WageWatch Ibrief Blog


Blog Archives


Covid 19 - Workplace

My employee has exhibited signs of Covid-19, has been around others who have, or has tested positive for COVID-19—Now What?

As the House re-sends a slightly re-tooled emergency COVID-19 Bill to the Senate, many Employers are left wondering, “How do I deal with employees in the workplace who have come in contact with a COVID-19 person, who are exhibiting signs and symptoms of COVID-19, or have tested positive for COVID-19.”

First of all, please remember that your Human Resource Department along with frontline Supervisors, Managers and the like should re-familiarize themselves with the company’s plans and policies concerning PTO, sick pay, vacation time or any company benefits impacted. While, as of the writing of this article, the nation has no federally required emergency amended FMLA, paid sick leave or other time off, a company may want to implement its own emergency plan to address employees being absent from work. This may include relaxing parameters for how and when employees may use the existing company provided benefits. For example:

  • In Arizona, employees under the state mandated paid sick leave may not be able to use such sick leave until their 91st day of employment. Perhaps the employer may want to relax this requirement in an effort to persuade new employees, who may feel financial pressure to keep working, to stay home.
  • If your company policy for vacation time allows it to be used only for vacation and not sick time, perhaps you decide to make an allowance in this environment that any time off accrued can run afoul for what it was originally intended.

These are just but two examples of how companies can incentivize employees and build morale, within its own company issued benefits to keep employees at home and its workplace healthier in this unprecedented time.

But what does a company do if an employee suddenly falls ill [who has been at work] or informs you that he/she may have come in contact with a COVID-19 infected person or, tested positive for COVID-19? A company may want to consider any or all of the steps below:

  1. Instruct that employee to stay home for at least the recommended quarantined time of 14 days and encourage them to contact a qualified health professional
  2. Ask the employee when he or she first noticed symptoms
  3. Determine an approximate window prior to the first noticed symptoms identified in #2: a 14-15 day window prior to the date the employee indicated any “first” symptoms.
  4. Ask the employee to recall his or her movements at the company from the date the window in #3 establishes to the date he or she was mandated to stay at home by the company. Those areas of the company should be disinfected.
  5. Ask the employee to recall employees and/or clients he or she may have come in contact with from the date the window in #3 establishes to the date he or she was mandated to stay at home by the company.
  6. Contact the employees identified in response to #5 WITHOUT DISCLOSING THE INFECTED EMPLOYEE’S NAME. Advise them of the situation and have them stay home for a 14 day self- quarantine as well as encourage them to reach out to a health care provider to be tested.

To the extent possible, and if not already considered, all employees that have the capability to work from home, should be working from home in this type of environment. Also remember clear, concise and open communication to calm the workplace is needed.

Guest Blog Editor:  Spognardi Baiocchi LLP, is a law firm dedicated to partnering with companies of all sizes to find solutions for labor, employment, human resources, and general business needs.  www.psb-attorneys.com.

WageWatch offers accurate, up-to-date benefit surveys, salary surveys and pay practice data that will allow you to stay current.  This information is highly beneficial in creating the best salary and benefits packages that meet or rival the industry standards.  For more information on our services, please call WageWatch at 888-330-9243 or contact us online.




  1. What were the names of the turkeys given to the White House this year?

  2. In what year was the first Thanksgiving Day celebrated?

  3. What President declared Thanksgiving a national holiday?

  4. What year was the first Macy’s Day Parade?

  5. What was the first year the NFL games were played on Thanksgiving?

  6. What is the average cost to feed a 10-person Thanksgiving dinner in 2019?

  7. What U.S. towns have the name of Turkey?

  8. What percentage of Americans celebrate Thanksgiving?

  9. How many questions does Butterball answer on their hotline every year?

  10. What is the average Thanksgiving Day on-line shopping expenditure?

    Answers:  1) Bread & Butter; 2) Year-1621; 3) President Lincoln declared on 10-3-1863; 4) Macy’s parade launched 1924; 5) First NFL game-1920; 6) Cost-$48.90; 7) Turkey Creek, LA, Turkey, TX, Turkey, NC, & Turkey Creek, AZ; 8) 96% Celebrate; 9) 100K+ Answers; 10) $3.7 Billion spent in 2018 (a 37% increase from 2017).

    We wish you a Happy Thanksgiving Holiday!  Your Friends at WageWatch
    Link to Newsletter


Ind Contractor-ABC

An independent contractor is an individual who does work for another individual or company but is not an employee of the firm that is paying them.  These individuals need to abide by a series of laws and regulations in their business transaction—following both federal and state-level directives.

Most states have regulations about the status of independent contractors.  States have fines and penalties for not correctly classifying a worker for state employment and wage status.  More states are tightening up the requirements to make it more difficult to call a worker an independent contractor.

Last year, the California Supreme Court issued a landmark decision in the matter of Dynamex Operations West, Inc. v. Superior Court of Los Angeles.  On September 18, 2019, Gavin Newsom, the Governor of California, signed into law the California Supreme Court’s decision in Dynamex v. the Los Angeles Superior Court regarding the test to determine whether an employee is an independent contractor.

California joined Massachusetts and New Jersey in establishing the “ABC” test as the relevant standard for distinguishing between employees and independent contractors for purposes of applying California wage and hour laws.

The ABC test requires three tests to be met:

  1. The worker must be free from control and direction of the hiring entity.
  2. The worker must be performing work that is outside the scope of the employer’s business
  3. The worker must be “customarily employed” in the same type of work as that being performed for the hiring entity.

The adoption of the ABC test by the three states has significantly narrowed the category of workers who can be treated as independent contractors.  It is the (B) prong of the ABC test that in many instances, is problematic; it favors a worker-friendly standard that may upend the existing independent contractor labor market.

While this has been the law in California for over a year, the codified version expands the reach to non-wage order claims and holds harsher penalties.

WageWatch offers accurate, up-to-date benefit surveys, salary surveys and pay practice data that will allow you to stay current.  This information is highly beneficial in creating the best salary and benefits packages that meet or rival the industry standards.  For more information on our services, please call WageWatch at 888-330-9243 or contact us online.

Posted in Uncategorized on September 25th, 2019 · Comments Off on INDEPENDENT CONTRACTOR LAWS – CALIFORNIA SIGNS BILL INTO LAW


July 4th

This blog post provides you with a quick overview of interesting facts about this great holiday.  How many of these facts are you aware of?  Test your knowledge!

  1. July 2nd is the real day of Independence, but it’s celebrated on the fourth because that’s when Congress accepted Jefferson’s declaration.
  2. Only John Hancock signed the Declaration of Independence on July 4, 1776; all the others signed later.
  3. Thomas Jefferson changed the wording of the Declaration of Independence from “the pursuit of property” to “the pursuit of happiness.”
  4. The only two signers of the Declaration of Independence who later served as President of the United States were John Adams and Thomas Jefferson.
  5. The first Independence Day celebration took place in Philadelphia on July 8, 1776.
  6. President John Adams, Thomas Jefferson and James Monroe all died on the Fourth of July. Adams and Jefferson (both signed the Declaration) died on the same day within hours of each other in 1826.
  7. On July 4, 1778, George Washington ordered a double ration of rum for his soldiers to celebrate the holiday.
  8. Every 4th of July the Liberty Bell in Philadelphia is tapped (not actually rung) thirteen times in honor of the original thirteen colonies.
  9. Americans consume around 155 million hot dogs on the Fourth of July each year. They also spend $92 million on chips, $167.5 million on watermelon, and $341.4 million on beer.
  10. NYC has America’s Biggest Fourth of July Fireworks Display.
    – The show lasts 25 minutes, firing off approximately 3,000 shells per minute.
    – It takes 55 crew members 10 days to set up the fireworks.
    – More than 3 million spectators view it.

WageWatch Wishes You a Happy Fourth of July!


Posted in Uncategorized on July 2nd, 2019 · Comments Off on 10 FUN FACTS FOR THE FOURTH OF JULY


Wage - PotholesEvery company should perform wage and hour audits periodically; minimally once a year and twice a year if possible.  It is easier for you to catch and correct errors than to risk discovery from employees or in the event of a DOL audit.  To remain compliant with wage and hour regulations it is valuable to have the appropriate checks in place, such as up-to-date written policies and procedures, periodic training for supervisors and managers, the establishment of effective complaint mechanisms, and a regular audit process should be established.

Wage and hour violations are not only costly from the standpoint of back pay and penalties but can also lead to serious employee relation issues if employees feel they are not being compensated.  Below are a few of the many wage and hour potholes of which you should beware.

Overtime Pay

Many missteps can occur regarding overtime pay, a few include:

  • Misclassifying workers as ‘exempt’ from overtime
  • Not paying ‘unapproved’ overtime
  • Failing to count all hours worked, including pre and post work activities
  • Failing to count certain activities as work time including working through a break
  • Checking emails or performing other duties during time-off
  • Travel time and meeting and training attendance

Bonus or commission payments to nonexempt employees may impact overtime pay.   A bonus should be included in the calculation of the regular rate of pay for the weeks which the bonus is earned.  This will increase the overtime rate for these weeks.  The weeks for which the bonus is earned includes all weeks covered by the bonus period.  For example, if it is a quarterly bonus then all weeks in the quarter will apply.

Another consideration for computing overtime pay is when an employee works two or more jobs with different hourly rates at one or more facilities for the same employer in the same workweek.  The employer must use the weighted average of the rates to compute the employee’s regular rate of pay for the purpose of calculating overtime pay.

Exemption Status / Salary Basis Test

Do you examine the duties of your salaried employees and not just their titles or how they are paid in determining whether they are exempt?  Your exempt employees must pass one of the FLSA exemption tests in order to be exempt from being paid overtime.  These exemption tests are based on actual work performed and do not test based upon the job title nor what is written in the job description.

For a job to remain exempt it must pass the Salary Basis Test which ensures that improper deductions to exempt employee’s salary are not made.  There are very specific rules to follow when making any deductions to an exempt employee’s salary.  Also, a job that is exempt can lose exempt status when the duties and responsibilities change due to things such as staff reductions or organizational changes.  Therefore it is advisable to retest jobs that are impacted by these types of changes.

Meal and Rest Period Compliance

Many state wage and hour laws require employers to provide their employees with meal and/or rest breaks. These laws specify the circumstances under which such breaks must be compensated. In some cases, state laws impose different requirements than does FLSA.

A few more potholes worth mentioning:

We have mentioned just a few of the many potholes HR professionals need to be aware when classifying jobs as exempt or nonexempt, overtime pay calculation, and rest period compliance. Here are a few more to keep in mind:

  • Failing to pay employees on the day of termination
  • Failure to follow rules for On-Call pay;
  • Improper use of ‘Comp Time’
  • Unlawful deductions from employee paychecks.

Be sure to consult your federal and state wage and hour resources and/or your wage and hour counsel to ensure a thorough and correct understanding of wage and hour rules.

Remaining compliant with wage and hour regulations is an important task that the Human Resources and Compensation department performs for an organization.   Another important task performed is to ensure fair and competitive pay practices.  For the good of your employees, it is helpful to analyze benefit survey data, compensation surveys, and salary reports.  Having this information at hand allows you to plan a budget, including competitive employee salaries and benefits, which will help you hire and retain a happy, talented team.

At WageWatch, our expert evaluators provide businesses in a large range of industries with accurate and beneficial benefits survey data, compensation surveys, and salary reports to ensure that payment and benefits plans are on par with those in the industry.  For more information on market compensation data, please call WageWatch at 888-330-WAGE (9243) or contact us online.


Posted in Uncategorized on May 29th, 2019 · Comments Off on WAGE AND HOUR POTHOLES


Millennials at work

It is predicted that Millennials will change the world more than any other generation, as stated in a recent Gallup report.  There are roughly 73 million millennials—born between the years of 1980 to 2000.  By 2020, millennials will represent 40-50% of the entire workforce.

This generation is defined by a lack of attachment to institutions and traditions which is one reason they change jobs more quickly.  One-fifth (21%) of Millennials changed jobs in the past year, costing the U.S. $3.06 billion.  It is estimated that 38% of millennials are actively looking for work and 43% are open to offers.  They are uncomfortable with rigid corporate structures and feel held back by rigid/outdated working styles.

To accommodate the change in values of the Millennial generation, organizations need to consider changing their culture.  The SIX key changes to consider include:


My Paycheck My Purpose
My Satisfaction My Development
My Boss My Coach
My Annual Review My Ongoing Conversation
My Weaknesses My Strengths
My Job My Life


  1. Millennials don’t just work for a paycheck, they want their work to have a purpose; a paycheck is no longer the primary driver.
  2. A key pursuit of millennials is personal development versus the pursuit of job satisfaction. They don’t need ping-pong tables or free food as a way to drive their satisfaction; they are more likely to see these tactics as condescending.
  3. A coach is preferred by millennials; bosses are viewed as being in command and control. A coach is someone who understands and will help build their strengths.
  4. An on-going conversation versus receipt of an annual review is the type of communication that millennials appreciate.
  5. Millennials don’t want to fix weaknesses, instead, they want to develop their strengths.  A focus on strengths leads to a millennial being able to contribute more to their role and to the organization.
  6. It’s not just a job to a millennial…it is their life.  Millennials value a role that allows them to use their strengths and want to be acknowledged for the contribution that they make as an individual.

Why is it so important to understand the change that millennials expect in the workplace?  They are the future of our workforce and if they are not engaged, companies suffer which creates a chain reaction in the entire U.S. economy.  It will be increasingly important for organizations to learn how to best tap into the strengths of the millennial generation.

Change can be challenging and demanding.  At WageWatch our compensation consultants can assist with your organization’s compensation needs and help ensure your wages and salaries are supporting your company’s business strategy and objectives.  In addition to our PeerMark Salary Survey for over 100 local lodging markets in the U.S. and Canada, we offer a National Benchmark Salary Survey. With over 9,000 hotels and 200 casinos in our database, WageWatch’s hotel and gaming salary surveys are the most comprehensive surveys available to Human Resource professionals.  For more information on our services, including consulting, salary surveys, benefit surveys, and custom compensation reports, please call WageWatch at 888-330-9243 or contact us online.

Posted in Uncategorized on May 22nd, 2019 · Comments Off on MILLENNIAL INFLUENCE IS CHANGING CORPORATE CULTURE



Is your summer intern program ready to launch?  A review of some important information will help to make your program a success.  First, ensure your program is compliant with Department of Labor regulations regarding internships.  In the last couple of years, both the federal and state governments have been cracking down on the use of unpaid interns.  The use of ‘free’ interns has been significantly reduced since 2010 when the Department of Labor issued new criteria for employers using unpaid interns:

  • The internship needs to be structured as a training experience, similar to a classroom as opposed to the employer’s actual operations.
  • The training given to the interns must benefit the intern, not the employer.
  • Employers should see no immediate benefit from the intern’s work.
  • The intern cannot displace regular employees; they should work under close supervision.
  • In advance, establish that the internship is for a fixed duration of time and that the intern is not necessarily entitled to a job at the conclusion of the internship.
  • There should be a clear understanding by both the employer and the intern that the intern is not entitled to wages for the time spent in the internship.

If your program includes unpaid interns, consult federal and state wage and hour websites or legal counsel regarding regulatory compliance.  In addition to the regulations, many universities and colleges have specific requirements for the internship program up to and including providing educational credit.  If your intern program does not fit the regulatory criteria for unpaid interns, the same wage and hour guidelines that you follow for your hourly (non-tip) workforce will apply.  Interns are often paid at rates comparable to entry-level positions within the department or discipline in which the intern will work.  Local market or industry salary surveys can assist you in setting competitive pay rates for your interns.

In addition to the compliance component of your intern program, below are some best practices to consider integrating into your program:

  • Recruit the right candidates by having a clear and thoughtful internship description
  • Designate a program manager and a manager as well as a mentor for each intern
  • Provide structure, even when they aren’t paid.
  • Hold orientation sessions for all involved.
  • Provide interns with a handbook and/or website.
  • Provide interns with real work that is related to their major, that is challenging, that is recognized by the organization as valuable, and that fills the entire work term.
  • Consider offering flex time for the interns.
  • Host social events and activities for the interns.
  • Encourage team involvement.
  • Conduct exit interviews.

Today’s world moves fast, and as an employer, you should constantly be monitoring and adjusting your business operations to meet the ever-changing wants and needs of your employees. At WageWatch, we offer accurate, up-to-date benefit survey data, market compensation data and salary reports that will allow you to stay current with the times. This information is highly beneficial in creating the best salary and benefits packages that meet or rival the industry standards. For more information on our services, including market compensation data, benefits survey data and salary reports, please call WageWatch at 888-330-9243 or contact us online.

Posted in Uncategorized on May 1st, 2019 · Comments Off on INTERN PROGRAM BEST PRACTICES


Comp-Pay Model
The compensation discipline seeks to maximize competitive advantage by attracting and retaining the most qualified workers to an employer.  Best practice in today’s workplace considers total compensation to include base salary, bonus or incentive plans, benefits, and non-cash compensation.  A pay philosophy is a company’s commitment to how it values employees.

A consistent pay philosophy gives the company and the employee a frame of reference when discussing salary in a negotiation.  This usually requires a competitive well-rounded pay philosophy, including benefits and work-life balance.  Compensation philosophies reap little reward without the knowledge and alignment to the organization’s overall business strategy.  Armed with the right information, compensation professionals can create a philosophy that will stimulate a more engaged workforce and lead to a higher-performing organization.

A compensation system will price positions to market by using local, national, and industry-specific survey data.  It will include survey data for more specialized positions and will address significant market differences due to geographical location.  The system will evaluate external equity to the competitive market and internal equity which is the relative worth of each job when comparing the required level of job competencies, formal training, experience, responsibility, and accountability of one job to another.  The system must be flexible enough to ensure that the company is able to recruit and retain a highly qualified workforce while providing the structure necessary to effectively manage the overall compensation program.

Organizations should establish and communicate clear pay policies.  At a minimum, organizations need to ensure that their compensation policy adheres to employment legislation including:

  • Minimum Wage
  • Overtime Pay
  • Pay Equity
  • Vacation Pay
  • Holiday Pay
  • Incentive Pay
  • Tips and Gratuities
  • Pay Method and Pay Frequency
  • Pay Deductions
  • Payroll Records Tracking and Reporting

Many organizations adopt transparency in compensation practices.  Transparency involves compensation plans that are simple to understand, easy to implement and published internally to all employees.  Many companies provide an annual Total Rewards Statement to each employee that outlines and explains all compensation elements included in their compensation package including cash and non-cash.

Bonus and incentive pay is tied to specific performance results against pre-set goals and objectives at the individual and organizational level.  Results that are measured can be quantitative and qualitative.  When establishing bonus schemes, organizations often apply a balanced scorecard approach: looking at financial, human resources, and customer results.

A compensation model that encourages innovation should strike a balance between the risks and rewards associated with the work.  Reward programs can recognize innovation within all elements of a company and at all or the majority of employees.  When only the top 10% of high performers are eligible for recognition and associated rewards, approximately 70% of employees who fall in the middle of the performance bell curve and who are consistent performers day after day, can become discouraged and disengaged.  The goal should be to properly calibrate your awards approach to reach far more employees with recognition rewards, thereby creating a culture of innovation.

Compensation is a part of the complex HR processes, policies, and procedures.  Top management has to decide, the primary role of compensation in the organization, whether it will be a supplementary role or a dominant role.  The compensation philosophy is the foundation for all organizational compensation decisions.

Change can be challenging and demanding.  At WageWatch our compensation consultants can assist with your organization’s compensation needs and help ensure your wages and salaries are supporting your company’s business strategy and objectives.  In addition to our PeerMark Salary Survey for over 100 local lodging markets in the U.S. and Canada, we offer a National Benchmark Salary Survey.  With over 9,000 hotels and 200 casinos in our database, WageWatch’s hotel and gaming salary surveys are the most comprehensive surveys available to Human Resource professionals.  For more information on our services, including consulting, salary surveys, benefit surveys, and custom compensation reports, please call WageWatch at 888-330-9243 or contact us online.

Posted in Uncategorized on April 3rd, 2019 · Comments Off on THE COMPENSATION MODEL



How can human resources contribute to innovation? How can we turn new ideas into reality, break old paradigms, and step outside of the box with new solutions to old problems? Innovation may begin with creativity, but it is more than an idea — it takes place when great ideas come to fruition and make their mark in the world. In the past, most businesses focused on continuous improvement of their products and services to maintain a competitive edge. But in today’s economy, that’s not always enough.

As Human Resource professionals, we are fortunate to be responsible for many areas of an organization that directly impact and contribute to innovation, including recruitment, performance management, recognition, rewards, training, and employee engagement. Human Resources can also play a key role in creating an organizational structure and overall culture that fosters and supports innovation.

Recruiting can focus on hiring for innovation by identifying people who can “think outside the box” or have skills and capabilities that lend toward innovation. Performance management can serve as a valuable tool in the creation of a sustainable culture of innovation. Performance measures can give consideration as to whether or not employees are given the time and resources to experiment, generate and explore ideas, and make presentations to management. Rewards can be used to reinforce the importance of innovation and recognition can be used to encourage and inspire employees to innovate and share ideas. HR’s role in organizational design provides huge potential for enabling innovation. For example, organizational design can be used to facilitate easier exchange of employees’ ideas across boundaries and functions.

An example of a human resource driven innovation that used an out-of-the-box idea to improve the recruiting process is La Cantera Resort in San Antonio, Texas, a Destination Hotel, they have incorporated an idea made popular by Disney, the Fast PASS. In Disney’s version, guests can avoid the line and use a Fast PASS to get a ticket to ride an attraction at a specified time with limited to no waiting. This helps improve the guest experience, improves wait times, improves communication, and enhances the ability to meet the expectation of guests. At Destination Hotels, they have incorporated this concept into their recruitment practices. Special “FAST PASS” cards are given to managers who can spot people in their daily interactions (at grocery stores, restaurants, bars, the mall, etc…) providing exceptional customer service and invite them to consider an employment opening/opportunity with Destination Hotels. They can call a specific number and get a “prioritized/guaranteed” in-person interview as opposed to filling out an application during certain hours and hoping a chance to be considered. Like Disney, the approach at Destination Hotels improves the experience for the candidate and the HR function/hiring managers. It speeds up the ability to source the most qualified talent and create a match to open position needs at the resort. Destination Hotels compete on innovation.

While HR can have a significant impact on many of the key drivers of innovation, it is a collaborative process and requires many areas to come together in order to succeed. Executive leaders hold the key to the level and success of innovation in their organization. They control the strategic direction, influence the culture, and directly and indirectly control all organizational practices. Managers must know how to lead innovative teams, and individuals must know how to apply innovative thinking. Every department or function must be part of the process.  For example, Information Technology has become an enabler of innovative ideas, but it is also often the starting point for innovative products or services and Finance has a unique opportunity, through the budget development, to add innovation either as a line in the overall budget or as a percentage of every departmental budget.

Organizations need to develop practices that make it easier to innovate. For example, at the core of an organization’s culture should be an acceptance of the need to experiment and understand that this comes with the risk of failure and that failure needs to be seen as a learning experience and an important step in the process. Culture is key to sustainable innovation. The mindset and culture of the HR team have an exponential impact and influence on the entire organization. HR leaders can help enable their organizations to differentiate themselves by understanding the critical importance of innovation today and how their role can contribute by attracting and keeping the most innovative people, constantly improving their skills and creating and enabling a culture of innovation.

WageWatch offers accurate, up-to-date HR metrics, benefit survey data, market compensation data and salary reports that will allow you to stay current with the times. This information is highly beneficial in creating the best salary and benefits packages that meet or rival the industry standards. The PeerMark™ Wage Survey is the only Web-based custom survey tool that allows individual survey participants to select their competitive set for comparison purposes. Our experienced compensation consultants can assist with your organization’s compensation needs. We can help you ensure internal equity and compliance with regulations as well as help you structure your compensation programs to support your company’s business strategy and objectives. For more information on our services, including consulting, salary survey data, benefit survey data and market compensation reports, please call WageWatch at 888-330-9243 or contact us online.

Posted in Uncategorized on March 13th, 2019 · Comments Off on HUMAN RESOURCES ROLE IN INNOVATION



Many business owners find it to be a huge challenge to attract and retain a group of talented and hardworking employees that are loyal to the company and its mission. Finding high caliber employees with advanced skills to complete important jobs within a company is a challenge that not only exists in today’s marketplace, but one that business owners have had to navigate for years. Everyone is looking for top talent, and those companies that excel in attracting and retaining this talent are the ones that will reap the rewards. In addition to a number of other factors, businesses that best retain employees offer great compensation and benefits packages through data from 2013 healthcare compensation surveys, 2013 casino compensation surveys or compensation surveys for another specific industry.

To retain talent, it is essential that loyalty is established. In order to do this, the employee must feel that their job is instrumental in achieving the goals of the company, making them excited to come into work each day and give it their all. It is also important that the work the employee puts in is acknowledged, affirming their place within the company, and offering them opportunities for growth.

While compensation and benefits packages are one of the largest factors considered by employees, it isn’t enough to make top talent to stay. The following are a few ways that you can attract and retain the best employees at your company:

  • Promote open communication.When a company is completely open with employees, everyone will feel respected. Instead of allowing rumors to spread, let your employees know as soon as possible about anything that is going on in regards to the company. When possible, let your employees be a part of the decision making process. A culture of open communication is very attractive to employees.
  • Provide opportunities for team building.Most employees enjoy interacting with their coworkers. By encouraging team work, employees are able to build great working relationships and establish a trusting, open environment for the company. When working together toward a common goal, employees are more motivated and excited about their jobs, often producing excellent results.
  • Cater to individual work style. Each employee has a different way that they prefer to work, learn and be managed. When you as an employer take the time and effort to make adjustments for each employee’s needs, they will respect the company more and loyalty will, once again, be built. This will also help you to establish teams that will work best together based on their work styles.
  • Acknowledge your talent. When an employee does a good job, it is important that you recognize them for their efforts, so they feel that they are a valued member of the team. A majority of employees leaving a company do so because they feel unappreciated. Employees want to feel that the work they are doing is making a difference, so acknowledging their work often is essential. Also, review surveys for 2013 healthcare compensation, 2013 casino compensation and other market compensation data surveys for your industry to determine what benefits and bonuses you should be rewarding your employees with.

Implementing the above suggestions will help your company to build a culture that encourages retention of employees, which in turn will attract top talent. In addition to providing a great work environment that respects employees and provides opportunities for learning and growth, it is also important that they receive a solid benefits package. At WageWatch, we provide accurate data for 2013 healthcare compensation, 2013 casino compensation and compensation information for a wide variety of other industries. To learn more about our up-to-date market compensation data, such as 2013 healthcare compensation surveys or university benefits surveys, call 888-330-9243 or contact us online.



Posted in Uncategorized on February 20th, 2019 · Comments Off on ARE YOU ATTRACTING TOP TALENT?