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  • According to the American Psychological Association, workplace burnout is an occupation-related syndrome resulting from mismanaged chronic stress. This is a growing problem among the workforce, due to longer hours of operation and greater workloads.  

    Common symptoms of burnout are prolonged emotional exhaustion, physical fatigue, and social withdrawal. As a business owner, you need to observe the potential signs of burnout in your employees, as burnout can reduce productivity, increase turnover and absenteeism, lower job satisfaction, and more.  While there are different types of burnout, they can all be traced back to one source: stress.  

    How can you lower the risk of employee burnout and reduce stress in the workplace? Continue reading to find out.  

    What Employee Burnout Looks Like 

    Workplace burnout looks different for every employee. For example, one employee may start experiencing painful headaches while another develops insomnia. While every case of burnout is different, there are a variety of common symptoms that, as an employer, you should keep an eye out for: 

    • Job dissatisfaction 
    • Absenteeism 
    • Insomnia 
    • Depression 
    • Changes in appetite 
    • Headaches 
    • And more 

    Causes of Burnout 

    Burnout is caused by exhaustion, overexertion, and stress. Depending on the workplace and the job position, the cause can vary. Burnout can be caused by a heavy workload, interpersonal conflict, lack of professional support, and lack of clarity on job responsibilities. Experiencing any of the previously mentioned causes for a prolonged period of time can take its toll on your mental, physical, and emotional health. 

    Effects of Burnout on Employers 

    The importance of managing employee stress and burnout cannot be overstated. According to Glassdoor, employee reviews mentioning burnout have increased 32% over the past year. Not only are employees experiencing greater rates of exhaustion and burnout, but they are becoming more vocal about it. Glassdoor also found that workers suffering from burnout are substantially less satisfied with their employers. Workplace dissatisfaction can increase employee absenteeism, reduce productivity and loyalty, leading to greater turnover rates. To keep morale high, employers must examine how they currently manage their workers’ paid time off (PTO), support their work-life balance initiatives, and offer flexible schedules.  

    Ways to Reduce Employee Burnout 

    To protect your employees and business from burnout, it’s a good idea to have some coping strategies and policies in your back pocket. There isn’t a one-size-fits-all approach to reducing burnout, but consistently communicating with your employees about their workload is a great first step. By showing your workers that you care about their well-being and health, they will have a greater sense of loyalty to your company, effectively reducing turnover.  

    Another great way to reduce the risk of employee burnout is by supporting their work-life balance. By promoting flexible scheduling, implementing work-from-home policies, or providing PTO, you can showcase your investment in their lives and their wellness, which can improve employee trust.  

    Check out some more examples of how to reduce employee burnout: 

    How GMS Can Reduce the Risk of Employee Burnout 

    A CPEO like Group Management Services (GMS) can be a valuable resource for significantly reducing employee burnout and improving morale. GMS offers top-tier HR technology that simplifies employee management, including administering health benefits, scheduling payroll, and providing training. 

    Additionally, GMS has a dedicated team that can assist in developing employee assistance programs. These programs help employees build coping strategies and effectively manage stress. Our experts can also help create policies designed to keep your workforce healthy and productive. 

    Want to learn more about how GMS can help you reduce the risk of employee burnout? Contact us today! 

  • In hopes of modernizing labor communication, Ohio Governor Mike DeWine signed Senate Bill 33, otherwise known as the “Law Poster Bill,” on April 25th, 2025. This new legislation requires employers to post specific state labor law notices electronically or on an online resource, as long as they are accessible to all employees. Continue reading to learn about this new legislation and how it will impact your business.

    What is Senate Bill 33?

    In the past, Ohio employers were required to post physical labor law notices throughout the workplace, in common areas such as breakrooms, or on bulletin boards. But, as businesses continue to rely on technology for communication and efficiency, lawmakers believe that utilizing an additional communication method will help employers quickly showcase important labor updates and notices to employees, ensuring safety and compliance.

    Specifically, Senate Bill 33 covers six state-level labor law notices required by Ohio law:

    • Ohio Minor Labor Law Notice: Outlines restrictions on the employment of minors 
    • Ohio Civil Rights Law Notice: Summarizes the rights of Ohio workers regarding equal opportunity and discrimination in the workplace.
    • Ohio Workers’ Compensation Notice: Provides employees with information on filing workers’ compensation claims and how to access benefits. 
    • Ohio Minimum Fair Wage Standards Law Notice: Details Ohio’s wage and overtime laws.
    • Ohio Prevailing Wage Law Notice: Provides details on current public works projects.
    • Ohio Public Employment Risk Reduction Program (PERRP) Notice: Lists requirements for public sector employment.

    What Employers Should Know

    Under Senate Bill 33, employers must post labor law notices on the company’s intranet, internal website, or an HR portal such as a human resources information system (HRIS). This law changes how Ohio employers will share information on any changes to minimum wage, overtime rules, civil rights protections, public employment risk reduction, and workers’ compensation laws.

    Employers should also be aware that this law goes into effect on July 20th, 2025, giving business owners enough time to develop a plan for managing this transition. Employers should also consider sending a company-wide communication alerting upper-level leadership and employees about the law change and providing educational content to help them understand what is expected of them and how to ensure compliance. 

    Ensure Compliance with Group Management Services

    While Senate Bill 33 provides new flexibility, it also brings new responsibilities for Ohio business owners. Employers must ensure digital postings are placed on a secure, reliable platform that all employees can access, and clearly communicate any changes to employees.

    As a business owner, worrying about regulatory compliance isn’t why you started a business. That’s where a certified professional employer organization (CPEO) like Group Management Services (GMS) can help. GMS’ team of experts can help your company stay on top of any regulatory changes that pass. Whether you need help auditing your business processes, ensuring compliance, or streamlining your internal processes, GMS can help you improve business operations, save money, and reduce stress.

    Learn more about GMS today!

  • Earlier this year, the California legislature introduced several new employment bills focusing on workplace surveillance, employee training, pay transparency, family-paid leave, and more. While these laws haven’t been passed yet, they could impact your employees and business operations if passed.  Read this blog for a brief summary of several proposed policies and what California business owners can expect if they are signed into law.

    Key Bills Being Introduced

    Senate Bill 642

    This bill mandates that wage scales in job advertisements must be within 10 percent of the average pay rate for the specified salary or hourly wage range. It also clarifies that employers cannot pay employees less than those of “another sex” for similar work, replacing the previous terminology of “opposite sex” in the final text.  

      • How employers can prepare: If this bill is passed into law, employers must ensure they post the correct pay scales in both physical and online job advertisements.

    Assembly Bill 1018

    This would regulate the development and use of automated decision systems for hiring, performance evaluation, termination, and promotion purposes. Standard automated decision systems include artificial intelligence (AI) systems, facial recognition software, and more. Employers must also allow their workers to opt out of using these systems and provide an appeals process for adverse outcomes.

      • How employers can prepare: If this bill is enacted, employers should clearly communicate the use of these technologies and inform employees of their option not to participate. Depending on the number of individuals affected by these technologies, employers may have to undergo annual audits.

    Assembly Bill 1331

    This bill aims to limit the use of workplace surveillance technologies. Workplace surveillance tools are systems, applications, instruments, or devices that collect or facilitate the collection of worker data, communications, actions, or behaviors by means other than direct observation. These technologies can include electromagnetic tracking, geolocation monitoring, biometric scanning, video surveillance, and more. Employers would also be prohibited from monitoring their workers during off-duty hours or in private areas in the workplace, such as a locker room, bathroom, breakroom, cafeteria, lounge, or a worker’s personal vehicle.

      • How employers can prepare: Since this bill has a broad scope and far-reaching implications, employers should follow it through its legislative process. Employers will need to assess how they currently use these tools and prepare to make potential revisions.

    Senate Bill 590

    This bill would expand employees’ eligibility to take time off to care for a sick family member. It would allow employees to take paid family leave to care for someone who is seriously ill and has a relationship similar to that of a family member. This includes caring for a foster child, stepchild, parent, sibling, grandchild, grandparent, child, or spouse.

      • How employers can prepare: Business owners should carefully review their paid family leave policies to ensure they comply with state standards. Employers can also seek advice from third-party companies or agencies to ensure no discrepancies slip through the cracks.

    How GMS Can Help California Business Owners

    Failure to comply with federal, state, and local laws can lead to costly fines, monetary penalties, and reputational harm. Being a business owner is hard enough; between managing your employees, ensuring a safe workplace, and administering benefits, finding the time to ensure regulatory compliance is difficult. Consider utilizing a professional employer organization (PEO) like Group Management Services (GMS) to simplify your business operations.

    Our team of experts will help you stay informed about changing regulations, assist with ensuring compliance, and streamline your operations. With a PEO, you have a reliable partner. We can advise you on performance management strategies, recruitment, improving productivity, and more. Are you interested in learning how GMS can help your business remain compliant? Contact us today!

     

     

     

  • What is The Americans with Disabilities Act?

    The Americans with Disabilities Act (ADA) is an important civil rights law protecting individuals with disabilities from discrimination in various areas, including employment, public accommodations, and transportation. As defined by the ADA, a disability is a physical, mental, or neurological impairment that limits an individual’s ability to participate in major life activities. The goal of this law is to ensure that people with disabilities have proper access to public services, facilities, and equal employment and educational opportunities. Common disabilities that are protected under the ADA are:

    • Blindness
    • Cancer
    • Epilepsy
    • Autism
    • Major depressive disorder
    • Diabetes

    What Employers Should Know About the ADA

    The ADA is crucial because it promotes equal opportunity and accessibility for individuals with disabilities. By ensuring accessibility in various aspects of life, the ADA fosters a more inclusive environment. To encourage and champion accessibility and inclusion in the workforce, employers must understand their responsibilities under the ADA.

    Learn and understand the law

    A great way to ensure regulatory compliance is to take the time to read and understand the law and any accompanying policies. Whether you choose to read a summary from a federal website or consult a subject matter expert, gaining knowledge about your business’s legal obligations and the disabilities that are covered will allow you to implement the necessary accommodations. If this sounds overwhelming, there are HR companies like certified professional employer organizations (CPEOs) that can ensure your compliance and assist you with providing proper accommodations.

    Providing reasonable accommodations

    One of the protections enacted by the ADA is implementing reasonable accommodations. These accommodations are specifically geared towards helping qualifying employees successfully perform and complete their job functions. Covered accommodations can include modified work schedules, installing a ramp, providing noise-canceling headphones, or allowing a service animal in the office.

    Not only is ADA compliance part of federal law, but it’s beneficial to your employees, company, and bottom line. While the cost of a penalty depends on the violation, a first-time ADA violation for non-compliance can cost up to $75,000. Among the most common violations are a lack of accessible exits, entrances, and parking spots, missing signage, and inaccessible restrooms.

    Providing reasonable accommodations for your staff shows your loyalty to your employees’ well-being, fostering a culture of loyalty and positivity. A strong work culture can also enhance your company’s overall creativity, productivity, and morale, improving your brand and bottom line.

    How A CPEO Can Ensure Your Compliance

    The ADA is a significant employment law that every company should stay up to date on and properly understand. But, as a business owner, it can be stressful to properly keep track of all the requirements, and failure to do so can be detrimental to your bottom line. That’s why many business owners partner with a CPEO like Group Management Services (GMS).

    GMS has a wide range of subject matter experts (SMEs) who assist business owners with compliance, ADA compliance training, and updating employee handbooks. Our team has the knowledge and expertise to ensure you’re providing the necessary accommodations, following legal requirements, and collecting proper documentation to reduce any potential legal liabilities. Are you concerned about your ADA compliance? Contact us to learn how we can help!

  • Employee performance directly impacts business success. When employees struggle to meet expectations, it can lead to decreased productivity, lower morale, and potential financial losses. However, rather than resorting to immediate termination, employers should take a strategic approach to managing poor performance. Addressing issues early, providing support, and implementing structured improvement plans can help turn struggling employees into valuable contributors. 

    Why Managing Poor Performance Matters 

    Poor performance doesn’t just affect one employee; it can disrupt team dynamics, slow down workflow, and create frustration among high-performing staff. If left unchecked, it can also lead to: 

    • Increased turnover and hiring costs 
    • Decreased overall productivity 
    • A negative workplace culture 
    • Higher risks of legal complications if termination isn’t handled correctly 

    Proactively managing performance issues helps businesses retain talent, strengthen leadership, and maintain a positive work environment. 

    Tips For Managing Poor Performance 

    Identify the root cause 

    Performance issues can stem from various factors, such as lack of training, unclear expectations, low engagement, or personal challenges. Start by assessing the situation; review job responsibilities, recent performance trends, and any external factors affecting the employee’s work. Have an open conversation to understand their perspective and uncover any underlying issues. 

    Set clear expectations and goals 

    Employees need to know what is expected of them. Provide a detailed job description, set measurable goals, and establish performance benchmarks. Clearly communicate these expectations in writing and ensure the employee understands the consequences of continued poor performance. 

    Provide constructive feedback and coaching 

    Regular feedback helps employees course-correct before issues escalate. Be specific about what needs improvement and offer actionable suggestions. Frame feedback in a way that encourages growth rather than discouragement. Instead of saying, “Your work isn’t meeting expectations,” try, “I’ve noticed some challenges with [specific task]. Let’s work on a plan to improve in this area.” 

    Implement a performance improvement plan  

    A structured performance improvement plan (PIP) provides employees with a clear path to success. It should outline: 

    • Specific areas that need improvement 
    • Measurable goals and deadlines 
    • Available support, such as training or mentorship 
    • Consequences if performance does not improve 

    Regular check-ins during the PIP period can help track progress and offer additional support if needed. 

    Offer training and development opportunities 

    Sometimes, employees underperform due to a lack of skills or knowledge. Providing professional development opportunities, whether through mentorship, workshops, or online courses, can help employees build the necessary competencies to succeed in their roles. 

    Address engagement and motivation 

    Low engagement often leads to poor performance. Assess whether the employee feels valued, challenged, and connected to the company’s mission. Recognition programs, career development discussions, and fostering a positive work culture can boost motivation and performance. 

    Know when termination is necessary 

    If an employee consistently fails to improve despite multiple interventions, termination may be the best option for both the individual and the business. However, terminating an employee requires careful consideration to avoid legal risks. 

    Before terminating an employee for poor performance: 

    • Document all performance discussions, feedback, and improvement plans 
    • Ensure compliance with company policies and labor laws 
    • Conduct a final meeting with human resources (HR) present 
    • Offer a respectful and professional exit process 

    How GMS Can Help With Employee Management 

    Managing employee performance requires expertise in HR best practices, compliance, and leadership development. Group Management Services (GMS) helps businesses navigate these challenges by providing: 

    • HR support to develop performance management strategies 
    • Training programs to upskill employees and enhance productivity 
    • Compliance guidance to mitigate legal risks associated with termination 
    • Employee engagement solutions to boost workplace morale and retention 

    Addressing poor performance isn’t just about fixing problems; it’s about building a stronger workforce. Whether through coaching, training, or structured improvement plans, investing in employee success leads to long-term business growth. If you need support managing employee performance, contact GMS today to learn how our HR solutions can help. 

  • After years of remote work, a new chapter is unfolding in the modern workplace: a strong push to return to in-person work. Whether driven by government mandates, evolving agency policies, or corporate strategies, the call for employees to come back to the office is generating a range of opinions. In this article, we’ll explore the recent government and corporate moves to end telework and what employers can do to strike the right balance for their teams.

    Government Mandates And Agency Shifts

    A significant catalyst in the push toward a return to in-person work comes directly from the federal government. According to a recent White House memorandum, all federal workers are required to terminate remote work arrangements and return to their offices full time, with exemptions allowed where deemed necessary. Similarly, several federal agencies such as the Environmental Protection Agency (EPA), General Services Administration (GSA), and the Department of Health and Human Services (HHS) have already ended telework agreements and set return-to-office dates. These moves signal a broader governmental effort to reinvigorate traditional work environments and reinforce in-person collaboration.

    Local And State Initiatives

    While the federal push is clear, state-level initiatives add another layer of complexity. In Ohio, for instance, Governor Mike DeWine has mandated that most permanent state employees return to their offices by mid-March 2025. Local business owners in downtown Columbus are already anticipating a boost from increased foot traffic, hoping that more in-person work will restore the pre-pandemic vibrancy of their communities. Yet, these measures are not without controversy, as some employees and local stakeholders express concerns over the abrupt change.

    Corporate Return-To-Office Policies: A Mixed Bag

    On the corporate front, the return-to-office (RTO) debate is far from uniform. A number of major companies have rolled out strict RTO mandates, while others are experimenting with hybrid models. For example:

    • Amazon has enforced a five-day in-office policy, though it’s now facing logistical challenges like limited desk space.
    • AT&T and Barclays have also mandated full-time office attendance for key teams, citing enhanced collaboration and innovation as benefits.
    • On the flip side, research from various case studies has raised concerns that strict RTO policies can drive away top talent, lower job satisfaction, and even hurt productivity. Some critics argue that these mandates may be more about managerial control than about boosting performance.

    Advice For Employers

    Given the diverse viewpoints and rapidly changing business landscape, here are some recommendations for employers navigating the return-to-office transition:

    1. Prioritize communication and connection:
    • Schedule regular check-ins, video meetings, and virtual social interactions to mitigate the isolation that remote work can create.
    • Consider hosting periodic in-person gatherings, even if only once a month, to foster team cohesion.
    1. Evaluate your business needs:
    • Assess which roles truly benefit from in-person collaboration and which can remain flexible.
    • Explore hybrid models that allow for both focused remote work and collaborative office days.
    1. Invest in a better office environment:
    • If you decide to bring employees back, ensure your workspace is designed for productivity and comfort. Upgrading technology, optimizing desk space, and creating communal areas can ease the transition.
    1. Be mindful of employee well-being:
    • Recognize that forcing a full-time return may have unintended consequences on morale and productivity.
    • Provide support through mental health resources, clear policy communication, and opportunities for feedback.
    1. Stay informed and compliant
    • Keep an eye on evolving federal, state, and industry guidelines, and work with legal counsel to ensure your policies meet current requirements.

    How GMS Can Help

    The RTO wave has been propelled by government mandates, evolving agency policies, and diverse corporate strategies. While the push for in-person work promises renewed collaboration and community, it also comes with challenges, especially for those who have grown accustomed to remote flexibility. The key for employers is to find a balance that supports both the operational needs of the business and the well-being of its employees.

    At Group Management Services (GMS), we’re committed to helping you navigate these transformative times. Whether you need guidance on revamping your workplace policies or expert support to manage the transition, GMS is here to make your business operations simpler, safer, and stronger.

    Partner with GMS today to build a resilient, future-ready workforce that thrives in both remote and in-person environments.

  • In today’s rapidly evolving business landscape, artificial intelligence (AI) isn’t just a buzzword, it’s becoming a transformational force. Recent headlines, such as the breakthrough by DeepSeek, highlight that even the biggest players in tech can be caught off guard if they aren’t prepared. To stay competitive and drive innovation, organizations must entertain an investment in developing an AI-ready workforce.

    The Critical Need For An AI-Ready Workforce

    The story of DeepSeek serves as a wake-up call. A group of relatively inexperienced engineers built an advanced AI platform that outperformed established competitors at a fraction of the cost. This dramatic success underscores a vital lesson: technology alone won’t guarantee success – people will. Organizations must upskill their teams and create a culture where employees are as comfortable with AI as they are with everyday digital tools.

    A global survey of C-suite executives reveals that AI ranks among the top strategic priorities for 2025. With significant investments planned – some companies are expecting to spend tens of millions on AI – businesses are rapidly realizing that their long-term success depends on having employees who not only understand AI but can actively leverage it.

    Upskilling Talent And Reimagining Work

    One of the greatest challenges today is the skills gap. According to recent Gallup survey data, only a small fraction of U.S. employees are comfortable using AI in their roles – and even fewer use it daily. This gap makes reskilling a top priority for organizations committed to AI adoption. Companies must invest in comprehensive training programs that empower employees to handle everything from routine automation to complex data analytics.

    Upskilling isn’t just about teaching new software skills – it’s about reimagining work. Organizations need to shift from traditional workflows to new, AI-augmented processes that foster innovation and improve decision-making. Embracing AI means redefining roles, improving collaboration between human and machine, and creating a culture that supports continuous learning.

    AI As A Catalyst For Enterprise Transformation

    Integrating AI into the workplace can reshape entire business functions. By harnessing AI, companies can:

    • Boost competitiveness: Automate routine processes and speed up decision-making to stay ahead in a fast-paced market.
    • Enhance operational efficiency: Free up human resources (HR) for strategic initiatives by delegating repetitive tasks to machine learning systems.
    • Drive data-driven decision making: Leverage real-time analytics to identify trends, tailor customer interactions, and optimize performance.

    These benefits are only achievable when organizations are proactive about upskilling their workforce and embedding AI into their operational DNA.

    Overcoming The Skills Gap: Strategies For An AI-Ready Culture

    Research indicates that a shockingly small percentage of firms are fully prepared for large-scale AI adoption. Building an AI-ready culture requires a multifaceted approach:

    • Develop a comprehensive AI strategy: Clearly communicate that AI is meant to augment human capabilities – not replace them. This involves setting a clear vision and establishing a human-centered AI framework.
    • Future-proof your workforce: Create an AI skill pyramid where every employee is “AI aware,” a select group are “AI builders,” and a few become “AI masters.” This way, the entire workforce is AI ready, with select groups developing and deploying AI solutions or solving complex AI-related business challenges.
    • Invest in reskilling and continuous learning: Implement targeted training programs, hands-on workshops, and mentorship opportunities to accelerate the adoption of AI technologies.
    • Embrace responsible AI practices: Prioritize ethical considerations, such as transparency, fairness, and accountability, to build trust and ensure compliance with evolving legal frameworks.

    How GMS Can Help

    At Group Management Services (GMS), our mission is to provide the HR tools and support to help empower your business to grow and succeed. As a professional employer organization (PEO) and benefits administrator, we understand that building an AI-ready workforce is not just about technology – it’s about people, culture, and strategic change.

    We can help your organization by:

    • Designing robust training programs: Leverage our expertise to develop customized upskilling initiatives that foster continuous learning.
    • Streamlining HR processes: Allow us to handle the administrative complexities, so you can focus on nurturing a culture that embraces innovation.
    • Driving organizational transformation: Our tailored HR solutions ensure that your talent development strategies align with business objectives, paving the way for a resilient, competitive enterprise.

    Now is the time to invest in your people. Contact GMS today and let us help prepare you and your workforce for the AI-driven future.

  • In today’s dynamic business environment, continual employee development is essential to drive organizational success. The Chief Learning Officer (CLO) has emerged as a strategic C-suite leader whose role has evolved from managing training programs to transforming entire learning ecosystems. In this blog, we explore what a CLO is, how the role has transformed over the years, and why organizations of all sizes should consider investing in this leadership position.

    What Is A Chief Learning Officer?

    A Chief Learning Officer is a senior executive responsible for aligning an organization’s learning strategy with its overall business goals. Traditionally emerging in the late 1980s, the CLO role has grown beyond classroom training to become a strategic partner in shaping organizational culture and building leadership capabilities. Today, CLOs report directly to the Chief Executive Officer (CEO) or Chief Human Resources Officer (CHRO) and work hand in hand with other C-suite executives to drive innovation and talent development across the organization.

    From trainer to transformer

    Over the past three decades, the CLO’s responsibilities have expanded dramatically. Initially, CLOs focused on delivering standardized training programs. However, as technology, digital learning platforms, and the demands of a hybrid workplace have evolved, the modern CLO has become an organizational architect. Today’s CLOs design comprehensive learning ecosystems that integrate digital tools, experiential learning, and data analytics to develop not just skills but also mindsets. They transform traditional training into initiatives that drive leadership, agility, and innovation.

    Key Responsibilities Of A CLO

    Modern CLOs do much more than schedule training sessions. Their core responsibilities include:

    • Strategic learning alignment: Mapping learning initiatives to business strategy and cultural values. CLOs ensure that the skills developed across the organization support critical business outcomes.
    • Designing learning ecosystems: They create learning content that ranges from online courses and interactive simulations to peer-to-peer coaching and immersive in-person experiences.
    • Leadership and change management: CLOs drive leadership development programs and foster a culture of continuous improvement. They also lead digital transformation efforts by leveraging new technologies and data-driven insights to personalize learning at scale.
    • Oversight of learning technologies: From learning management systems (LMS) to artificial intelligence (AI) tools, CLOs are tasked with selecting and optimizing technology solutions that support the evolving learning needs of the organization.

    Essential Skills And Qualifications

    The modern CLO must blend business acumen with deep expertise in learning and development. Some of the specialized skills include:

    • Strategic thinking: The ability to link learning initiatives directly to business strategy.
    • Data analytics and measurement: Using learning analytics to assess program effectiveness and demonstrate return on investment.
    • Digital literacy: Navigating digital learning platforms, online courses, and emerging technologies like AI for personalized learning.
    • Change leadership: Leading organizational transformation and managing resistance while fostering a culture of continuous improvement.
    • Learning experience design: Creating engaging, hybrid learning experiences that resonate with diverse employee populations.

    Many successful CLOs have over 15 to 20 years of corporate experience and hold advanced degrees in fields such as human resources (HR), business, or organizational development.

    The Future Of The CLO Role

    The future of the CLO is bright and increasingly strategic. Recent trends indicate that CLOs are evolving into “transformer” leaders who:

    • Revamp learning goals: Shifting from simply delivering content to cultivating mindsets and capabilities that prepare employees for future challenges.
    • Personalize learning methods: Moving away from one-size-fits-all training toward agile, personalized learning experiences that leverage digital platforms and social learning techniques.
    • Restructure learning departments: Transforming traditional training functions into lean, agile teams that operate as strategic business partners, curating both internal and external content to meet the evolving needs of the workforce.

    This evolution positions CLOs as critical drivers of organizational change, ensuring that companies not only keep pace with technological advancements but also foster a resilient, learning-centered culture.

    How Can You Become A CLO?

    For those aspiring to become a Chief Learning Officer, the path is multifaceted:

    • Build a strong foundation: Gain experience in human resources (HR), training, and talent development.
    • Develop business acumen: Learn to speak the language of business by understanding organizational priorities and strategic planning.
    • Pursue continuous education: Advanced degrees or specialized certifications in learning, organizational development, or leadership can be highly beneficial.
    • Network and mentor: Building relationships with current CLOs and other C-suite leaders is critical for understanding the role’s strategic impact and for gaining career opportunities.

    How GMS Can Help

    At Group Management Services (GMS), we understand that effective learning and development are the cornerstones of organizational success. Our comprehensive HR solutions, spanning payroll, employee benefits, risk management, and more, are designed to simplify your business operations. With decades of experience supporting companies of all sizes, GMS is well positioned to help you:

    • Develop robust learning programs: Leverage our expertise and tools to design, implement, and monitor effective learning strategies that align with your business goals.
    • Streamline HR processes: Allow us to handle the administrative complexities so you can focus on fostering a culture of continuous learning.
    • Drive organizational transformation: With our innovative approach and dedicated support, we help ensure that your talent development initiatives lead to measurable business outcomes.

    Contact GMS today and let us be your partner as you navigate the evolving landscape of employee development.

  • In the early months of the year, many organizations ramp up their hiring efforts, marking the start of the year’s most active recruitment cycle. With new budgets approved and business goals outlined, companies recognize this time as an opportunity to secure top talent and build teams that align with their strategic objectives for the year. However, recruitment in today’s market goes beyond just filling vacancies; it requires a well-planned approach that considers workforce needs, market trends, and potential challenges that arise during slower hiring periods. By proactively planning their recruitment strategies, human resources (HR) leaders can ensure they attract, engage, and retain the right candidates. 

    Evaluating Workforce Needs For Hiring Success 

    Before launching recruitment campaigns, organizations must assess their current workforce. These crucial first steps include identifying skills gaps, forecasting future hiring needs, and understanding long-term talent requirements. As industries rapidly evolve due to technological advancements and shifting workforce dynamics, HR teams must anticipate what roles will be in demand. 

    Workforce planning involves analyzing company objectives and determining whether existing employees have the necessary skills to meet those goals. If there are skill shortages, businesses must decide whether to upskill current employees or bring in new talent. This approach is especially important in industries experiencing high turnover or emerging technologies that require specialized knowledge. By conducting a workforce audit, companies can develop a strategic hiring plan rather than simply reacting to immediate vacancies. 

    Building A Recruitment Campaign That Attracts Top Talent 

    A well-structured recruitment campaign is essential for capturing the attention of qualified candidates. It starts with crafting compelling job descriptions that clearly outline the role, responsibilities, and company culture. Candidates today are looking for more than just a paycheck; they want to work for organizations that align with their values and offer career growth opportunities. Businesses should emphasize their unique employer value proposition, highlighting benefits such as professional development, work-life balance, and company culture. 

    In 2025, digital recruitment strategies will continue to dominate. Companies must leverage multiple channels to reach candidates effectively. Job boards remain a reliable source, but social media, employee referral programs, and industry-specific networking platforms are becoming increasingly important. Employer branding also plays a significant role. Organizations that showcase their company culture, leadership, and employee success stories through digital content will be more likely to attract high-quality candidates. 

    Another key aspect of modern recruitment is the candidate experience. Job seekers expect a streamlined, transparent hiring process. Lengthy application forms, unclear timelines, and poor communication can deter top talent. Implementing an applicant tracking system (ATS) can help organizations manage applications efficiently and keep candidates engaged throughout the process. 

    Overcoming Recruitment Challenges During Slow Hiring Periods 

    While the early months of the year are typically active hiring periods, businesses often encounter recruitment challenges in slower months. For example, summer and the holiday season tend to see fewer job seekers actively looking for new roles, leading to a limited talent pool. However, HR teams can use these periods strategically by building and maintaining a talent pipeline. 

    Creating relationships with potential candidates before positions open allows businesses to move quickly when hiring needs arise. This can be done through networking events, talent communities, and keeping in touch with past applicants. Additionally, companies should focus on employer branding during slow months, strengthening their reputation as an employer of choice so that when hiring picks up again, they are top of mind for job seekers. 

    Flexibility is another factor that can help businesses navigate slower hiring months. Offering contract, remote, or project-based roles can attract candidates who may not be actively searching for full-time employment but are open to new opportunities. By diversifying hiring options, companies can continue acquiring talent even when recruitment activity typically slows. 

    Key Considerations For 2025 Recruitment Strategies 

    The recruitment strategies are constantly changing, and 2025 will bring new challenges and opportunities. Artificial intelligence (AI) is becoming an integral part of hiring, with AI-powered tools assisting in candidate sourcing, resume screening, and interview scheduling. While technology can enhance efficiency, organizations must balance automation with a human touch to ensure a positive candidate experience. 

    Diversity, equity, and inclusion (DEI) initiatives will continue to shape recruitment strategies. Companies prioritizing diverse hiring practices will enhance their employer brand. In 2025, job seekers will be more conscious of workplace diversity efforts, and businesses that actively promote inclusivity will have a competitive edge in attracting top talent. 

    Another emerging trend is employee advocacy. Encouraging current employees to share job openings and company culture on their personal social media networks can significantly enhance recruitment efforts. Peer recommendations carry more weight than traditional job postings, making employee referrals a valuable strategy for attracting high-quality candidates. 

    How To Build A Winning Recruitment Strategy 

    Recruiting the right talent requires time, expertise, and resources, which are elements many businesses may not have readily available. That’s where Group Management Services (GMS) comes in. GMS offers comprehensive recruiting and training solutions designed to help businesses find and develop top talent efficiently. 

    • Our recruiting services connect businesses with top job boards, including Indeed and LinkedIn, streamlining the hiring process and increasing the visibility of job postings.  
    • We provide an ATS that allows HR teams to manage every stage of the hiring process seamlessly, reducing administrative burdens and improving candidate experience.  
    • GMS offers customized employee training programs to ensure new hires receive the necessary skills and development opportunities to thrive within their roles. 

    By partnering with GMS, companies can focus on growing their business while we handle the complexities of recruiting and training. Whether you need assistance with sourcing candidates, managing applications, or developing workforce training programs, GMS provides tailored solutions to help businesses succeed.  

    Ready to optimize your recruitment strategy? Contact GMS and learn how we can support your hiring and training needs. 

  • President Donald Trump has been sworn in as the 47th President of the United States, making him the first leader since Grover Cleveland to serve non-consecutive terms. Despite the administration still being in its early days, we’re already seeing substantial changes to labor and employment policy, including signals about diversity, equity, and inclusion (DEI) programs, workplace discrimination enforcement, and federal contracting requirements. 

    Here’s what we’ve gathered so far, plus some key insights to help guide your business decisions. 

    Major Shakeup At The EEOC

    The Equal Employment Opportunity Commission (EEOC) recently experienced an unprecedented staffing change beyond the appointment of Andrea R. Lucas as Acting Chair:

    Firing of two democratic commissioners
    President Trump terminated Democratic Commissioners Charlotte Burrows and Jocelyn Samuels, effectively removing them from office before their terms expired. Trump also dismissed EEOC General Counsel Karla Gilbride. Legal challenges questioning the scope of the president’s power are already in the works, and it is unclear whether courts will ultimately reinstate the terminated commissioners or uphold the firings.

    Current status
    With Burrows and Samuels gone, the EEOC now has only two remaining commissioners: Acting Chair Andrea R. Lucas (Republican, originally appointed in 2020) and Commissioner Kalpana Kotagal (Democrat, confirmed in 2023). Because the EEOC must have a three-member quorum to take formal actions such as issuing new regulations or formal guidance, President Trump is expected to quickly appoint at least one new Republican commissioner, giving him a functioning majority.

    Acting Chair Andrea Lucas’s priorities
    Lucas has already outlined several top priorities, including:

    • “Rooting out unlawful DEI-motivated race and sex discrimination.”
    • “Defending the biological and binary reality of sex and related rights.”
    • Potentially revisiting or reversing the EEOC’s sexual harassment guidance.
    • Reconsidering the Pregnant Workers Fairness Act (PWFA) rules, especially those connected to abortion-related accommodations.

    Implications of the firings
    If the courts uphold Trump’s decision, Republicans could rapidly reshape the EEOC’s policies—speeding up the pivot away from “disparate impact” class actions and heightening scrutiny of certain DEI initiatives and LGBTQ+ protections. However, if a court temporarily or permanently reinstates the fired commissioners, any new regulations or guidance the reconfigured EEOC issues could be invalidated or tied up in litigation. This legal limbo could complicate employers’ compliance efforts for months or even years.

    What this means for employers 

    • DEI audits may become a focal point for the reconstituted EEOC. Even though legal challenges may slow changes, businesses should ensure their DEI programs are carefully structured to comply with existing law (i.e., not imposing quotas or favoring one group over another). 
    • Employers in states or localities with robust anti-discrimination protections should remain mindful that federal changes do not necessarily override state or local laws. 
    • If your organization has been relying heavily on DEI initiatives, it’s a good time to consult legal counsel or human resource (HR) experts, such as Group Management Services (GMS), to confirm the legality of your programs and make any necessary adjustments. 

    Rollbacks Affecting Federal Contractors 

    Separately, President Trump issued an executive order rolling back portions of Executive Order 11246, which had expanded DEI responsibilities for federal contractors. This is consistent with the White House’s newly stated mission to “combat illegal private-sector DEI preferences” and push for more “colorblind” or strictly equal approaches to hiring and promotion. 

    What this means for employers 

    • Federal contractors should review any contractual obligations related to DEI or Affirmative Action Plans. Changes in guidance from agencies like the Office of Federal Contract Compliance Programs (OFCCP) may be on the horizon. 
    • Even non-federal contractors could feel an impact: the order instructs agencies to “enforce our longstanding civil-rights laws,” including scrutiny on private companies’ DEI policies. 
    • With litigation on the rise, both from special-interest groups opposing DEI and from employees advocating for inclusion, employers should walk a careful line in how they design or continue DEI initiatives. 

    Congressional Developments And DOL Moves 

    Meanwhile, the early days of the new Congress, led by Speaker Mike Johnson (R-LA) in the House, signal potential labor reforms. Various new measures, like Representative Zach Nunn’s proposal to limit telework or potential new oversight for the Occupational Safety and Health Administration (OSHA), underscore a theme: tightening certain policies that expanded under the previous administration. 

    In addition, the Department of Labor’s (DOL) new leadership lineup is taking shape. Former EEOC Commissioner Keith Sonderling is set to serve as Deputy Secretary of Labor, pending Senate confirmation. We also expect a hearing for the new Labor Secretary nominee soon, which could help clarify how actively the DOL might revisit rules on wage and hour, workplace safety, and more. 

    What this means for employers 

    • Keep an eye on the Wage and Hour Division for guidance changes on overtime exemption standards, tip credits, and pay equity. 
    • OSHA is rescinding some COVID-19 era rules and may pivot more toward the administration’s broader stance on workplace regulations, meaning less pandemic-specific guidance but potentially renewed focus on enforcement of general safety obligations. 
    • The immediate takeaway is that compliance is still key. With shifting rules, partnering with a professional employer organization (PEO) like GMS helps ensure you’re always up to speed on federal requirements. 

    Key Takeaways And Next Steps 

    1. DEI under the microscope: 

    With the new acting EEOC Chair Andrea Lucas prioritizing “unlawful DEI-motivated race and sex discrimination” and “biological and binary reality of sex and related rights,” expect more investigations into the structure and fairness of DEI programs. 

    2. Monitor federal contracts: 

    If you’re a federal contractor, you may need to amend or revert certain DEI obligations. 

    3. Stay nimble: 

    HR compliance requires vigilance in times of political transition. Expect new DOL guidance, House and Senate proposals, and possible Supreme Court developments, especially around wage and hour standards and Affirmative Action-related issues. 

    How GMS Can Help 

    At Group Management Services, we monitor these changes daily and support businesses with: 

    • HR policy audits and compliance to ensure your workforce practices align with the shifting legal landscape. 
    • DEI best practices and robust training that stays within the bounds of anti-discrimination laws. 
    • Payroll and tax compliance solutions that adjust to new federal and state-level rules. 
    • Risk management guidance including how best to navigate a potential uptick in discrimination claims. 

    We encourage our clients and partners to stay informed and remain agile. If you’re unsure about how these first 90 days might affect your HR strategies, contact us here for tailored advice and updates on the latest regulatory guidance.