• Employee layoffs are never easy, but factoring in the unemployment claims process can add even more stress and confusion to the situation. Unemployment benefits are designed to protect employees from unexpectedly losing a source of income. As an employer, you have certain responsibilities regarding unemployment, from maintaining accurate employee records to paying unemployment taxes. 

    Because these benefits can impact your business’ tax rates, it’s essential to understand these responsibilities and how small business unemployment claims impact your business. Let’s break down how unemployment insurance works and what you can do to manage future unemployment claims.

    How Does Small Business Unemployment Insurance Work?

    Unemployment insurance, also known as unemployment benefits, is a short-term, state-provided benefit that provides money to eligible employees who have lost their job. The specific eligibility requirements for employees can vary by state or due to COVID-19 unemployment insurance relief measures. However, eligible employees typically need to meet the following requirements.

    • They must have been an employee.
    • They lost their job through no fault of their own (e.g. if an employee was fired because of poor performance, they would not be eligible).
    • They should be completely or partially unemployed (an employee is considered partially unemployed if they worked less than a full week at the time they lost their job).
    • They’ve worked enough hours and earned enough wages in their base period, which is the first four of the last five quarters. For example, employees in Ohio are eligible for unemployment benefits if they’ve worked for at least 20 weeks and earned an average weekly wage of $247 during the base period. However, these specific requirements can vary by state.

    When an employee is laid off, they can file a claim to receive unemployment benefits. If the claim is approved, the employee will receive weekly payouts. The amount they receive is based on the state’s budget and how much they earned at their previous employer. 

    What are Small Business Owners’ Responsibilities Regarding Unemployment?

    The best way to be fully prepared for an unemployment claim is to understand your responsibilities as an employer. There are three key responsibilities that you’ll have as an employer.

    • Paying Federal Unemployment Tax Act (FUTA) and State Unemployment Tax Act (SUTA) taxes
    • Properly classifying employees
    • Keeping accurate and detailed employee records.

    Unemployment taxes

    Although small business unemployment insurance is a benefit provided by the state, employers fund this benefit with their taxes – even when they don’t have any unemployment claims against them. As a small business owner, it is your responsibility to pay a variety of taxes, including FUTA and SUTA taxes. 

    Federal Unemployment Tax Act (FUTA)

    The FUTA tax rate is 6%, which is applied to the first $7,000 in each employee’s wages – up to $420 per employee. However, filing your Form 940, the form used to report your annual FUTA tax, may allow you to receive a credit of up to 5.4%. This credit could make your payment as low as $42 per employee.

    Employers are responsible for paying FUTA taxes quarterly based on how much they owe. If a business owes less than $500 in a quarter, it can carry this balance forward until its liability is more than $500. Once a business hits the $500 threshold, the employer can pay FUTA taxes via the Electronic Federal Tax Payment System. These payments are due by the last day of the month after the end of the quarter.

    Although employers might be required to pay their FUTA taxes throughout the year, they still need to file their Form 940 annually by Jan. 31. For employers who paid all FUTA taxes when they were due, the filing date is extended to Feb. 10.

    State Unemployment Tax Act (SUTA)

    Whereas all employers pay a flat rate for FUTA taxes, SUTA taxes – its state-based counterpart – vary based on several factors.

    • Your state’s SUTA tax rate range
    • How long your business has been around
    • Your industry

    To find their SUTA tax rate, employers must register the business with their state. After registering, the state will assign them a new employer rate. This rate can be updated as often as every year based on the employer’s “experience rating,” which looks at how much the employer has paid in taxes and how much they’ve been charged in benefits. If an employer has employees who work in a different state than the business, they are responsible for paying SUTA taxes in those respective states as well.

    These taxes are also typically due quarterly. Employers must report wages and employee information to their state to determine their tax liability.

    One important factor to keep in mind is that when employees make a successful unemployment insurance claim against an employer, that employer’s SUTA taxes can increase significantly for up to three years. This rate increase is part of why accurate employee classification and records are essential responsibilities for a small business.

    Proper employee classification

    Employees are classified into different groups based on several different factors, including the number of hours they’re expected to work and if their role is permanent. Misclassifying employees can have serious penalties, such as paying fines to multiple government offices, FICA taxes, interest on unpaid taxes, and possibly wage claims as far back as three years. As such, it’s important to accurately classify each team member. The types of employee classifications include:

    • Full time
    • Part time
    • Special classes, which include interns, freelancers, and independent contractors

    A common concern regarding classification is knowing the difference between an employee and an independent contractor. While an employer may classify someone as an independent contractor, the IRS may not agree and penalize your business for noncompliance. The IRS looks at the degree of control an employer has over the worker and the type of relationship they have. For example, the IRS uses the following criteria to identify proper employee classification.

    • Employers can give specific, detailed instructions to employees regarding their work, as well as provide training and evaluations for how the employee completed their task. Independent contractors generally have more freedom to complete their tasks. 
    • Employees are usually reimbursed for work expenses, have a regular payment schedule, and don’t need to personally invest in work-related equipment. Independent contractors are commissioned as needed and responsible for their own equipment, which can give them a higher profit or loss risk.
    • Employees generally receive benefits, are hired for a long-term permanent role, and provide work that is considered key to the business. Independent contractors may be hired for short-term projects and provide services that aren’t considered critical to the business.

    These classifications determine the types of benefits the employee can receive as well as the expenses the employer is responsible for paying. For example, an independent contractor is not eligible to receive unemployment benefits, which also means that the employer isn’t required to pay FUTA or SUTA taxes for that employee. Not every type of employee is eligible for unemployment benefits, so properly classifying each employee will help determine their eligibility if they make a claim.

    Accurate employee and HR records

    Maintaining accurate and up-to-date HR records could also factor into the claims process. For example, a former employee files for unemployment benefits, which inherently implies they lost their job through no fault of their own. However, their supervisor had several documented discussions with the employee about poor performance and misconduct, and HR records indicate this person was fired. 

    Having these records on hand will be helpful should the employer choose to contest the claim. Additional records that could be relevant in the unemployment claims process include:

    • Personnel records, such as I-9 forms, performance reviews, etc. These records should be kept for one year if the employee is terminated, according to the Equal Employment Opportunity Commission.
    • Payroll records, which should be kept for at least three years according to the Department of Labor (DOL).
    • Timecard records, which should be kept for at least two years according to the DOL.

    Although there are federal guidelines for how long to keep certain records, check with your state for additional recommendations. For example, the Ohio Department of Job and Family Services require that employers keep their employee records, including hours worked and wages paid, for at least five years.

    Reporting new hires to the state can also help prevent fraudulent unemployment claims. Each state has an online portal where employers can submit new hire information, which includes the employee’s name, home address, social security number, and hire date. The state compares this information against unemployment benefit claims to determine if any claims are illegal.

    How Does the Unemployment Claims Process Work for Employers?

    After an employee files for unemployment benefits, the employer is notified by your state’s unemployment office. This office could be known as the Department of Labor, Department of Jobs, and Family Services depending on your location. Once notified, you’ll be asked to verify details about the employee and the claim, including:

    • The employee’s classification
    • The reason for the employee leaving

    After reviewing the details of the claim, it’s up to the employer to accept the claim or contest it.

    Not contesting an unemployment benefits claim

    The simplest response is not to contest an employee’s unemployment claim. Even though there are tax consequences to unemployment benefits, an employee is entitled to unemployment if they have a legitimate claim. Be sure to review all the information on the claim to make sure it’s accurate and correct against your records. If so, it’s best to comply since fighting against a legitimate claim will only cost you more time and money.

    Contesting a claim

    While you shouldn’t take action against legitimate claims, there are several instances when it makes sense to contest a claim:

    • If an employee has submitted false information on their claim
    • If their classification doesn’t allow them to receive unemployment benefits
    • If they quit or were fired for performance or misconduct

    If any of these reasons apply, contest the claim quickly and within your state’s fact-finding timeframe – usually 10 days. The employer will need to provide accurate documents to support any information that opposes the details submitted with the claim, including the correct employee classification or proof that the employee was fired with cause. 

    After contesting the claim, all information will be reviewed and both parties will receive notification of whether the claim is allowed or denied. Keep in mind that in either case, both parties have a period of time to appeal the decision.

    Protect Your Business With Unemployment Claims Management

    Managing small business unemployment claims can be confusing and time consuming. Considering your responsibilities as an employer – such as paying FUTA and SUTA taxes, correctly classifying employees and maintaining accurate records, and monitoring and responding to unemployment claims – it’s possible that a small oversight can lead to significant consequences for your business.

    If you’re looking for an easier way to handle the unemployment insurance process, partnering with the right PEO can help you protect your business. Contact GMS today to talk to our experts about how we can take the stress out of managing unemployment claims and other critical HR functions.

  • I receive this question very often, especially at the beginning of each year. The IRS requires any company with a 401(k) plan to conduct annual compliance testing.

    The testing is conducted after the plan’s year-end. For most plans, this is 12/31.

    Why is plan nondiscrimination testing important?

    According to Transamerica Retirement Services, “Nondiscrimination testing mandates were added to the rules governing 401(k) plans to ensure that these plans are not designed to economically benefit only highly-paid personnel, but are fair for all employees. Not meeting these mandates, or failing to correct any failed year-end compliance test, could mean substantial penalties and possibly even disqualification of the plan’s tax-exempt status.”

    Simply put, 401(k) testing is required to make sure all employees benefit from the plan equally, regardless of their income level. When plans aren’t tested or fail the test, or when plan problems aren’t corrected, the company can be penalized.

    How does 401(k) testing work?

    401(k) testing involves examining the benefits received by all employees. For the purposes of these tests, employees are grouped into three categories:

    • Key Employee – anyone with at least a 5% ownership stake in the company (either last year and/or current year) or a direct relative (spouse, parent, or child) of someone with a 5% ownership stake.
    • Highly Compensated Employee (HCE) – for 2013 testing, anyone who has made $115,000 in 2012.
    • Non-Highly Compensated Employee (NHCE) – anyone that doesn’t fall into the other two categories.

    *Please note that all Key Employees are also considered Highly-Compensated Employees, but not all Highly-Compensated are considered Key Employees.

    What do the tests entail?

    These two tests are probably the ones that effect employers the most.

      1. Average Deferral Percentage Test (ADP)

    This test takes the average deferral rate of the HCE and compares it to the average deferral rate of the NHCE. The HCE can only contribute so much more than the NHCE.

    If you are a HCE and contribute more than the maximum allowed, then you could be subject to a refund or the company might have to make contributions into the NHCE accounts.

      1. Top-Heavy Test

    This test is a little different, in that it is always conducted for the upcoming year. The numbers used are from 12/31/12 to determine if you are Top-Heavy for 2013.

    Key Employees cannot control more than 60% of the entire plan’s assets. If they do, the company will have to make up to a maximum of a 3% non-elective contribution to any eligible employee of the company—even those who aren’t participating in the plan.

    How do I make sure I’m abiding by the rules?

    You need to make sure you are getting the proper guidance from your retirement provider. You also need to take ownership of your plan. Additional Plan Data forms are extremely important, because things change from year to year. It’s important to have the most up-to-date information so that your retirement provider can correctly conduct your testing.

    GMS, as a PEO company, is able to offer clients our 401(k) plan. We assist with administering the testing. Instead of just handing you the results, we will go over them and provide advice. Every company is in a different situation.

    Are you getting the right guidance on your 401(k) plan?

    “Numbers and Finance,” © 2011 Ken Teegardin, used under a Creative Commons Attribution-Share Alike 2.0 Generic License.

  • My two older boys, ages 9 and 10, are playing ‘kid pitch’ baseball this year. Believe it or not, when I asked them what position they wanted to play, they both said “Dad, I want to be the pitcher”.

    Then we asked each player on the team what position they wanted to play and each and every player said “Pitcher”. On paper this is not strange, as this is the most glorified position in baseball. After all, they make the most money, get the most publicity (when they are good), and seem to have the biggest fan base.

    The other coaches and I talked to our 13-man roster about how important every position is on the team and how every position contributes to the overall goal. We teach them that they all have to play together to win.

    This conversation made me think of a business and all the “players” within a company. I bet if you asked most employees, “If I could give you a new position, what would it be?”, a popular responses would be, “I want to be the manager, the president, or the owner.”

    I am not downplaying the pitcher, the manager, the president, or the owner positions, as they are still important. But isn’t the baseball team just like a company, where that every position is important?

    • Without Risk Managers – workers gets hurt and worker’s comp rates go through the roof.
    • Without Payroll Employees – we have anarchy because no one gets paid.
    • Without Tax Administrators – the IRS is knocking at the door (actually they don’t even knock, they just enter.)
    • Without Sales People – there are no new customers.
    • Without Benefits Administrators – no one has healthcare, 401K’s, or vision and dental insurance.
    • Without Wellness Coordinators – people miss out on learning to improve their health choices.
    • Without Human Resource Employees – you have a disheveled mess.

    You get my point? Every business needs:

    • Right, center, and left fielders
    • Catchers and pitchers
    • First, second, and third basemen
    • Shortstops
    • Teammates on the bench ready to play
    • Fans
    • Beloved mascots
    • Coaches
    • Umpires

    No team is successful without all of these positions working together towards a unified goal. Isn’t the same true in business? Whenever everyone works together—bringing their special talents and experiences with them—games are won, and businesses grow.

    “Trend Following Little League Team,” © 2012 Michael Covel, used under Creative Commons Attribution-Share Alike 2.0 Generic License.

  • If your employee injures a co-worker or customer while on the job, your company might be on the line.

    Employers can face negligent hiring charges if a hiring decision results in an employee injuring or harming any person they come in contact with through the job. Not only can negligent hiring result in exorbitant financial costs, but it can also damage the organization’s reputation.

    According to Clint Robison, a partner at Hinshaw & Culbertson, employers lose negligent hiring cases 75% of the time, and the average settlement of such claims is $1 million.

    Negligent Hiring

    There are many elements needed to form the basis of a legal action for negligent hiring or retention. They include:

    • Existence of an employment relationship.
    • Employee’s incompetence.
    • Employer’s actual or constructive knowledge of such incompetence.
    • Employee’s act or omission causing plaintiff’s injuries.
    • Employer’s negligence in hiring or retaining the employee as the proximate cause of plaintiff’s injury.

    Does Outsourcing HR Functions Mean You Lose Control of Your Business?


    Duty of Care and Foreseeability

    The key standards assessed by the courts in a negligent hiring claim are duty of care and foreseeability.

    Duty of Care

    For the employer, there is “the requirement to act toward employees and the public with reasonable watchfulness, attention, caution, and prudence as dictated by the circumstances. If an employer’s actions do not meet this standard of care, then the acts could be considered negligent, and any damages resulting may be claimed in a lawsuit for negligence”.

    The courts commonly assess two things when determining an employer’s duty of care:

    1. Does the employer owe a duty of care?
    2. How much care does the employer owe?

    Employers are expected to take reasonable care .The level of care depends on the nature of the job and the severity of the risk to third parties.

    Foreseeability

    An act is reasonably foreseeable if the employer knew or should have known that the employee had a propensity to engage in similar criminal, wrongful, or dangerous conduct.

    Negligent Hiring Cases: Employer Found Guilty

    There are vast amounts of negligent hiring cases in which the employer was found guilty.

      • A nursing home was found liable for $235,000 for the negligent hiring of an unlicensed nurse with numerous prior criminal convictions who assaulted an 80-year-old visitor. (Deerings West Nursing Center v. Scott)
      • An employee with a criminal record sexually abused a child and his employer was found liable for $1.75 million for negligent hiring and retention. (Doe v. MCLO)
    • A vacuum cleaner manufacturer was found liable for $45,000 because one of its distributors hired a door-to-door salesperson with a criminal record who raped a female customer in her home. (McLean v. Kirby Co.)

    Compliance with the EEOC

    Employers should demonstrate due diligence and the duty of care by performing background checks on potential employees. Criminal background checks can be used as tools for employers to determine foreseeability with regard to employment decisions.

    However, the Creative Commons Attribution 2.0 Generic license.

  • I got a call last week from a client who has only been with us for a few months. He started back in July of 2012 and just received his first few invoices from the new year. He was pretty upset that his state unemployment tax had gone up substantially compared to November and December. Being in the payroll business for about 20 years, and with this being about the tenth of these calls I’ve taken in January, I knew where this conversation was going to lead.

    The first question I ask is “Did you know about the State Unemployment Tax Authority (SUTA) wage cap?” In Ohio, the employer is only charged SUTA tax on the first $9,000 in earnings for each employee.

    In his case, all of his employees had earned that much by September. Except for his one new hire in October, his employees had already capped out and met the wage limit. In November and December he was only paying tax on one employee. In January, everyone starts from ground zero and is taxed until they reach that $9,000 limit again.

    The second thing we discussed was the number of claims he had back in 2010 and 2011. Yes…those claims stick with you for eternity. It’s like your bank account: once you write that check, the money is gone.

    I reviewed the list of claims from JP, our claims administrator. 2010 was a bad year for our client, as it was for almost everyone, and he had to lay off four employees. Our client told me that he brought them back to work after about eight months. But by then, then the damage was already done. He had just under $20,000 charged to his unemployment account. His unemployment rate went up in 2010 from 3.2% to 7% in 2013.

    Out client also mentioned something that really bothered me. He said that someone filed a claim, but he didn’t have time to fight it, so he let it go through. That was in 2011, and that claim had hit his account for $4000, and was still coming out. Because you only have 21 days to appeal a claim, he was out of luck.

    Now that he’s with GMS, he doesn’t have to worry about this. We take care of managing the claim from start to finish, with a minimal amount of his time.

    Do you know what your rate is? Do you know why it’s 3% or 8%? Do you know what your cost will be in 2013? Have you heard about the proposed federal legislation changed for 2014?

    Check back on our blog for a follow-up post on these topics, and share your thoughts in the comments below.

    “Finding Company Tax ID,” © 2010 Calita Kabir, used under the Creative Commons Attribution-ShareAlike 2.0 Generic license.

  • Do any of these sound familiar?

    • Losing good employees to competitors.
    • A cranky work environment.
    • Excessive workplace injuries.
    • Out-of-control healthcare costs.
    • Ridiculously high unemployment insurance costs.

    If you’ve been dealing with any of these issues, no doubt you’ve come to the conclusion that HR is more than just a luxury enjoyed at big corporations. HR is a necessity for small and medium-sized businesses, too.

    It’s possible that you have HR problems. What are you going to do?

    HR Outsourcing

    You’ve heard about HR outsourcing, but maybe you don’t know what it entails or how to learn more about it. How can you tell if it is right for your company?

    You’ve heard about Professional Employer Organizations (PEO). But maybe it sounds a little shaky since you don’t know of anyone who’s using a PEO. How popular are PEOs?

    You might be surprised.

    The HR outsourcing industry has grown from $61 billion in 2002 to $103 billion in 2007 and is projected to grow to $162 billion in 2015. The largest chunk of that is the PEO industry.

    Professional Employer Organizations (PEO)

    PEOs work with small businesses to help reduce time and cost when it comes to the things that an HR department would do at a large company. If you walked into a large corporation with thousands of employees and asked to see their HR department, what do you think you would see? The department would include a payroll department, a benefits department, a risk management department and actual HR manager or department. You might even find a wellness department to work hand-in-hand with the benefits department.

    These huge companies have tons of money to throw at problems and lots of high-priced attorneys to get them out of trouble. Yet they still keep all of these departments active. They know how important HR can be.

    Big corporations realize they need HR departments. It’s even more crucial that small businesses understand that they should have access to these essential HR services.

    Specializing in Small Business HR

    Not all small businesses have the means or the resources to keep all of these HR departments in-house, and that’s when they should begin looking at outsourcing their HR.

    A small business is already probably outsourcing their payroll, their benefits and their Worker’s Comp administration to different companies. All of those departments need to be able to share information with each other. If you can have one vendor do all of that for you, allowing you to focus on growing your business, wouldn’t you? What if you could do that while saving money as well? What if in addition to saving money, you could also offload a lot of your tax and employee liability in the process? Can you see why this industry is growing?

    What about compliancy issues? In the last five years, have you seen an increase or a decrease in the amount of regulations imposed on your business? What about the Affordable Care Act? Do you need to be compliant? If not now, will you someday? What does that mean to you? Do you know who to turn to find out?

    There are tons of HR questions that small businesses have, and PEOs—like GMS—have the answers. Ask us anything.

    ***

    “Footbridge to Canary Wharf,” © 2008 Stephen McKay, used under Creative Commons Attribution-Share Alike 2.0 Generic License.

  • Be Prepared for worker's compensation claimsAlthough it’s still warm and the swimming pools are still open throughout Ohio, you’ve probably already started thinking about what needs to be done to prepare for the cold months ahead.

    This preparation for the inevitability of winter is a fact of life in this part of the country. Similarly, because you have some time to prepare for worker’s compensation claims (it takes two years before a claim impacts your premium), you can prepare yourself to mitigate the cost and impact on your BWC premium.

    Follow the tips below to protect yourself in the face of worker’s compensation claims: 

    Preparation Tip 1: Full and Final Settlement

    The most permanent way to address worker’s compensation claims, full and final settlement is an agreement on financial compensation to a claimant. In this scenario, the settlement covers all future medical and indemnity costs in a claim. The employer and the claimant sign the settlement, which is reviewed by the BWC. Once approved, the BWC disburses a check to the claimant.

    Preparation Tip 2: Worker’s Compensation Investigation

    In cases where an employer feels it’s likely that a claimant is working or active while on temporary total disability, a worker’s compensation investigation, which comprises of video surveillance, background checks, and life checks, can be initiated by the employer. Catching a claimant in the act of fraud will terminate the disability compensation.

    Preparation Tip 3: Independent Medical Exams

    Independent medical exams (IME) are assessments which are completed by a physician of the employer’s choosing.  The exam consists of a central idea or question that needs medical clarification. This can range from extent of disability, additional diagnoses allowance, appropriateness of treatment, and whether the claimant has reached a level of maximum medical improvement.  If the examining physician has all available medical information, the report can benefit the employer when the issue is presented to a hearing officer.

    Functional Capacity Exams (FCE) are a more specialized form of an IME in which the claimant’s heart rate is monitored during specific actions such as walking, reaching, or lifting. During these actions, if pain increases, the claimant’s heart rate should increase as well. This testing can provide definitive proof about whether the claimant is telling the truth, and the end report can help set a new range of restrictions or secure a complete return to work.

    Preparation Tip 4: Be Thorough

    Thorough and consistent hearing preparation keep your costs down. In order to present a complete case to a hearing officer, all of the facts should be available to clearly illustrate the employer’s position on a claim. Full medical disclosure, affidavits and statements, in-person testimony, and any additional information provided by the employer is crucial to successful hearing preparation.  Without a clear and convincing argument, the chances for winning the hearing greatly decrease.

    Are you prepared to handle worker’s compensation claims? Not sure where to start? Give GMS a call at 330-659-0100 today. We can help!

  • When I was little my mother always told me that “patience was a virtue”. That was always her response when my sister and I would bother her with the all too famous phrase of “Are we there yet?” during our annual family vacation trips. Little did I know that the phrase she would tell us would come in handy down the road in my career and more specifically, in the realm of unemployment claims management.

    The first thing I ask our clients when discussing a disqualifying separation of an employee is whether they followed their progressive disciplinary policy and if they kept a clear and concise record of the infractions that the employee committed. Every once in awhile they will respond with “Jane Doe was simply a poor worker who couldn’t get the job done. I knew that she wouldn’t be able to improve so I went ahead and let her go.” Because the State of Ohio is an At-Will State, this is perfectly fine and the employer is within their right to do so. Unfortunately, At-Will termination does not equal “for cause” termination, especially when it comes to unemployment claims management and ODJFS. When an employer discharges an employee, the burden of proof that the termination was with just cause is on the employer. Whether you terminated the individual within the first 90 days of employment or 5 years after hire, ODJFS will ask for a thorough record of evidence that establishes the claimant’s actions were a disregard for the standards of behavior the employer can rightfully expect form their employees. This is why having a comprehensive handbook and a thorough progressive disciplinary policy is important.

    First and foremost, have all of your employees sign off on an acknowledgement that states they have read and understood your company handbook. This portion is overlooked more often than not and along with an excerpt of the policy, is the most common document ODJFS will request when investigating a termination. Further, always enact your progressive discipline policy. This often includes verbal warnings, written warnings, performance improvement plans/suspensions, and the eventual termination. The Unemployment Office will look for any excuse to allow a claim, so documenting that you notified the employee of their wrongdoing and provided them with a path of improvement upon their mistakes will show ODJFS that you made a concerted effort to keep the claimant employed and that you use termination only as a last resort. By following these steps you will be able to provide ODJFS a detailed log of information that accurately and factually details the reasons why the termination was for cause.

    I’m proud to say that GMS boasts a 96.7% winning percentage on all “for cause” unemployment claims, which I would largely attribute to our clients following the aforementioned advice. By taking 10 minutes out of your day to explain your handbook or enact a reprimand, you could save as much as $13,000 per claim, something to think about before you decide to terminate an employee without the proper documentation. Patience is not only a virtue, but is also a money saver. 

  • Can you name the top three most frequently cited safety standards by Federal Occupational Safety & Health Administration (OSHA) in fiscal year 2013?

    If you answered fall protection, hazard communication, and scaffolding then you were correct! Out of 3,945 worker fatalities in private industry in calendar year 2012, 775 or 19.6% were in construction

    These statistics remind us that managing the risks involved in operating your business can be more than just paperwork. Employers are responsible for providing a safe and healthy workplace for their employees. One way to make sure the environment is safe is to conduct a safety audit.  

    How to perform a safety audit of your small business. Image “Baby with hard hat, 1959” by Seattle Municipal Archives is licensed CC BY 2.0

    What is a business safety audit?

    Safety audits are a tested and proven method to ensure that small businesses have the right programs in place to reduce incidents and risk to their workers. 

    The United States Department of Labor, Occupational Safety & Health Administration (OSHA) has a small business handbook on safety and management that outlines (in many, many details) how to create, develop, and implement your safety and health management plan. 

    If you take a look, and it seems complicated (maybe even overwhelming) we’re here for you. Contact GMS about our comprehensive risk management services, including OSHA compliance and safety training & inspection

    We can help you identify and avoid risks, where possible, and help you prepare for and respond to the unexpected.

    Small Business Safety Audit Scope

    Your self-inspection should cover safety and health issues in the following areas:

    • Processing, Receiving, Shipping and Storage
    • Building and Grounds Conditions
    • Housekeeping Program
    • Electricity
    • Lighting
    • Heating and Ventilation
    • Machinery
    • Personnel
    • Hand and Power Tools
    • Chemicals
    • Fire Prevention
    • Maintenance
    • PPE
    • Transportation
    • First Aid Program/Supplies
    • Evacuation Plan

    After reviewing the general issue areas, we pulled a few topics and a key question from the checklists to show what to look for in your own safety audits. Once you take a look at the full list you can see how detailed and involved a safety inspection can be.

    Examples of Self-Inspection Checklists 

    Employer Posting
    Are emergency telephone numbers posted where they can be readily found in case of emergency?

    Safety and Health Program
    Do you have an active safety and health program in operation that includes general safety and health program elements, as well as, the management of hazards specific to your work-site?

    Medical Services & First Aid
    Is there a hospital or clinic near your workplace or is there at least one employee on each shift currently qualified to render first aid?

    Fire Protection
    If you have a fire alarm system, is it certified, as required? Is it tested annually?

    Personal Protective Equipment and Clothing
    Are hard hats required, provided and worn where danger of falling objects exists?

    General Work Environment
    Are all worksites clean, sanitary and orderly?

    Exiting or Egress- Evacuation
    Are all exits marked with an exit sign and illuminated by a reliable light source? Are doors, passageways or stairways that look like but are not actually exits clearly marked as non-exits?

    And the list goes on. These lists are by no means all-inclusive and you should add to them or delete items that do not apply to your business. 

    Our ultimate goal is to help you provide your employees with a safe, healthy workplace.  Learn more about how GMS can protect your company from risk today.

    What do you think are the biggest safety concerns for small businesses? Let us know in the comments below.

  • “Keeping the plates spinning,” is an idiom many small businesses use to describe the way they manage their human resource responsibilities. Some outsource HR functions to various companies while some tasks are handled by an in-house team member who has many other job duties

    There’s no need to juggle between outsourcing tasks to multiple companies and attempting to have them work together on your behalf. Professional employee organizations, or PEOs, can help minimize the stress, time and costly resources you spend administering your HR functions by managing: 

     

    Human resources, including employee recruiting and training, performance management, HR audits and more. GMS provides an online system solution to coordinate communication and centralize information. 

    Payroll, by assuming all responsibility and liability for your business taxes. With GMS, you and your employees have constant access to the online payroll service in our secure and easy-to-use web-based system. 

    Competitive benefits at a reduced rate. Attract and retain talented employees with health insurance, 401(k) plans, and other benefits at the rate large companies receive. With more than 20,000 workers, GMS can achieve great economy of scale when purchasing benefits coverage. 

    Risk and liability to prevent and effectively handle problems when they do arise. The risk management experts at GMS can manage Workers’ Compensation programs, unemployment claims, and OSHA safety regulations. 

    When you outsource your administrative duties to a PEO like GMS, your small-to medium-sized businesses can experience the benefits of a big business HR department. You can offer the very best benefits to your employees while saving your company time and money.

    Think you could benefit from a PEO provider? So do we. Let’s talk.