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  • Short-term disability insurance is a crucial benefit that provides employees with financial protection when they are temporarily unable to work due to a medical condition. For employers, offering short-term disability insurance can enhance recruitment efforts, improve employee retention, and contribute to a healthier workforce. 

    This blog will walk you through everything you need to know about short-term disability insurance, including what it covers, its benefits for both employers and employees, supplemental insurance options, and how to integrate it into your benefits package. 

    What Is Short-Term Disability Insurance? 

    Short-term disability insurance replaces a portion of an employee’s income when they cannot work due to non-work-related illnesses, injuries, or medical conditions. Unlike workers’ compensation, which covers work-related injuries, short-term disability insurance provides coverage for medical issues that occur outside of the workplace. 

    What Does It Cover? 

    Short-term disability insurance typically covers conditions that temporarily prevent an employee from working, such as: 

    • Recovery from surgery 
    • Severe illnesses (e.g., pneumonia, COVID-19 complications) 
    • Pregnancy and childbirth recovery 
    • Injuries like fractures or sprains 
    • Mental health conditions requiring hospitalization or extended treatment 

    How Long Does Coverage Last? 

    Most short-term disability policies provide benefits for three to six months, depending on the plan. There is usually a waiting period of seven to 14 days before benefits begin, meaning employees must use sick leave or unpaid time off before their short-term disability coverage takes effect. 

    Is Short-Term Disability Insurance Necessary? 

    Short-term disability insurance can help ensure you and your loved ones are financially supported while you recover. To decide if it’s right for you, consider whether you have enough savings to cover living expenses and medical costs, if you have dependents relying on your income, if you’re at higher risk due to health or job factors, and if you qualify for any disability benefits. Ultimately, the decision depends on your personal circumstances and financial situation. 

    The Benefits of Offering Short-Term Disability Insurance 

    For Employers 

    • Improved recruitment and retention: A strong benefits package, including short-term disability insurance, can set your company apart in a competitive job market. Employees are more likely to stay with a company that offers financial security in case of medical emergencies. 
    • Increased productivity: Employees with access to short-term disability benefits are more likely to take the necessary time to recover before returning to work, reducing the risk of prolonged absences due to untreated conditions. 
    • Reduced turnover costs: Employees who feel supported during medical hardships are more likely to stay with their employer, reducing turnover costs associated with hiring and training new workers. 

    For Employees 

    • Financial stability during recovery: Short-term disability insurance provides a percentage of an employee’s income (typically 50-70% of their salary) during their leave, allowing them to cover essential expenses like rent, utilities, and medical bills. 
    • Peace of mind: Knowing they have financial support while recovering allows employees to focus on their health without the stress of lost wages. 
    • Faster return to work: Employees who can afford proper medical care and recovery time are more likely to return to work in a healthier, more productive state. 

    Supplemental Insurance Benefits 

    Some businesses offer short-term disability insurance as a supplemental benefit, meaning employees can opt into coverage and pay premiums themselves. This approach allows businesses to provide an essential benefit without increasing costs. 

    Additionally, employers can enhance their benefits package by offering supplemental insurance options, such as: 

    • Long-term disability insurance: Provides coverage for extended medical leaves lasting six months or longer. 
    • Accident insurance: Covers medical expenses related to unexpected injuries. 
    • Critical illness insurance: Offers financial support for serious illnesses like cancer, heart disease, or stroke. 

    By giving employees access to these supplemental benefits, businesses can create a well-rounded benefits package that supports workforce well-being. 

    Short-Term Vs. Long-Term Disability Insurance 

    Short-term disability insurance provides coverage for a limited period, typically up to six months, for disabilities that temporarily prevent you from working. It helps replace a portion of your income during recovery from illnesses, injuries, or surgeries. 

    On the other hand, long-term disability insurance offers coverage for extended periods, often several years or until retirement age, for disabilities that significantly impact your ability to work long-term. It provides a more substantial income replacement to support you over a longer duration. 

    How to Integrate Short-Term Disability Insurance into Your Benefits Package 

    If you’re considering adding short-term disability insurance to your employee benefits, follow these steps to ensure a smooth integration: 

    1. Assess Employee Needs

    Survey your employees or analyze past leave requests to determine whether short-term disability insurance would be valuable for your workforce. 

    1. Choose the Right Coverage

    Work with an insurance provider or a professional employer organization (PEO) like Group Management Services (GMS) to find a plan that aligns with your company’s budget and employee needs. 

    1. Communicate the Benefits Clearly

    Ensure employees understand: 

    • What the coverage includes 
    • How to enroll 
    • How to file a claim when needed 
    1. Partner with a PEO for Simplified Benefits Administration

    Managing short-term disability insurance and other benefits can be complex, especially for small and mid-sized businesses. GMS simplifies benefits administration by: 

    • Connecting you with top insurance providers 
    • Handling enrollment and claims processing 
    • Ensuring compliance with federal and state regulations 

    How GMS Can Help 

    At Group Management Services (GMS), we specialize in helping small to midsize businesses implement cost-effective, comprehensive benefits packages that include short-term disability insurance. 

    Why partner with GMS? 

    • Competitive rates: Access to top insurance providers for competitive rates. 
    • Tailored solutions: Customized benefits solutions tailored to your company’s needs. 
    • Big business health benefits: Greater buying power through economies of scale. 

    Our Master Health Plan (MHP) offers access to one of the largest national networks, providing significant savings on both employee and family premiums. 

    Offering short-term disability insurance is a smart investment that enhances your company’s appeal, supports employee well-being, and creates a more productive workplace. Let GMS help you design and implement a benefits package that works for your business and your employees. 

    Ready to learn more? Contact GMS today to explore your options! 

  • 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.

  • 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. 

  • Human resources (HR) is undeniably in a state of change. A convergence of global volatility, skills shortages, and higher C-suite expectations have left many HR teams asking the same question: How do we pivot from a reactive business to a ready one?

    Forward-thinking HR departments are paving the way by focusing on six core priorities: 

    1. Flow 

    Embedding HR in the organization’s strategy means that the “value” HR operationally provides flows across the entire enterprise, shaping decisions not just in HR but also in finance, operations, and leadership. Rather than being siloed, HR must be at the center of business decision-making. 

    2. Digital 

    Legacy processes and disconnected systems hamper the employee experience and slow time-to-hire. Model HR departments adopt a beyond-implementation mentality, focusing on integrated, seamless solutions that help employees collaborate, learn, and work more efficiently. 

    3. Analytics 

    Data can answer the real questions the business is asking, around engagement, retention, skill needs, and strategic objectives. Leading HR organizations do more than just tracking dashboards; they blend HR data with finance or operations metrics to unlock deeper insights. 

    4. Talent 

    Managing and developing skills is foundational in an ultra-competitive labor market. Forward-thinking HR teams experiment with talent marketplaces, skill matching, and real-time development. Shift from a job-based approach to a skills-based approach, ensuring the right people can plug into the right opportunities quickly. 

    5. Purpose 

    Today’s employees want more than just a paycheck; they want to align with a company’s mission and values. It’s ideal to utilize HR to integrate environmental, social, and governance (ESG) initiatives, achieve net zero goals, and embed broader organizational purposes into daily operations, enhancing engagement and brand reputation. 

    6. Wellbeing 

    People operating in high-stress, rapidly changing environments can’t sustain performance without a holistic approach to mental, physical, and emotional health. Future-fit HR invests in innovative well-being programs, from flexible schedules to mental health support, to help employees and the business thrive. 

    Why HR Data Is The Key To Strategic Decisions 

    Data is the engine driving clarity in the constantly changing working world. Historically, HR was left out of strategic decisions due to a lack of credible analytics. Now with the rise of more advanced HR technologies, it’s becoming imperative to include their insights. 

    Analytics are a competitive advantage 

    • Better business outcomes: HR Data isn’t just for tracking turnover or cost-per-hire; it can reveal deep organizational insights into productivity, training return on investment (ROI), or workforce planning. 
    • Leadership buy-in: Presenting HR data in terms of direct financial or operational metrics helps HR secure executive support. 

    Turning data into action 

    • Focus on integration: Merging HR data (e.g., turnover, performance) with operational data (e.g., revenue or project outcomes) yields strong evidence for planning. 
    • Predictive insights: Data can forecast churn, spot high-potential candidates, and identify risk areas, truly future-proofing the workforce strategy. 

    Single source of truth 

    • Data quality and alignment: Many organizations still face management misunderstandings about data’s value. Overcoming these hurdles, by ensuring data is accurate, governed, and well-presented, reinforces HR’s credibility. 
    • Cultural shift: Building a data-driven mindset in HR fosters consistent, evidence-based decisions, from hiring to performance management. 

    Nineteen HR Metrics To Supercharge Your Function 

    Bridging the strategic approach and data-driven mindset requires practical metrics. Below is a quick snapshot of some key HR metrics to track: 

    1. Time to hire: Measures recruiting efficiency. High values may indicate a cumbersome process or poor candidate experience. 

    2. Cost per hire: Helps track ROI in recruiting methods and indicates how well the recruitment budget is managed. 

    3. Quality of hire: Evaluates new hire performance, cultural fit, and retention, reflecting the effectiveness of your talent strategy. 

    4. Early turnover (first-year turnover): Pinpoints where mismatches occur before employees fully ramp up. 

    5. Turnover rate: Differentiating between high-performer and low-performer turnover can guide targeted retention strategies. 

    6. Performance & potential: Tools like the “9-box grid” help you map future leaders and identify skill gaps. 

    7. Revenue per employee: Illustrates overall workforce productivity and the financial impact of your talent. 

    8. Billable hours per employee: Key for professional service firms, ties directly to revenue and capacity planning. 

    9. HR to employee ratio: Shows how effectively HR resources are allocated. 

    10. Effectiveness of HR software: Adoption, active users, and retention reflect how well systems are integrated. 

    11. Absenteeism: High rates may signal stress, dissatisfaction, or health issues. Early detection can prevent bigger problems. 

    12. Training expenses per employee: Measures the investment in continuous learning, which can correlate with retention and agility. 

    13. Overtime expenses: Potential sign of resource constraints, sometimes linked to burnout or suboptimal scheduling. 

    14. Engagement rating (e.g., employee Net Promoter Score (eNPS)): Tracks employee sentiment, a direct driver of performance and advocacy. 

    15. Employee satisfaction: Captures workforce contentment, often measured via surveys covering workload, environment, and career growth. 

    16. Leadership effectiveness: 360-degree reviews or performance data to ensure leadership drives team success. 

    17. Time since last promotion: Long intervals might hint at career stagnation or flight risks among high potentials. 

    18. Soft HR metrics: Qualitative measures (e.g., manager communication effectiveness) can complement numeric data. 

    19. Single source of truth: Ensuring all HR data is integrated is itself a “meta-metric” that can drastically increase analytics power. 

    Putting It All Together: Next Steps For HR In 2025 

    Embed HR in the flow of work 

    • Act as a strategic partner, linking your function’s analytics with overall business goals. 
    • Co-create solutions with finance, operations, and the C-suite. 

    Double down on analytics 

    • Identify the top ten metrics that matter most to your organization, then measure, compare, and present them consistently. 

    Prioritize talent & well-being 

    • Offer upskilling and career development programs that fulfill both company and employee goals. 
    • Design well-being initiatives that address mental, physical, and emotional health, preventing burnout and improving retention. 

    Cultivate purpose & digital strategy 

    • Align your HR roadmap with your organization’s purpose, including ESG and sustainability goals. 
    • Evaluate and upgrade digital tools for a better employee experience and more effective processes. 

    Monitor & refine with key metrics 

    • If you see high early turnover, reevaluate your onboarding or selection process. 
    • If revenue per employee is dipping, cross-check engagement and skill data to realign your workforce strategy. 

    Strengthening Your HR Systems 

    The era in which HR becomes a connected, analytics-led, future-focused function is accelerating. By blending insights from HR data and implementing a robust set of metrics, you can shape an HR function that actively drives business strategy. 

    Remember, each organization’s journey is unique, but the overarching message is clear. Invest in digital tools, glean real insights from analytics, build HR’s strategic credibility, and keep the workforce’s well-being at the heart of everything you do. That is the surest path to success in 2025 and beyond. 

    At Group Management Services (GMS), we provide small to midsize businesses (SMBs) with tailored HR services that allow the company to focus on what really matters, growing their business. 

    Ready to accelerate your HR transformation? Contact us to explore how GMS can provide you with HR services that truly move the needle. 

  • Each year, the Internal Revenue Service (IRS) releases revised forms to help individuals and businesses correctly handle federal income tax withholding. For 2025, the IRS has published updated versions of:

    • Form W-4: Employee’s withholding certificate
    • Form W-4P: Withholding certificate for periodic pension or annuity payments
    • Form W-4R: Withholding certificate for nonperiodic payments and eligible rollover distributions

    Below is an overview of each form, how they differ, and what employers should keep in mind.

    Form W-4: For Employees’ Wage Withholding

    Who uses it: Active employees earning wages or salaries.

    Purpose:

    • Informs an employer how much federal income tax to withhold from each paycheck.
    • Reflects an employee’s filing status, multiple jobs, dependents, and any additional withholding amount.

    2025 updates/reminders:

    • There is a minor tip reminding employees about the IRS tax withholding estimator.
    • The “Multiple Jobs Worksheet” (on page 3) includes updated wage thresholds for 2025.
    • Employees who haven’t adjusted their withholding since 2019 are encouraged to submit a fresh W-4 to help ensure accurate tax withholding.

    Employer tip:

    • Prompt employees to review their Form W-4 annually or whenever significant life changes occur (e.g., marriage, divorce, birth of a child).

    Form W-4P: For Periodic Pension Or Annuity Payments

    Who uses it: Individuals receiving periodic (regularly scheduled) pension or annuity distributions (e.g., monthly retirement benefits).

    Purpose

    • Tells the pension or annuity payer (often a plan administrator) how much federal income tax to withhold from each periodic payment.
    • Mirrors many of the W-4 adjustments but specifically pertains to retirement income streams rather than employee wages.

    2025 updates/reminders:

    • No major changes from the prior year, but the new form includes references to using the IRS’s tax withholding estimator (particularly beneficial for partial-year or more complex retirement scenarios).
    • Starting in 2023, payees had to switch to the “redesigned” W-4P or W-4R. This continues in 2025, so ensure retirees/pensioners are using the correct new version.

    Employer (or Plan Administrator) tip:

    • Clarify for retirees that Form W-4P only applies to periodic pension or annuity distributions. For one-time or lump-sum retirement distributions, see Form W-4R.

    Form W-4R: For Nonperiodic Payments And Rollovers

    Who uses it: Individuals receiving nonperiodic distributions or eligible rollover distributions from qualified retirement plans, IRAs, annuities, etc.

    Purpose:

    • Governs how much federal income tax is withheld from lump sums or other nonperiodic distributions, including rollover distributions (those not being paid out on a recurring schedule).
    • Often associated with a flat percentage approach.

    2025 updates/reminders:

    • Also lightly updated for 2025, with references to the IRS tax withholding estimator for more precise calculations.
    • For many nonperiodic payments, the withholding default rate may be 10% or 20% (depending on the distribution type), unless the payee specifies a different arrangement on Form W-4R.

    Employer (or Plan Administrator) tip:

    • If your business or plan pays out one-time distributions, ensure recipients understand that Form W-4R must be submitted if they wish to adjust from the default withholding percentages.

    Differences At A Glance

    Form

    Primary User

    Payment Type

    Key Notes

    W-4

    Employees with wages

    Regular wages/salaries

    Employees give this to their employers to set paycheck withholding

    W-4P

    Retirees receiving pensions

    Periodic annuity/pension

    Payees file with the plan administrator for ongoing retirement payments

    W-4R

    Recipients of nonperiodic/lump sums

    One-time distributions

    Covers distributions such as lump-sum or rollover from retirement plans

    Tips For Employers

    1. Educate your workforce
      • Provide guidance on which form is relevant. For instance, employees actively working for you submit W-4; retirees collecting monthly pension checks submit W-4P.
    1. Stay current on IRS changes
    1. Encourage updates after major life events
    • Marriage, divorce, or adopting a child may warrant a new Form W-4 or W-4P to ensure proper withholding.
    1. Distinguish between periodic and nonperiodic
    • Periodic = Repeated payments on a set schedule (W-4P).
    • Nonperiodic = One-time or lump-sum distribution (W-4R).
    1. Use reliable collection processes:
    • Keep digital or paper records consistent, and ensure new forms are collected whenever employees or payees want to change withholding amounts.

    Conclusion

    Navigating the IRS’s 2025 updates for Forms W-4, W-4P, and W-4R is crucial to maintaining accurate tax withholding for both wages and retirement distributions. Familiarize yourself with the specific scenarios each form addresses, encourage your employees and retirees to review their withholding decisions, and utilize the IRS’s online tools for best results.

    Even when you have a good understanding of each payroll form, the time and effort it takes to complete them and manage your payroll can put a serious dent in your schedule. That’s why many owners turn to Group Management Services (GMS) to handle payroll administration for their small business. Our experts take an active approach to managing your payroll so that you can spend your time growing your business instead of struggling with forms and tax calculations.

    Need assistance managing withholdings or other payroll processes? Get in touch with GMS today to see how we can support you with a streamlined, comprehensive payroll solution.

  • Employers are exploring how devices like smartwatches, rings, helmets, and other “wearables” can reduce injuries, boost performance, and track employee productivity. While these tools can yield significant benefits, they also carry legal risks if employers collect or use personal data in ways that violate anti-discrimination laws. Below, we’ll explore the key considerations and best practices for adopting wearables at work while staying compliant.

    Why Wearables Are On The Rise

    Nearly two-thirds of employees would be willing to use wearable devices if it helped them do their jobs better. From a smartwatch that monitors employee fatigue to an exoskeleton that relieves physical strain, wearables can drive tangible advantages:

    • Improved safety: By flagging early signs of fatigue or discomfort, wearables can prevent injuries in high-risk industries like construction and manufacturing.
    • Enhanced productivity: Smart glasses and helmets can deliver real-time instructions or detect errors on the line, reducing downtime.
    • Worker well-being: Many companies use devices to encourage healthy habits (step counting, heart rate monitoring, etc.) as part of broader wellness initiatives.

    But There’s A Legal Catch

    Recent guidance from the U.S. Equal Employment Opportunity Commission (EEOC) warns that employers must tread carefully when using wearable devices that collect health or biometric data. Certain data collection may be considered a “medical examination” or “disability-related inquiry” under the Americans with Disabilities Act (ADA) – and the ADA has strict limitations on when, why, and how such examinations may occur.

    Potential ADA Pitfalls

    • Unintended medical exams:

    If your device tracks an employee’s heart rate, blood pressure, or other physical/mental conditions, you may be inadvertently conducting an ADA-governed “medical examination”.

    • Disability-related inquiries:

    If you require employees to explain certain health metrics or conditions revealed by the wearable, you could be making disability-related inquiries, permitted only under tightly defined circumstances (e.g., job-related and consistent with business necessity).

    • Data storage:

    The ADA mandates that any medical or disability-related data be stored separately from general personnel files and treated as confidential.

    Nondiscrimination Obligations

    Employers must also comply with other federal and state EEO laws, such as Title VII, the Pregnancy Discrimination Act, and the Genetic Information Nondiscrimination Act (GINA). For instance:

    • Unequal impact: If wearable data is less accurate for employees with darker skin, but you use that data to make adverse decisions, it may constitute unlawful discrimination.
    • Pregnancy or family health: Firing or reassigning a pregnant worker based solely on wearable-collected health data could lead to a discrimination claim.
    • Genetic information: Accidentally gleaning details about an employee’s family medical history can violate GINA if the information is used to make employment decisions.

    How To Adopt Wearables Responsibly?

    1. Define your purpose – then limit collection

    Ask yourself: Why am I using wearables? Is it purely safety-related (e.g., identifying high-risk behaviors), or is it also about wellness incentives? Nail down the rationale, then collect only the data points necessary to achieve that goal. Using a watch or band just to see if people are “working hard enough” can quickly cross into ADA or privacy minefields.

    1. Keep it voluntary or prove “business necessity”

    Most safety-related wearable usage in high-risk jobs can often be justified as job-related and consistent with business necessity. Otherwise, keep your program voluntary. When wearables are part of an optional wellness program:

    • Ensure it’s truly voluntary: Establish that there is no undue pressure or negative consequences if an employee opts out.
    • Offer an alternative: Provide a reasonable accommodation or alternate method for employees who can’t or won’t use the device.
    1. Protect confidential data

    Whether you’re collecting heart rate or geolocation, treat it like the sensitive information it is:

    • Segregate medical files: If the data is health-related, store it in separate medical files as mandated by the ADA.
    • Control access: Only authorized personnel (such as human resource (HR) or occupational health staff) should view personally identifiable health data.
    • Prevent illegal disclosures: Don’t share health metrics with managers responsible for promotions or discipline, unless there’s a strict, lawful need to know.
    1. Avoid disparate treatment

    Ensure that wearable policies apply across the board, or at least follow a clear, neutral standard (e.g., all forklift operators or all employees in a certain high-risk area). Requiring only one demographic group to wear a device could be discriminatory.

    1. Communicate openly about privacy

    Transparency fosters trust. Let employees know:

    • Exactly what data is being collected.
    • How it’s used (Safety metrics? Wellness incentives?)
    • Who sees it and why.
    • What their rights are if they have concerns or want to opt out, if applicable.

    In some states, like California, you may also need to provide formal notice outlining these details.

    Balanced Risk And Reward

    If done right, workplace wearables can be a powerful tool for:

    • Reducing on-the-job injuries
    • Boosting efficiency
    • Improving employee wellness

    But any data that touches health or biometric details is legally sensitive. The U.S. EEOC’s latest fact sheet underscores how crucial it is for employers to align wearable usage with anti-discrimination and disability accommodation laws.

    How GMS Can Help

    • Policy review and crafting: Our HR experts can design wearable device policies that comply with ADA, GINA, and state-specific laws.
    • Compliance training: We’ll train managers to avoid discriminatory practices, from collecting the wrong data to using metrics for improper reasons.
    • Secure data management: We’ll provide proprietary technology for storing health-related information confidentially and prevent unauthorized access.

    By partnering with Group Management Services (GMS), you’ll have a team that understands the complexities of workplace tech adoption. We’ll help you implement wearables in a way that safeguards employee privacy, reduces risk, and promotes a safe, productive environment.

    Contact GMS today to learn how our HR and compliance experts can keep you exploring wearable tech solutions safely.

  • In this blog, we will go over how to navigate Ohio’s new minimum wage law and what your business needs to know to stay compliant and competitive in 2025.

    The state minimum wage is scheduled to rise from $10.45 to $10.70 per hour on January 1, 2025, while the hourly rate for tipped employees will go from $5.25 to $5.35. This shift is driven by a 2006 constitutional amendment requiring automatic, inflation-based adjustments to the minimum wage. Although 25 cents might seem minimal, it can have real implications for your staffing costs, compensation structures, and overall compliance strategy.

    Let’s break down the core details of this new law and address key steps to ensure your business is ready.

    What’s Changing

    Non-tipped employees

    • 2024 rate: $10.45 per hour.
    • 2025 rate: $10.70 per hour.
    • Who it covers: Employees of businesses with annual gross receipts exceeding $394,000 per year (up from $385,000 in 2024).

    Tipped employees

    • 2024 rate: $5.25 per hour.
    • 2025 rate: $5.35 per hour.
    • Who it covers: Employees who customarily and regularly receive more than $30/month in tips. Employers can use a tip credit, provided the combined cash wage plus tips meets or exceeds $10.70/hour.

    Small businesses and younger workers

    • Small employers: If your business has annual gross receipts of $394,000 or less, you’ll follow the federal minimum wage of $7.25/hour.
    • 14- and 15-year-olds: Must also be paid at least $7.25/hour.

    These changes stem from Ohio’s constitutional amendment (II-34a), which links annual minimum wage increases to the Consumer Price Index for Urban Wage Earners and Clerical Workers (CPI-W). According to state data, the CPI-W increased by 2.4% from September 1, 2023, to August 31, 2024, which triggered the $10.70 and $5.35 rates for 2025.

    Who’s Impacted By The 25-Cent Hike

    On the surface, a quarter raise might not sound substantial – but it still makes a difference:

    Directly affected workers

    About 112,700 Ohioans earning below $10.70 will see an immediate pay increase.

    Indirectly affected workers

    Employers often adjust wages for staff making slightly above $10.70 to maintain equitable pay scales, potentially affecting another 200,000 employees.

    Tipped employees

    Roughly 97,700 tipped workers will be directly or indirectly impacted as the tipped rate jumps to $5.35/hour, plus any additional tip credit to reach the full minimum.

    For small to midsize businesses (SMBs), these increases can influence everything from your bottom line to your competitive standing in Ohio’s labor market. Think about how a modest wage increase might help you retain talent or attract new hires, given that surrounding states may have their own wage adjustments, or none at all.

    Why The Increase Matters

    Keeping pace with inflation

    Ohio is one of 20 states and D.C. that tie the minimum wage to inflation, aiming to preserve workers’ purchasing power. Prices have jumped by 22.7% in the past five years, though recent inflation rates have cooled to about 2.9%. This annual wage adjustment helps lower-income families cope with the rising cost of living.

    Impact on family incomes

    According to research, over 28% of Ohio families living below the federal poverty line will see a paycheck boost. It can be easy to underestimate how $0.25/hour adds up over a year, but for many low-wage workers, every cent counts, especially as they face rising housing, food, and transportation costs.

    Potential ripple effects

    Employees already earning slightly above $10.70 may expect a wage increase for fairness and morale. Failing to adjust could cause frustration or turnover. At the same time, these increases can strain payroll budgets if you haven’t planned ahead, highlighting the importance of forecasting labor costs well in advance.

    Key Compliance Steps

    1. Evaluate gross receipts

    Determine if your annual gross receipts exceed $394,000. If so, you must pay at least $10.70 (or $5.35 plus tips). If not, you’ll follow the federal rate of $7.25.

    1. Update your payroll systems

    Make sure any software or platform you use for employee wages is prepared to automatically update hourly rates come January 1, 2025.

    1. Adjust pay scales where needed

    Employees who earn just above $10.70 may expect an increase to maintain fairness. Review your internal pay structures or consult with an HR expert about how best to handle this.

    1. Revise tipped policies

    If you use the tip credit, confirm that tips plus the new $5.35/hour combine to meet or exceed $10.70/hour. Keep accurate tip records to meet regulatory standards and prevent disputes.

    1. Overtime obligations

    Remember, you must still pay time-and-a-half for hours exceeding 40 in any given week, unless you gross under $150,000 annually (Ohio’s threshold for certain overtime exemptions).

    How GMS Can Help

    Navigating wage hikes might sound straightforward – just pay the higher rate, right? But these changes often trigger a series of administrative hurdles, from updating payroll and revising tip policies to ensuring compliance for younger workers. That’s where Group Management Services (GMS) comes in:

    • Expert HR guidance: GMS stays on top of changing minimum wage laws, payroll regulations, and other employment mandates, so you don’t have to. We’ll help you figure out compliance and coach you on any next steps.
    • Integrated payroll solutions: GMS can help you avoid manual errors or outdated pay rates. Our payroll services adjust for new wage laws and maintain accurate records, so you can avoid penalties.
    • Employee classification and documentation: If you’re unsure whether an employee qualifies as a “tipped” worker or need assistance with documentation, GMS can provide clarity and guidance.

    When you partner with GMS, you gain a dedicated team that takes care of HR complexities, allowing you to focus on running your business. Contact GMS to streamline your payroll, ensure full compliance, and keep your business growing.

  • Stay alert, stay genuine, and stay engaged: a straightforward guide to understanding why employees quit and what you can do to inspire them to stick around. 

    The so-called “war for talent” isn’t new. Employers have been grappling with high turnover and disillusioned workers for decades, even before the days of remote work, employers have dealt with “quiet quitting” or the brewing threat of “revenge quitting.” Many leaders still rely on old-school retention tactics, like salary bumps or flashy perks. Yet these quick fixes rarely address the deeper reasons people leave. Underneath all the salary negotiations and office perks, employees are on a personal journey, searching for alignment, growth, trust, and meaningful work. 

    So, if your workforce feels like a revolving door, it may be time to rethink how you engage, manage, and develop your team. Let’s break down what truly pushes employees to leave, and how you can create an environment that encourages them to stay. 

    Why People Really Quit

    If you ask someone why they left their job, you might get a polite, surface-level answer. Perhaps they wanted a raise, a shorter commute, or a perk their old job didn’t offer. But the real reasons often run deeper: 

    1. They’re not making the progress they want 

    According to research, employees often leave because they’re not getting the kind of progress they’re seeking in work and life. This could mean feeling stuck in a dead-end job, craving more control over their responsibilities and schedule, longing for better alignment between their skills and their role, or simply wanting to take the next step in their career. 

    People join companies hoping to learn, grow, and improve their lives professionally and personally. If your workplace doesn’t support their quests for progress, they’ll look elsewhere. 

    2. Boredom and burnout 

    A job that’s too routine, repetitive, or void of challenge leaves employees feeling restless. Add in the risk of burnout, where once-engaged staff end up cynically drained and apathetic, and you’ve got a recipe for high turnover. Monotony, exhaustion, and feeling stunted in their roles push employees to search for more stimulating or sustainable work. 

    3. Toxic or unsupportive cultures 

    If your employees don’t trust their managers or feel genuinely valued by the organization, no amount of foosball tables, wellness stipends, or pay raises will make them stay. Disrespectful culture, poor communication, and lack of recognition quickly drive people to the exit. As research shows, feeling disrespected or misaligned with company values is a powerful push factor, while supportive leadership and strong teams are major reasons people join and stay. 

    4. Rigid policies that don’t fit their lives 

    The world is more flexible than ever. If companies insist on in-person requirements or fail to offer flexible work arrangements, employees may seek out opportunities with more balance. Currently, employees with remote options or flexible schedules are reluctant to give them up. 

    5. Building resentment and “revenge quitting” 

    “Revenge quitting” is the pent-up frustration employees feel when they believe big business has ignored them, their well-being, or their career progression for too long. If you fail to recognize potential or fan the flames of burnout, resentment builds. Eventually, workers walk out; sometimes abruptly, and sometimes as soon as a better offer appears. 

    How To Keep Employees Engaged And Committed 

    Stopping employees from leaving isn’t just about throwing money at the problem. It’s about creating a workplace that helps them make real progress in their lives. Here’s how: 

    1. Dig deeper with “early” interviews 

    Don’t wait for the exit interview because by then, it’s too late. Talk to employees about their previous roles and what motivated them to leave those jobs. Understand the forces, the pushes and pulls, that guided their last career move.  

    • What caused them to hit their breaking point?  
    • What drew them to your company in the first place? 

    Use these insights to tailor their work experience so it aligns with their career goals and development needs. 

    2. Design roles that reflect reality and ambition 

    Traditional job descriptions are often vague, one-size-fits-all lists that fail to capture the role’s true nature. Create descriptions that reflect the actual tasks and experiences employees will have. Show them how their daily work makes an impact on customers, the business, or their own career path. Then, be flexible: 

    • Could you let a project manager spend a day a week on a special assignment that matches their passion? 
    • Could you break down roles into smaller pieces so employees can choose work that matches their skills and developmental goals? 

    3. Collaborate with HR for more meaningful development paths 

    Partner with human resources (HR) to systematically address their employees’ desire for progress. During onboarding, explain how your organization supports flexible career growth. Encourage regular check-ins focused not just on performance but also personal development and life changes. Consider talent marketplaces or short-term “gig” opportunities within the company. Let employees try different areas of the business, develop new skills, and forge new connections. 

    4. Empower managers who “get it” 

    All the policies in the world won’t help if frontline managers undercut them. Since managers are often the single biggest factor in retention, ensure they have training in empathetic communication, feedback, and career coaching. Evaluate leaders not just on key performance indicators (KPIs) or revenue, but on how well they support their team’s growth, flexibility, and well-being. 

    5. Walk the talk on work-life integration 

    Offer flexible hours, remote options, and genuine support for personal responsibilities. If you promise a better balance, follow through. Model boundaries from the top: CEOs and executives should show their commitment to employee well-being by taking paid time off (PTO) without guilt and respecting after-hours quiet time. 

    6. Acknowledge and reward potential 

    Promote employees who show true leadership potential, not just top performers who aren’t interested in guiding others. Develop mentorship or sponsorship programs so people gain the skills they need for the future. Recognize achievements, big or small, and show appreciation for the unique strengths and contributions everyone brings. 

    By Helping Employees Win, You Win Too 

    People don’t leave because of one bad day or a slightly better paycheck elsewhere. They leave because, over time, they realize their current job no longer supports their personal quest for progress. Maybe they’re stuck in a rut, working under a manager who doesn’t value them, or struggling to balance work with personal obligations. Maybe the culture feels toxic, or the company’s priorities feel misaligned with their own. 

    The key is to act now, not after your best performers have submitted their resignations. Working with a professional employer organization (PEO) like Group Management Services (GMS) can make all the difference. GMS streamlines HR functions, handles administrative complexity, and frees you up to focus on what really matters: building an environment where employees thrive. GMS provides the support you need, whether it’s: 

    • Guidance on crafting better job descriptions 
    • Training managers to nurture talent 
    • Setting up flexible work policies 

    Ready to empower your workforce and reduce turnover? Contact GMS today. Our comprehensive HR solutions, payroll services, and benefits administration can help you create the kind of workplace where people don’t just join, but stay and excel. Because when your employees flourish, so does your business.