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Mackenzie Hughes seminar tackles election-year HR headaches
DeWITT — Business human-resources departments should be ready to head off potential problems resulting from this year’s heated political-campaign period, attendees of a recent Central New York seminar heard. “It’s election season,” said Christian Jones, a partner in Mackenzie Hughes LLP’s business department. “Along with that season can come some difficult issues for employers with […]
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DeWITT — Business human-resources departments should be ready to head off potential problems resulting from this year’s heated political-campaign period, attendees of a recent Central New York seminar heard.
“It’s election season,” said Christian Jones, a partner in Mackenzie Hughes LLP’s business department. “Along with that season can come some difficult issues for employers with respect to politics in the workplace.”
Jones spoke at a Labor Law Review seminar that his Syracuse–based law firm held at Drumlins Country Club in the town of DeWitt. Nearly 30 people attended the event.
A common question tied to the political-campaign period is centered on free speech, Jones said. Freedom of speech does not necessarily apply to employees expressing political views in the workplace, he continued.
“First Amendment rights apply to governmental actions,” Jones told attendees. “As a private employer, you can, generally speaking, prohibit political speech in the workplace.”
Public-sector employers face a trickier situation, he added, as employees of governmental agencies have greater First Amendment protections. But public-sector workers still don’t have the right to disrupt their workplace, harass fellow employees, or antagonize other staff members.
Both public and private employers can step in when an employee is harassing or antagonizing others, Jones said. Private employers even have the right to lay down policies against political discussions in the workplace if they see political discussions getting out of hand.
“Not everyone wants to go that far, and, let’s be honest, a lot of people can discuss political issues in a completely civil manner,” Jones said. “At a minimum, if someone’s viewpoints and activities are getting to the point where it’s interfering with work, it’s interrupting your whole process, it’s infringing upon your business objectives, you have the right to take some type of disciplinary action.”
Jones cautioned employers to be careful when taking such action, however. Enforcement of policies against harassing others must be evenhanded, he said. Employers should not act only against workers who do not share their own political points of view.
Later, Jones talked about political campaigning. Private employers can generally restrict political campaigning at work, he said. Employee handbooks commonly have rules against solicitation and distribution during work hours and in work areas — rules that would cover such actions undertaken as part of a campaign, he said.
Again, he stressed the importance of across-the-board enforcement of such rules.
“You can’t just enforce it with respect to campaign materials and union materials,” Jones said. “You have to prohibit all solicitations during working times and in work areas.”
Picking and choosing which distributions to ban would make a no-distribution rule invalid, he added. If it were applied only to union materials, it would be considered an unfair labor practice by the National Labor Relations Board, Jones said.
State law does prohibit employers from acting against employees for their legal political activities away from work, according to Jones. Unless a political activity could cause a material conflict of interest related to the employer’s business, an employer cannot discipline a worker for running for public office, campaigning for a candidate, or participating in fundraising activities away from the office.
Another state law entitles employees to take time off from the job so they can vote if they do not have sufficient time to do so outside of working hours. The rule only comes into play if an employee does not have four straight hours before work or after work when the polls are open.
An employee can take off as much time as he or she needs to vote, but employers can ask for an explanation of why the time is needed. Employees can take off as much time as they can justify. And up to two hours of that time off must be granted with pay, according to Jones.
Employees wishing to take time off to vote have to inform employers between two days and 10 days before the election, Jones said.
“You probably have some type of bulletin board with all of your notices up,” he said. “It’s probably a good idea to do a posting [of this law.] And you have to do it at least 10 days before Election Day.”
Other speakers at the seminar included Mackenzie Hughes business department partner Jacqueline Jones, who discussed National Labor Relations Board rules on confidentiality and investigations, and partner Mary Anne Cody, who covered regulations related to fees associated with retirement plans.
Contact Seltzer at rseltzer@cnybj.com
Mercer: Health-benefit costs in line for 6.5-percent rise
Employers anticipate the cost of health-insurance coverage will rise slightly faster in 2013 than it has in recent years, according to early results from an upcoming survey. The average per-employee cost of health coverage will rise by about 6.5 percent in 2012, preliminary responses to an annual health-benefits survey show. The human-resources firm Mercer is
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Employers anticipate the cost of health-insurance coverage will rise slightly faster in 2013 than it has in recent years, according to early results from an upcoming survey.
The average per-employee cost of health coverage will rise by about 6.5 percent in 2012, preliminary responses to an annual health-benefits survey show. The human-resources firm Mercer is conducting the survey and released its advance results on Sept. 11.
Health-insurance benefit costs posted an actual increase of 6.1 percent in 2011, Mercer found. Last year, its polling predicted a 5.7-percent increase for 2012.
The 2013 anticipated increase reflects responses submitted by about 2,000 employers nationally through Sept. 4. They are likely close to cost increases that will be felt in upstate New York, according to Thomas Flynn, a principal at Mercer’s Rochester office, which covers the Upstate region.
“I think when you look at percentages, we’re probably pretty close,” he says. “The average increase is similar, but we’ve got a lower starting point in most cases. Those premiums that you’re going to see [when the national survey is released] are much higher than we pay in upstate New York.”
Employers said health-benefit costs would increase by about 8 percent if they made no changes to their current plans. That’s slightly lower than the cost trend in recent Mercer surveys, which averaged 9 percent.
Health-benefit costs won’t be jumping by 8 percent in part because many employers are shifting costs to employees. More than half of employers, 58 percent, said they planned to hold down their own cost increases by shifting costs to employees.
“I think over the last couple of years people have tried to keep that as steady as possible just because of the state of the economy,” Flynn says. “Now people are saying, ‘I have to focus on the budget this year, and I’m going to have to take one of two actions to manage my costs.’ One is to pass them along to employees.”
The other strategy employers are using to blunt spiking health-insurance premiums is moving workers to high-deductible health plans (HDHP), Flynn says. Those plans, which carry deductibles in the thousands of dollars, are typically paired with health-savings accounts or other medical-spending accounts controlled by an employee.
“These are things people have been saying they’re going to do and haven’t done for the last four years,” Flynn says. “This year people actually pulled the trigger because it fits nicely with a longer-term health-reform strategy.”
Setting up HDHPs as a base plan allows employers to offer their workers health insurance that will meet affordability requirements under the federal health-care reform law, according to Flynn. And many employers use some of the cost savings from HDHPs to make contributions to employees’ medical-spending accounts. Employees who directly control part of their medical spending could have an incentive to manage their health better, he adds.
But it’s important that employees in HDHPs know that preventive care like a physical is covered in full even before they reach their deductible, Flynn says.
“You go to any [company] and you’ll have a few employees who think, ‘I’m not going to get a physical done, I’m fine and I don’t need to pay $150,’ ” he says.
Early survey results also found that few employers are ready to stop offering health plans after the federal reform law is fully in place. Just 6 percent of large employers with 500 or more employees said they would terminate coverage, and 16 percent of small employers with 10 to 499 employees said they would do so.
Mercer’s full survey will likely come out within a few weeks of Thanksgiving, Flynn says. It will include responses from 2,700 employers and will break data down by region of the country.
Mercer has 20,000 employees in over 40 countries. It is a wholly owned subsidiary of New York City–based Marsh & McLennan Cos. (NYSE: MMC).
Contact Seltzer at
rseltzer@cnybj.com
EBRI: Consumer-driven health plan members growing more content
Satisfaction with consumer-driven health plans is trending up, even as contentment with traditional plans wanes. Those findings are part of a report from the Washington, D.C.–based Employee Benefit Research Institute (EBRI). They come from an analysis of the 2011 EBRI/MGA Consumer Engagement in Health Care Survey, as well as annual versions of that survey dating
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Satisfaction with consumer-driven health plans is trending up, even as contentment with traditional plans wanes.
Those findings are part of a report from the Washington, D.C.–based Employee Benefit Research Institute (EBRI). They come from an analysis of the 2011 EBRI/MGA Consumer Engagement in Health Care Survey, as well as annual versions of that survey dating back to 2005.
EBRI defined consumer-driven health plans, or CDHPs, as insurance plans that have deductibles of at least $1,000 for individuals or $2,000 for families. To qualify as a CDHP in the report, a plan also had to be paired with an account like a health-savings account or health-reimbursement arrangement that plan members could use to pay medical expenses.
Plans labeled as traditional coverage featured either no deductibles or deductibles below CDHP levels. They were not paired with health-savings accounts or health-reimbursement arrangements. Plans falling under that definition include health-maintenance organizations, or HMOs, preferred-provider organizations, or PPOs, and other managed-care plans, according to EBRI.
Satisfaction with those traditional plans has eroded since 2005. The portion of survey respondents listing themselves as extremely satisfied or very satisfied with their overall traditional plans slipped from 61 percent in 2005 to 57 percent in 2011.
CDHPs, on the other hand, did an increasingly better job of satisfying consumers over the seven-year period. Just 41 percent of
survey respondents said they were extremely or very satisfied with their CDHPs in 2005, a reading that rose to 46 percent in 2011.
The diverging trends are likely due to changes in out-of-pocket costs, according to Paul Fronstin, director of EBRI’s Health Research Education Program and author of the report. Those with traditional health insurance feel changing out-of-pocket costs more directly than those with CDHP-linked spending accounts, he says.
“The difference is that you’ve got an account,” Fronstin says. “People build up account balances, and over time they’re less sensitive to costs.”
EBRI’s surveys show satisfaction with CDHP out-of-pocket health-care costs rising over time. Just 18 percent of CDHP members were extremely or very satisfied with those costs in 2005, but 24 percent were in 2011.
Over the same time frame, satisfaction with traditional plans’ out-of-pocket costs moved in the opposite direction. In 2005, 45 percent of survey respondents were extremely or very satisfied with their out-of-pocket costs, compared with 41 percent in 2011.
Plan members have also grown happier with the quality of health care they receive under CDHPs. While 63 percent were satisfied with their CDHP health-care quality in 2005, 71 percent were satisfied in 2011. Satisfaction with traditional plans’ health-care quality, on the other hand, remained relatively flat. It notched 70 percent in 2005 and 71 percent in 2011.
“Back in 2005 and 2006, just about everybody in these CDHP plans were in one for the first time,” Fronstin says. “Whereas now they’re not so new anymore, they’re not as confusing.”
Although CDHPs are satisfying members at a higher rate than before, traditional plans still have higher overall satisfaction readings, Fronstin points out. And CDHPs continued to stoke higher levels of dissatisfaction, he says.
In 2011, 17 percent of CDHP members were not too satisfied or not at all satisfied with their plans, down from 26 percent in 2005. Yet a mere 10 percent of traditional-plan members voiced those levels of dissatisfaction with their health insurance in 2011, and only 8 percent did so in 2005.
Similarly, CDHP members were less likely to recommend their health plan to others or stay with it if given the opportunity to change plans.
In 2011, 41 percent of CDHP members said they would recommend their plans to others, which is lower than the 49 percent of traditional plan members who said they would do so. Meanwhile, 49 percent of CDHP members indicated they would stick with their current plans if given a chance to change, compared to 58 percent of traditional-plan members.
Fronstin has yet to find a reason for that discrepancy.
“I’m not sure what to make of that difference,” he says. “It’s something that I still find interesting.”
EBRI also broke out a third type of plan in its report — plans it dubbed high-deductible health plans, or HDHPs. Members falling into that category had insurance similar to CDHP members, but without paired accounts for health spending.
HDHP members expressed lower satisfaction across the board. For example, 37 percent were satisfied with their overall health plan in 2011, but that was up from just 31 percent in 2005.
Members without spending accounts are likely to feel more pain paying their deductibles, according to Fronstin.
“The biggest number of people who don’t get health benefits from work and get them directly from an insurance company are going to be in HDHPs,” he says. “They may be out of work. It may be the only thing they can afford. Some of them are eligible for an HSA and never opened one, which would imply they don’t have the money to do so.”
Contact Seltzer at rseltzer@cnybj.com
How to Get the Most Out of Your New Hires From Day One
Many companies struggle with designing the right programs to effectively orient employees to the many facets of their roles. Follow these tips, and you’ll be armed with actionable strategies to obtain the peak performance you desire and deserve, straight out of the gate. Start the process before “Day One” Day one can be overwhelming
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Many companies struggle with designing the right programs to effectively orient employees to the many facets of their roles.
Follow these tips, and you’ll be armed with actionable strategies to obtain the peak performance you desire and deserve, straight out of the gate.
Start the process before “Day One”
Day one can be overwhelming for new hires and a waste of your time and theirs if you’re not prepared for them. Contact your new hires prior to day one to communicate what they can expect on the first day. If possible, have them come into the office in advance to cover guidelines, fill out the necessary HR paperwork, and get set up with IT.
This way, the first day isn’t filled with unnecessary down time and waiting. By getting them set up ahead of time, you establish respect for everyone’s time.
Engage your employees on day one
Every position has its share of mundane tasks. But day one is not the time to throw them all at your new employee. First impressions matter, particularly for members of Generation Y (also known as millennials) who make decisions about whether or not to stay with a company long-term during their first days on the job.
Reinforce that they have made the right decision to work for you by getting them contributing right away. Give new employees a task on their first day that allows them to use their brain and tap into their creativity — whether it’s researching a venue for an upcoming event or allowing them to sit in on a brainstorming meeting with you.
Showing new hires that they are important and that you value their contributions will also inspire productivity and loyalty toward your business.
Be a mentor, and help them foster relationships
First-day lunch is one of the most important experiences to get right for new employees. It can solidify that they are a culture fit or reinforce that they are not.
To encourage the former, set your new hires up to have lunch with colleagues or if it is appropriate, take them to lunch yourself. After day one, make it a regular occurrence to ask new hires about their working style and how you can support them in their position. Let your new employees get to know you too. Being a mentor is a two-way relationship. When you act as that mentor for your employees, particularly your young professionals who may be in their first job, you are inviting them into the company family.
You have the opportunity to create a significant, long-lasting, positive impact on your new hires by following these simple and effective tips. The most important thing is that you get to it by day one.
What are your strategies for making day one a success for you and your new hires? How do you get your newest employees oriented, integrated, and delivering results as efficiently, effectively, and energetically as possible?
Alexia Vernon is an author, speaker, certified coach, and trainer who specializes in helping organizations recruit, retain, educate, and grow their young professional work force. This article was provided by and is reprinted with the permission of Liverpool–based Contemporary Personnel Staffing, Inc.
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Raymond Corp. too busy growing to celebrate 90th anniversary
GREENE — Most companies celebrate major anniversaries with champagne and balloons. Raymond Corp. doesn’t have time to celebrate its 90th birthday. The business has doubled its production since 2009 and has added 500 employees in its U.S. operations since 2010 just to keep up with demand. With headquarters in Greene, Raymond says it’s the North
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GREENE — Most companies celebrate major anniversaries with champagne and balloons. Raymond Corp. doesn’t have time to celebrate its 90th birthday. The business has doubled its production since 2009 and has added 500 employees in its U.S. operations since 2010 just to keep up with demand.
With headquarters in Greene, Raymond says it’s the North American leader in manufacturing electric lift trucks. The company builds a full line of manual and electric models that include counterbalanced, stacker, narrow-aisle, reach-fork, order-picker, and pallet trucks. In addition, Raymond produces the “iWarehouse” management system, an integrated suite of software tools to monitor in real-time both truck and operator performance.
“In order to ship 50 to 60 trucks a day to our customers, we need to receive 140,000 pounds of steel daily,” says John A. Sassani, a human-resources manager with Raymond, who guided this reporter on a tour of the Greene factory. “The plant operates five days a week with one shift in assembly, two in welding, and three in fabrication,” Sassani adds. Raymond builds most of its trucks to order and exports about 10 percent of its products.
“The Greene facility currently employs 1,250 and a sister plant in Muscatine, Iowa employs another 200 workers, engaged in welding and assembly. Raymond also has a small facility in Dalian China that employs 30, and a sales, service, and parts-distribution center in Syracuse with 180 employees,” says Stephen E. VanNostrand, vice president for human resources. Raymond also has a sales and service network of 33 dealers in 105 locations around the world and holds an equity position in most.
VanNostrand says, “Raymond owns 750,000 to 800,000 square feet of office and manufacturing space in the U.S. and rents warehousing space in Syracuse.”
When asked what contributes to Raymond’s explosive growth, VanNostrand points first to “… the focus on research and engineering. We have 140 people just in the R&D group who not only work to improve our current products, but also have spent the last 10 years developing commercial fuel cells … Raymond has an engineering, co-op internship program with area schools like Clarkson, SUNY Binghamton, Cornell, RIT, and the University of Rochester.” Since 2004, Raymond has been awarded 42 patents, another example of its emphasis on innovation.
Raymond conducts a nationwide search for professional positions, “… but we [also] are creative in finding production talent. For example, we convinced a welder from New York City to join us, and he, in turn, convinced others to follow. The company offers competitive compensation and a generous tuition-reimbursement program,” VanNostrand says. But he adds that “… it’s a challenge sometimes to convince prospective employees to move to Greene unless they have ties to the region or they are already familiar with it.” VanNostrand also points to an extensive training program, a laser focus on quality, and low employee turnover as reasons for the company’s explosive growth.
The Greene facility faces other challenges, particularly with infrastructure and energy. Raymond has convinced transportation officials to improve road access to the plant in order to accommodate the heavy flow of truck traffic, and work is currently under way to widen and strengthen the Route 12 highway that leads to the Greene facility. The Greene plant is fortunate in having a locally owned municipal company that supplies electricity at reasonable rates “… but the nearest [natural] gas line is nine miles away,” bemoans VanNostrand. Raymond has already spent a couple years negotiating to bring a gas line to the plant, and it remains a priority for the company.
Raymond supplies lift trucks worldwide, including area customers such as the Foodbanks of Central New York and the Southern Tier, Price Chopper, Willow Run, Manth-Brownell, Olum’s, Maines Paper & Food Service, East Coast Warehouse & Distribution, and Sovena.
Raymond’s major lift-truck supplier competitors include Crown Equipment, NACCO Industries (which makes Hyster and Yale trucks), and Nissan Forklift.
George Raymond, Sr. founded the company in 1922, when he bought the Lyon Iron Works in the village of Greene. Raymond, an efficiency engineer, focused on the material-handling industry. The company went public in May 1956 and Raymond’s son, George Raymond, Jr., became president and CEO in 1959. Raymond opened its center in Syracuse in 1980. BT Industries of Sweden bought the firm in 1997, and in turn, was bought in 2001 by Toyota Industries Corp., a Japan–based company that generates $19 billion in annual revenue.
It may be a while before Raymond can find the time to celebrate its anniversary. The company is focused on “… improving our market position, which means a larger market share. We have an aggressive growth plan based on an international strategy, and our goal is to remain the market leader,” says VanNostrand.
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