-of-life, meaning Microsoft was no longer issuing patches or updates for those systems. This is why it is essential that your organization keep up with any changes for your software and update it regularly.

    Educate Employees About Cyber Threats

    Hackers depend on non-tech-savvy users to welcome them into systems through phishing or social engineering schemes. The growing trend of remote employees has only made this more apparent, as hackers fed on the double-whammy of a remote workforce and a concerned population. 

    A joint alert from the U.S. Cybersecurity & Infrastructure Agency (CISA) and the U.K.’s National Cyber Security Centre warned of “a growing use of COVID-19-related themes by malicious cyber actors.” This included phishing and malware attempts such as emails with “coronavirus update” subject lines or SMS messages about COVID relief packages. These cyber attacks encouraged recipients to open a malicious file or visit a phishing site that asks for credit card numbers and other personal information.

    Social engineering is another scheme that has become more prevalent. This involves a technique in which a hacker manipulates a victim to get information about a company. In a high-profile example, hackers took over several celebrity Twitter accounts as a result of social engineering – hackers gained access to these accounts by manipulating Twitter employees for information. 

    While security audits, penetration testing, and other high-level security testing are important to ensure total security, small attacks can terrorize small business owners everywhere. Take some time to teach employees how to recognize phishing emails or social engineering attempts to protect your small business.

    Secure Home Offices

    When employees were safely on your company network and behind the firewall, some of their risky behaviors were slightly less threatening. Once they’re at home, your company is more reliant on their home Wi-Fi networks. 

    These networks can be incredibly insecure. Often, default passwords haven’t been changed – if there is one at all. Do a home audit of work-from-home staff to make sure they have configured settings on their home Wi-Fi correctly. This is perhaps the most basic security measure, but one of the most necessary.

    Protect Your Business from Remote Cyber Threats

    As companies like Google and Twitter set the stage for remote work to become permanent, many smaller companies will follow suit. If your business relies on remote employees, it’s essential to have a remote cybersecurity setup that will work for the long term. 

    Cybersecurity is just one of many responsibilities small business owners bear that can take time away from one key goal – to grow their business. Between security concerns to administrative efforts, it’s hard to focus on ways to build your business. Fortunately, you don’t have to carry the latter burden alone.

    As a Professional Employer Organization, GMS has the experts and means available to help simplify your various administrative needs. We can help you identify ways to protect your company while also managing payroll administration and other time-consuming tasks. Contact GMS today to talk to us about how we can help you protect your business through professional HR management.

  • Running a business is no easy task. Not only do you have to focus on how to build your business, you also have to manage all the administrative efforts it takes to handle payroll, benefits, and other complex business functions. 

    Fortunately, there are ways for business owners to ease these administrative burdens. Human resources outsourcing organizations like Professional Employer Organizations (PEO) and Administrative Services Organizations (ASO) can help owners manage these crucial tasks. Of course, both types of organizations have key differences that can impact which option is best for you and your business. Let’s break down the differences between a PEO and ASO.

    A small business owner deciding between a PEO and an ASO. 

    PEO vs. ASO

    Both PEOs and ASOs are HR outsourcing organizations that can help business owners focus on money-making tasks instead of spending their time on administrative activities. However, PEOs and ASOs differ greatly in terms of service offerings and the way they approach HR management.

    What is a PEO?

    A Professional Employer Organization (PEO) partners with employers to provide a wide range of HR outsourcing services. Business owners can utilize PEOs for a full suite of services like payroll, tax administration, HR, benefits, and risk management or opt to use them for individual services like payroll.

    One of the unique aspects of working with a PEO is the co-employment relationship between your business, your PEO, and your employees. In this relationship, the PEO serves as the “employer of record.” You maintain full control of your employees, but the PEO can take care of managing your administrative functions and keep your business up-to-date with and new regulations and other concerns. 

    This arrangement is also beneficial for tax and insurance purposes. Not only does the PEO assume some of your compliance risks, you can also take advantage of the features like the PEO’s unemployment rates and claims, master plans for group health insurance, and other perks you can’t receive without co-employment. The PEO can also gives you access to tools and experts who can make it easier for you and your employees to access key payroll, benefits, and other HR information. 

    What is an ASO?

    As with PEOs, ASOs can offer a range of HR services for businesses in need of administrative assistance, although they typically don’t handle benefits coverage or workers’ compensation as often as PEOs. 

    ASOs also don’t engage in co-employment. This means the business is still the employer of record. This arrangement means that the business is liable for their own payroll taxes, claims, and state unemployment rates. For example, the ASO may file taxes, but they do so under your company tax ID instead of taking on that liability.

    Find the Right HR Outsourcing Company for Your Business

    When you need to ease your HR burdens, it’s important to determine an option that’s most suited for your needs. If you have existing HR staff and need an extension of your internal department to handle administrative tasks, an ASO may make sense. If you want a company that can partner with you to assume some of the administrative risks while managing key HR functions, a PEO is the best option. 

    It’s also important to find which exact company is right for your needs. You’ll want to vet each potential PEO of ASO about their services, customer support, and what you specifically need to protect and prepare your business.

    Ready to make your business simpler, safer, and stronger? Contact GMS today to talk to one of our experts to find out if a PEO is right for your needs. 

  • When you’re entrusting your business’ administrative needs to another company, it’s critical that you find the right partner. A Professional Employer Organization (PEO) provides comprehensive HR solutions, but some may be a better fit for your exact business needs than others.

    There are a variety of reasons why you’d want to switch – additional services, better administrative services, costs, etc.. Whether you want to switch for one major reason or a variety of issues, don’t be afraid to explore your options. Here’s what it takes to make the switch from one PEO to another.

    A small business owner researching a switch from one PEO to another. 

    The Four Steps to Switching PEOs

    There are four main steps you need to take when it’s time to make the switch to a new PEO:

    1. Evaluation
    2. Information gathering
    3. Quote comparison
    4. Implementation

    Evaluation

    There are a variety of ways that you can find potential new partners – online research, recommendations from other business owners, etc. – but it’s important to know exactly what you want out of your new PEO. The types of services and support you want not only has a direct effect on which PEO is right for you but also impacts the transition process. As such, you’ll want to weigh the following factors.

    • The types of services you need
    • Administrative support and technology

    What services do you want to switch?

    When you switch to a new PEO, you’ll want to identify which HR functions you want them to manage. Some PEOs offer a full suite of services, including payroll, worker’s compensation, and a variety of benefits. Others may limit themselves to just payroll and workers’ compensation. If those additional services are important to you, you’ll need to vet each PEO to make sure they can expertly manage the HR functions that are important for your business.

    It’s also crucial to understand that you may need to switch multiple services over at the same time. For example, if your last PEO took care of both payroll and benefits, both of those functions must be switched over together – you can’t have one PEO handle payroll and the other handle benefits. If you have your benefits through a broker, you can switch to a new PEO for payroll without moving the benefits.

    Administrative support and technology

    One big reason to switch to a new PEO is that you’re unsatisfied with the level of support they provide. There are a variety of potential support issues:

    • You need localized support to help with onboarding and other needs.
    • You don’t have dedicated representatives for your administrative needs.
    • You encounter lengthy delays when you or your employees have questions regarding payroll, benefits, and other services.
    • You feel like just another number.

    You and your employees shouldn’t ever feel like you’re stranded. Make sure to ask each potential PEO about their administrative support. A good partner should have a team in place to manage your HR functions and assist you with any potential questions. If they can’t give you details about your contacts and their process, they may not have the means to give you the support you need.

    You should also take technology into account. Features like electronic onboarding, self-service portals, and other technology can make it easy for you to access your administrative needs in one spot and give employees the means to access important details like paystubs, benefits plans, 401(k), and more.

    Information gathering

    Once you weigh your different options, it’s time to get some quotes from viable PEOs. This process typically starts with a meeting so that the PEO can gather some key information. During this meeting, you’ll want to share what you liked about your previous PEO, what you didn’t, and how you’d like to improve on your situation.

    While you can get a lot of useful information during this process, your potential PEO also has a few questions for you regarding the following.

    • Payroll information
    • Benefits information
    • Timing

    Payroll information

    A PEO will require some details and documents in order to evaluate your current situation and provide accurate quotes for your needs. For payroll, that includes the following:

    • Your first invoice of the year.
    • Your most recent invoice.
    • A third invoice from the same year that highlights a typical payroll period.
    • A rate determination sheet for state unemployment.

    These documents will allow your PEO to conduct financial analysis for your business to extrapolate and forecast your projected payroll for the full year. It will also help the PEO identify opportunities, whether that means uncovering savings related to workers’ compensation, unemployment rates, or more.

    Benefits information

    If you plan to switch health insurance as well, your PEO will need to gather some information from the employees on your group health plan. This information includes:

    • Your most recent insurance bill.
    • Your renewal packet.
    • Your plan designs.

    The PEO will also need to conduct some form of group application to accurately underwrite your group. The exact process depends on how many employees are on your plan. If you have fewer than 28 employees – this does not include dependents – the PEO would need each participating employee to complete a two-page personal health questionnaire. If you have 28 or more employees on your plan, the PEO can conduct a census quote. This process simply requires a list of the participating employees to generate a quote instead of individual applications.

    Timing

    It’s important to consider more than just who you want to manage your HR functions. You’ll want to identify when this transition will need to take place. 

    In general, it makes sense to try and time up a transition with the beginning of a new quarter (or even year depending on the size of your company). Once you change PEOs, you switch federal IDs in the middle of a payroll season, which can lead to multiple W2s and potential confusion for you and your employees. 

    By timing the transition at the beginning of a year or quarter, you can streamline the transition for tax purposes. This transition process can take a good four to six weeks, but it’s heavily dependent on each situation. As such, you’ll want to give yourself enough time to switch to a new PEO when it best suits your company.

    Quote comparison

    Once you’ve received quotes from your potential new PEOs, it’s time to evaluate each one to find which company offers the most value to your business. You’ll want to find a PEO that is not only competitively priced, but also offers you all the services and the support necessary to streamline running your business.

    It’s also important to factor in how your PEO plans to bill your company. Some PEOs have bundle billing where they tie administrative fees and various rates (ex. social security, unemployment, etc.) into a single line item. This can make parsing out each cost confusing. For example, you might not be sure whether you’ve capped your unemployment costs. State unemployment caps once employees earn $9,000, while federal unemployment caps at $7,000. This change can be hard to see with a bundled bill, which means you may be paying more than what you should.

    Instead, look for PEOs that are willing to break out each line item. This way you can see what you’re being charged for social security, Medicare, federal unemployment, state unemployment, workers’ compensation, health insurance, and administrative fees.

    Implementation

    When you’ve finally picked out your next PEO, it’s time to officially switch over to your new partner. As you may expect, you’ll need to complete some paperwork in order to start the process. This includes:

    • A service agreement.
    • An AC-2 form (Request to Add/Change or Terminate Permanent Authorization).
    • A UA-3 form (Professional Employer Organization Client Relationship Notification).

    Depending on the PEO, you can either sign physical documents or submit these items electronically if the company is paperless. Once the initial paperwork is filed, your PEO would begin the implementation process. The implementation process can differ for each PEO. At GMS, a dedicated account representative would assist you throughout the implementation process. This person would also set up training sessions to make sure you’re comfortable with internal systems for payroll, benefits, etc.

    For payroll, you would receive an electronic onboarding spreadsheet to complete. Once the spreadsheet is done, an email will go out to the employees to have them fill out forms (I-9, W-4,), set up direct deposit, and enter into our system. If you sign on for benefits, you would also have a dedicated benefits representative as well. This person can go on-site or arrange virtual meetings to meet with employees, roll out your benefits, go over plans, and educate everyone on how their benefits work so that everyone is on the same page.

    During this whole process, we would also send your previous PEO a termination notice. Your past PEO may require a written notice of termination – 30-day notice is typical. We would also detail any remaining tax obligations over other final items in the termination letter so that the former PEO will comply with their responsibilities.

    Find the Right PEO for Your Business

    When you run a business, it’s imperative to find the right administrative solution for your business. Managing HR functions is a critical part of any company, but it also puts a massive burden on your shoulders. The right PEO can free you up to focus on growing your business while giving you the administrative support you deserve.

    At GMS we strive to make your business simpler, safer, and stronger. Contact GMS today to talk to one of our experts about how we can help you take control of your HR functions.

  • 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.