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E-NEWSLETTER: Volume 8, Issue 3 (Oct 2006)
AN OPEN ENROLLMENT REPORT
EMS open enrollment for 2006 is nearing conclusion and includes several highlights.
- Despite healthcare trends of double digit premium increases and significant plan design dilution, EMS' plans with Anthem1 remained stable while this year's premium increase was significantly below industry trends.
- Effective July 1, 2006, EMS automated the administration of your benefit plans utilizing state-of-the-art Human Resource Information Systems (HRIS) software. This system allows for increased access, account management, and improved reporting for clients and employees. We will share details of additional capabilities in the near future.
Finally, EMS enhanced benefit plan offerings to include:
- Hartford Life Group disability and life insurance plans
- YMCA Corporate Discount
- Group Banking Discounts
- Sam's Club Membership through payroll deduction
BE PROACTIVE - Start planning NOW for next year's renewal!
Wellness Programs: EMS has developed proven strategies for small businesses that encourage
employers and employees to live a healthier lifestyle, make better choices when receiving healthcare
services, and utilize educational programs on future healthcare options.
One effective way to encourage healthier lifestyles is through the introduction of Wellness Programs such as:
- Smoking Surcharges
- Health Assessments
- Wellness Fairs
- Benefit Open Houses
Contact your EMS HR Specialist today to discuss the programs EMS offers and the best strategy for your business.
1 Anthem is the health insurance provider for CBS Holdings, LLC and Employee Management Services.
RETAIN YOUR TOP TALENT & SAVE YOUR BUSINESS MONEY
There are many reasons employees resign. It is imperative that employers understand these reasons and develop retention strategies BEFORE hiring an employee. EMS Employment Strategies can help businesses identify the criteria for hiring the right employee, analyze and address the reasons for separation to maximize retention, evaluate the selection and orientation methods, and re-align efforts as needed.
| WHY EMPLOYEES QUIT THEIR CURRENT JOBS |
| • Few challenges, lack of advancement opportunities |
| • Lack of appreciation, recognition or rewards |
| • Dissatisfaction with compensation package |
• Dissatisfaction with work conditions
(Schedule, facility, lack of responsibility) |
| • Poor relations and conflicts with co-workers |
| • Job is not meeting expectations |
| • Poor communication from top-level managers not involved
in business |
| • Unhappy with direct manager and organizational leaders |
| • Believe the competition provides better opportunities |
| • Commute and/or location of company |
Ultimately, employees need empowerment to meet expectations and feel a real sense of satisfaction as they work every day. Companies truly want all their employees to feel like an integral part of the organization. Instituting a retention program can help achieve that success.
Contact your HR Representative to discuss how EMS can address turnover and provide Employment Strategies that will attract top talent and retain your valued employees.
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| INCREASE YOUR EMPLOYEE RETENTION RATES |
| • Develop employee mentoring programs |
| • Implement fair, effective reward programs that emphasize recognition and appreciation daily |
| • Offer competitive compensation packages |
| •Establish beneficial employee programs: job-sharing, flexible hours, fun after-hours programs, dress down days and offsite work days |
| • Carefully recruit and evaluate prospective hires - consider the company's culture and co-workers’ personalities |
| • Maintain open communication between upper management and employees |
| • Communicate the company's mission |
| • Listen to employees’ opinions regularly |
| • Build loyalty with your employees |
| • Treat all employees fairly, abiding by laws that dictate prescribed fairness |
| • Provide a technologically savvy atmosphere and a high-
functioning office environment where employees feel
energized to work |
| • Conduct exit interviews |
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Workers' Compensation Reform Legislation
Source: The Ohio BWC, Ohio Revised Code at www.ohiobwc.com
Governor Taft signed Senate Bill No. 7 into law nearly a year after its introduction in the Senate. Senate Bill No. 7, which became
effective June 30, 2006, details the Ohio workers' compensation reform; although a referendum challenge is currently in process. The following list summarizes interesting pieces of reform introduced by Senate Bill No. 7.
Increasing Fines for Employer Lapses in Coverage or Late Payments
- This will affect those specific clients under the EMS workers'
compensation umbrella, who must make a $10 payment to the Bureau
of Workers' Compensation (BWC).
- Payroll reports/payments will be "late" if submitted after August 31
for the January 1 to June 30 payroll period and after February 28
for the July 1 to December 31 payroll period. A $30 flat fee
will be assessed by the BWC for these late reports.
Continuing Jurisdiction
- The "statute of limitations" for all claims is now five years.
Previously, this was six years for medical only claims and 10
years for lost time claims.
Workers' Compensation Fraud
- Any person, including the employer, who contributes to workers'
compensation fraud, can be found guilty of fraudulent behavior.
- The maximum penalty for workers' compensation fraud includes a
felony charge and fines.
Substantial Aggravation Claims
- If a pre-existing injury is substantially aggravated as a
result of a work injury, the aggravation must be clearly
documented by objective diagnostic findings, clinical findings
or test results.
- Subjective complaints without objective information will be
deemed insufficient to substantiate an aggravation claim.
- Once a valid aggravation injury has returned to a level that
would have existed without new injury, no additional medical or
compensation benefits are afforded.
Psychiatric Conditions
- Psychiatric conditions are not considered "injury" claims unless
they arise from an injury or occupational disease sustained by
the claimant.
 Client Spotlight:
Fresh Sausage Specialists (FSS) is a private label co-packer of fresh pork sausage. They take pride in their ability to offer the highest
quality sausage products at the most competitive prices. FSS believes their success is a result of quality ingredients and hard
working employees.
The Company was founded in 1930 with a handful of dedicated
employees and has since grown into a multi shift operation
employing over 70 full-time
employees. In 1995, FSS moved from downtown Cincinnati, Ohio to its current facility in Fairfield. Since that move they have experienced rapid growth beyond even their own
expectations; however, with that growth came many obstacles. The hardest obstacle to overcome was managing the rising number of employees. FSS struggled with increasing amounts of HR
paperwork and the increasing cost of numerous workers' compensation claims. It became obvious that what was once a part-time responsibility had grown into a full-time need.
EMS has fulfilled that need. James Frondorf, Owner and President of Fresh Sausage, believes that EMS has lowered their workers'
compensation rates and relieved the HR strain on front office
personnel. EMS has worked with the FSS Office Manager to
streamline HR paperwork and
procedures making hiring and
managing employees more
efficient. “We highly recommend EMS to any business that is looking for help managing their HR needs.”
Meet the EMS Team
 BOB MINTURN,
SALES MANAGER
Bob Minturn received a Bachelor of Business Administration in Marketing and Management from the University of Cincinnati.
Minturn worked at EMS from 1994 to 1997 and rejoined the EMS team in April of 2000. He brings 14 years of sales experience in human resource related industries to his position as Sales Manager.
Minturn is responsible for developing new business and assisting the
business development team in sourcing small businesses that need human resource solutions.
 RACHEL MITCHELL, PHR
HUMAN RESOURCES MANAGER
Rachel Mitchell, bringing more than six years of human resource education and experience, joined the EMS team in 2004 as a Human Resource Specialist. The following year, she obtained her Professional in Human Resources (PHR)
certification and was promoted to her current role as a HR Manager.
Mitchell supervises the HR staff and oversees the HR service delivery to EMS clients in Cincinnati and Dayton, Ohio.
 LONI SINCLAIRE,
HUMAN RESOURCES MANAGER
Loni Sinclaire served four years in Navy Intelligence; while in the Navy she attended college at Old Dominion University and Florida State University. Bringing more than 15 years of human resource experience, she joined CBS Personnel Services in 1998 as the HR Manager for CBS and EMS in Columbus, Ohio.
Sinclaire's role has grown to include EMS' developing region in Cleveland, Ohio. She provides HR services to clients and supervises the HR staff in Columbus, Ohio.
HR TIP: DOCUMENT, DOCUMENT, DOCUMENT!
Recently, an employee has been missing a lot of work. The employee sometimes calls to report the absence, but on other occasions this individual does not show up. Plus, the employee's work performance has not been up to par. What can I do?
Sincerely,
Struggling Boss
Document, document, document! Good employee performance relies on solid documentation and consistency in applying policies.
EMS recommends you first clearly outline understandable
policies in your Employee Handbook. Policies should state expectations and guidelines, as well as corrective action
procedures. A statement explaining the value of regular
attendance and pride in work performance emphasizes the value of your employees to the company's overall success.
The implementation of tracking systems is important for
accurately monitoring attendance records. If you use a time clock, provide guidelines on what to do if an employee forgets to clock in or out. If you use a written timecard, be sure that a manager reviews timecards regularly. Attendance worksheets provide a quick snapshot of attendance, making it much easier to identify a pattern of absence and address it quickly.
If an employee's attendance and/or performance record is "unacceptable" as defined in your Employee Handbook,
immediately attend to the situation - meet with the employee and follow your corrective action procedures.
The July issue of the Society of Human Resource Management's HR Magazine suggests using constructive feedback to articulate the employee's mistake, state a
resolution, and inquire whether or not the employee is able to meet those needs. Ask the employee to sign an agreement stating that he or she will follow through on that request. If the employee refuses to sign anything, the employer documents that the discussion was held.
Remember, consistency is crucial - follow the same policy for all employees. This builds employee loyalty and trust, which is good for the employee and good for business performance.
Please contact your HR Specialist to learn more about attendance programs and tracking methods EMS has developed to help you better manage your employees' attendance records.
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