September is Campus Safety Awareness Month and Back to School.
Summary Annual Report (SAR): Summarize for employees information that appears in an ERISA plan’s Form 5500. Admin must furnish SARs within nine months after the end of the plan year.
September 5
International Day of Charity
September 15- October 15
Hispanic Heritage Month
September 21- October 6
Oktoberfest
September 22
First Day of Fall
September 26
HR Professional Day
September 29
SAR Furnish to covered participants for calendar year plans deadline
How to Attract Employees: A Key Stage in the Employee Life Cycle
The employee life cycle (ELC) is a crucial framework for HR professionals to manage employees effectively from the moment they are attracted to an organization until their departure. Understanding this cycle helps organizations address their employees’ needs, optimize productivity, and ensure high engagement. The employee life cycle consists of five distinct stages: Attraction, Recruitment, Onboarding, Retention, and Offboarding. For the rest of 2024, HR Synergy will explore each of these stages through our monthly blog and training.
How to Attract Employees: Attracting the right employees is the foundational step in the employee life cycle. This stage is crucial as it sets the tone for your organization’s ability to bring in top talent. A strategic approach to attraction ensures that your company appeals to the best candidates who align with your values and goals.
How to Attract Employees
Be mindful of your brand’s communication. Your employer brand significantly influences potential candidates, so it’s crucial to be intentional about how your company is presented externally. Maintain consistency in your brand messaging across all platforms, including your website, social media, and job postings, to build a trustworthy image of your company. Additionally, adopt a candidate-centric approach by tailoring your communication to address the specific wants and needs of your target audience, demonstrating how your organization can fulfill their career aspirations and personal goals.
Build a robust employer brand and career page. These are often the initial touchpoints for potential candidates. Invest in creating a strong employer brand that highlights your company’s values, culture, and benefits. This brand should reflect what makes your company unique and a desirable place to work. Your career page should be engaging and informative. It should provide clear information about job openings, company culture, employee benefits, and career development opportunities.
Cultivate an appealing company culture. An attractive company culture not only attracts top talent but also retains them. Showcase Your Culture. Use your employer branding communication to highlight your company culture. Share stories, testimonials, and visuals that depict life at your company. Ensure that your company culture aligns with your stated values and mission. This alignment helps create a cohesive and authentic work environment.
Attract the Right Employee by formulating an Employee Persona. Identifying your ideal employee can significantly enhance your recruitment efforts. Develop a comprehensive persona of your perfect employee, considering factors such as skills, experience, values, and career goals. This persona will guide your recruitment strategies and help you attract candidates who are an excellent fit.
Your benefits package should appeal to a diverse workforce across multiple generations. Provide comprehensive benefits that cater to the needs of various age groups. For example, younger employees might appreciate student loan assistance, while older employees might prioritize retirement plans. Consider providing flexible benefits options that allow employees to select what best suits their individual needs.
Implement an Employee Referral Bonus Program. Such programs are effective in attracting high-quality candidates. Motivate your current employees to refer candidates by offering appealing referral bonuses. This approach not only helps you discover excellent talent but also boosts employee engagement and satisfaction. Regularly promote the referral program within your organization to ensure it remains top of mind for employees.
A well-defined company culture and clear values foster an environment where employees can thrive. Clearly define your company culture and values, and ensure they are communicated consistently across all organizational levels. Live Your Values by embodying them in everyday actions and decisions. When employees see leaders living the company values, it reinforces their importance and strengthens the cultural foundation.
Attracting employees is more than just filling positions; it’s about bringing in individuals who will thrive in your company’s environment and contribute to its success. By being mindful of your brand communication, developing a strong employer brand, creating an attractive company culture, formulating an employee persona, offering generational benefits, implementing a referral program, and defining and modeling your culture and values, you can effectively attract the right talent. This strategic approach not only enhances your recruitment efforts but also sets the stage for a successful employee life cycle, leading to higher engagement and retention.
Contact us for more information about MANAGER TRAININGS WE OFFER.
Stay tuned for The Life-Cycle of the Employee: Recruitment next month…
Empowering the Middle: How HR Can Support Middle Managers in a Hybrid Workplace
This month we conclude our Middle Manager Series exploring How HR Can Support Middle Managers in a Hybrid Workplace.
As organizations adapt to hybrid workplace models, the role of middle managers has become increasingly complex and challenging. Middle managers often find themselves balancing the demands of senior leadership while leading their teams through significant transitions. Recent research highlights that this challenge is intensifying; a survey by Slack Technologies’ Future Forum revealed that 43% of middle managers report burnout, the highest among all job levels. Despite their teams benefiting from workplace flexibility, middle managers feel less connected to their companies, experience poor work/life balance, and face high stress and anxiety levels, exacerbated by responsibilities like returning teams to physical workplaces amidst employee resistance. To help them succeed, HR Synergy can play a crucial role in providing the support and resources these managers need. Let’s explore how.
Support for middle managers is crucial. Granting middle managers more decision-making power can alleviate stress and enhance job satisfaction. Enhancing their authority and influence, providing necessary resources, and restructuring their role as leadership-focused can alleviate some stress. Additionally, improving the relationship between HR and middle managers is essential. HR must actively listen to middle managers, seeking and valuing their feedback to understand their unique challenges. Regular check-ins and open communication channels create a psychologically safe environment. HR should validate managers’ experiences and provide training on managing hybrid environments, ensuring middle managers feel supported and heard.
Effective leadership development is another critical area. Leadership in a hybrid environment requires specific skills. Programs should offer relevant, timely, and actionable content, accessible regardless of work location. HR Synergy can provide targeted training programs that focus on managing remote teams, conflict resolution, and communication.
Coaching, historically reserved for C-suite executives, can be extended to middle managers to help them adopt new mindsets and prepare for senior roles. Artificial Intelligence (AI) technology can facilitate matching managers with suitable coaches or mentors, enhancing the development process.
Peer support is also vital. Middle managers often feel isolated, caught between senior leaders and their teams. Building tight peer groups and creating support networks can help them rely on each other for support and share solutions to common problems. Cohort-based leadership development programs and regular meetings focused on middle managers can foster these connections. Senior leaders participating in these groups can further strengthen relationships and ensure middle managers feel seen and valued, reducing the risk of resignations and disengagement. Leadership development, coaching, and peer support programs equip middle managers with the tools they need to lead confidently and effectively.
A sense of disconnect emerges when individuals feel unnoticed and undervalued, leading to resignations and ‘quiet quitting.’ HR Synergy can help you address this disconnect by fostering stronger relationships with middle managers and creating opportunities for them to bond with senior leaders and each other. Supporting middle managers in a hybrid workplace is essential for organizational success. By providing validation, training, empowerment, and fostering connections, HR Synergy can help middle managers navigate their complex roles with confidence and ease.
Contact us for more information about MANAGER TRAININGS WE OFFER.
Stay tuned for our NEW SERIES: The Life-Cycle of the Employee next month…
Mid-Year Review: Take some time to review goals, identify items that need more work, and celebrate wins. Also, this time of year is a great opportunity to remind employees to take advantage of their benefits.
Many employers in NH will be required to allow employees to keep loaded guns in their parked car at work. Additionally, all employers in NH will soon need to comply with new employee privacy protections regarding firearms stored in personal vehicles. See attached for more information and don’t hesitate to contact us with any questions you may have.
2025: HANDBOOK Employment law updates
Highlights seven key employment law updates for 2025 that both employers and employees should be aware of in order to avoid legal issues and ensure compliance.
1. Minimum Wage Increases: Many states and cities are raising minimum wages in 2024, requiring businesses to adjust payroll and remain compliant. Employees should monitor their pay to ensure proper compensation.
2. Remote Work Regulations: New laws cover expense reimbursements and wage standards for remote workers, with states like California ensuring compensation for work-related expenses.
3. Expanded Family and Medical Leave: States are increasing paid and unpaid leave options, broadening eligibility and protections. Employers must update policies, and workers should know their expanded rights.
4. Anti-Discrimination Updates: Revised laws in various states enhance protections for gender identity, pregnancy, and caregiving status. Employers need to revise policies, and employees should understand their rights.
5. Workplace Safety Rules: OSHA and states like California are updating safety standards, particularly in high-risk industries and for outdoor work. Businesses must comply to avoid penalties.
6. Employment Contracts & Non-Competes: Laws are tightening on non-compete clauses, especially for lower-wage workers. Employees should understand these changes, and employers may need to revise agreements.
7. Protections: New regulations in 2025 increase protections against unfair dismissal. Employers must follow proper protocols, while employees should seek legal advice if terminated unjustly.
Understanding 2025 employment law updates is critical for businesses to stay compliant and for employees to safeguard their rights. Employers must stay updated on these changes to avoid legal consequences, while employees should understand their rights to ensure fair treatment in the workplace.
2025 UPDATES: Massachusetts PFML
Massachusetts employers need to inform their employees about the 2025 Paid Family and Medical Leave (PFML) contribution rates by December 2, 2024.
The 2025 rates are:
0.88% for employers with 25 or more employees.
0.46% for employers with fewer than 25 employees.
Employers must distribute Rate Sheets showing the contribution shares for both the employer and employees. These notices can be given out like other policy updates, and while no signed acknowledgment is needed, it’s good to have proof of distribution.
Additionally, an updated PFML poster with the 2025 maximum weekly benefit amount of $1,170.64 must be displayed prominently.
For new employees, revised notices must be issued within 30 days of hire, and employees should acknowledge receipt.
The updated notice should include:
The new maximum benefit amount.
Information on using accrued paid leave to supplement PFML benefits.
A requirement that PTO policies do not discriminate against employees using PFML.
Employers should review and clarify their paid time off policies, especially if they offer unlimited time off, to specify limits during PFML leave.
The Department of Family and Medical Leave (DFML) will continue audits, with fines of:
$50 per employee for a first notice violation and;
$300 for subsequent violations.
BY 12/15/24: General HIRD reporting requirements
Massachusetts employers, it’s time to get familiar with the Health Insurance Responsibility Disclosure (HIRD) form. This annual requirement, launched in 2018, helps MassHealth identify members who might qualify for the Premium Assistance Program by gathering information about employer-sponsored insurance (ESI) offerings. Here’s a quick breakdown to keep you compliant.
HIRD Form Purpose: Annual reporting requirement for Massachusetts employers to provide information on employer-sponsored insurance (ESI) offerings, aiding MassHealth’s Premium Assistance Program.
Who Must File: Employers with six or more employees in Massachusetts, even if health insurance isn’t offered.
Filing Period: November 15 to December 15, completed electronically via MassTaxConnect (no paper forms).
Responsibility: Employers must ensure timely filing, even if using a payroll company or PEO. Coordination with HR/benefits is necessary.
Data Collected: Employer-level health plan information only, no personal employee data.
Non-Compliance Impact: No new penalties, but important for MassHealth assistance programs and won’t affect EMAC Supplement obligations.
Action Required for Non-Offering Employers: Still required to submit, indicating no health insurance is provided.
December 2024: How Should Employers Respond Now that OVERTIME RULE Is Blocked?
A Federal court decision on November 15 blocked planned increases to the salary threshold for overtime exemptions.
The salary threshold will return to the 2019 level of $35,568 annually ($684.00 per week), halting increases scheduled for July 2024 ($43,880) and January 2025 ($58,656).
The court criticized the increases for exceeding statutory authority and prioritizing salary thresholds over the duties test. The ruling applies nationwide and nullifies automatic salary threshold adjustments.
Employers who increased salaries in preparation for the new rule are unlikely to lower them. However, some employees who were reclassified as nonexempt might be switched back to exempt if they fulfill the duties test.
The duties test remains a key determinant for white-collar exemptions, requiring assessment of job roles alongside salary.
The ruling may be appealed, and changes could occur under the incoming presidential administration.
Employers must assess workforce impacts and comply with duties tests and state notice requirements when reclassifying employees.
Duties tests outline specific criteria for executive, administrative, and professional exemptions, ensuring roles meet both duties and salary standards.
APRIL 23, 2024: OVERTIME RULE
On April 23, 2024, the USDOL issued a Final Rule that will raise the minimum salary level for exempt employees and increase the total compensation minimum for highly compensated employees (HCEs). The new rule also introduces a mechanism to update these thresholds every three years. Despite potential legal challenges that may delay implementation, employers should review and adjust current salaries to ensure compliance with the new minimums.
Overtime Rule Changes
The rule’s journey began in Fall 2023 when the USDOL proposed changes to the federal wage law overtime exemption requirements. These proposed changes were open for public comment until November 8, 2023. During the comment period, concerns were raised about the substantial 65% increase and its impact on businesses during a tough economic period. To ease the transition, the USDOL adopted a two-step compliance approach, raising salary thresholds on July 1, 2024, and January 1, 2025.
The USDOL estimates that about 1 million currently exempt workers earn below the new $43,888 threshold and another 3 million earn less than $58,656. Employers must either raise salaries to meet the new minimum levels or reclassify these employees as non-exempt and eligible for overtime pay. While legal challenges are anticipated, similar to those in 2016, the outcome is uncertain. Therefore, employers should review current exemptions to avoid potential misclassification liabilities.
Employers should ensure exempt employees are paid at least the current minimum salary and that their job duties align with the exempt categories. For those who do not meet the duties test or new salary levels, employers need to confirm work schedules, communicate overtime eligibility, and review timekeeping, meal break, and overtime approval policies. Additionally, managers and supervisors should be trained on monitoring work hours and timekeeping.
Employers operating in multiple states should also consider varying state wage laws, which may have higher minimum salaries for overtime-exempt employees, to avoid unfavorable wage audits or claims. Compliance with both the FLSA Final Rule and state laws is crucial for reducing legal risks.
Management is the vital link between organizational leaders and rank-and-file employees, ensuring goals are achieved efficiently. Managers can ascend through different paths, either internally or externally, and must possess essential knowledge, skills, and abilities (KSAs) to be able to achieve organizational goals and engage employees. Lacking these KSAs, managers will need basic or advanced training, depending on their place within an organization.
Management development is the systematic process of fostering effective managers, involving rigorous academic and practical training. Key competencies include recognizing individual differences, communication, and conflict resolution. It involves providing training, guidance, and support to individuals in managerial roles to enhance their knowledge, skills, and abilities (KSAs) necessary for successful leadership.
Effective managers translate leadership objectives into actionable plans, playing a crucial role in employee performance and organizational success. Management development is crucial for organizational success as well as the growth and effectiveness of managers. Well-trained managers can have a significant impact on employee performance and morale, help revitalize unmotivated employees, and serve as translators between different levels and groups within the organization. Additionally, in the face of emerging trends such as globalization and demographic shifts, skilled managers are essential for navigating complexities and driving innovation. However, many organizations overlook management development, leading to issues such as unprepared new managers and resistance to development efforts.
Typical issues in management development include the promotion of individuals into managerial roles without adequate training or support, leading to difficulties in transitioning from individual contributor to manager. Other challenges include inconsistency in enforcing company policies, resistance from managers to acknowledge weaknesses and participate in development programs, and organizational discrepancies between stated values and actual practices.
Challenges in management development include the lack of resources allocated to development efforts, resistance from managers to acknowledge and address their development needs, and the perception of development initiatives as punishment rather than support. Overcoming these challenges requires systematic and ongoing efforts to identify and address individual and organizational barriers to effective management development.
Creating a robust management development strategy involves assessing current skill levels, identifying future development needs, aligning development efforts with organizational goals, and providing ongoing support and guidance to managers. This process requires careful planning, evaluation, and adjustment to ensure that development initiatives are effective and sustainable.
Management development programs typically cover a wide range of topics, including leadership and supervision skills, communication, business acumen, industry-specific knowledge, and organizational culture and values. These programs may include formal training sessions, workshops, coaching, mentoring, and experiential learning opportunities tailored to the needs and interests of individual managers.
Careers in management development include roles such as training and development managers, training and development specialists, and industrial-organizational psychologists. Professionals in these roles are responsible for designing, implementing, and evaluating management development programs to enhance the skills and effectiveness of managers within organizations.
Contact us for more information about MANAGER TRAININGS WE OFFER.
Sign up for our MIDDLE MANAGERS TRAINING! 4th Thursday of the month. Upcoming trainings June 27, July 25 3-4pm.
Mid-Year Review: Take some time to review goals, identify items that need more work, and celebrate wins. Also, this time of year is a great opportunity to remind employees to take advantage of their benefits.
Support for middle managers is crucial. Granting middle managers more decision-making power can alleviate stress and enhance job satisfaction. Enhancing their authority and influence, providing necessary resources, and restructuring their role as leadership-focused can alleviate some stress. Additionally, improving the relationship between HR and middle managers is essential. HR must actively listen to middle managers, seeking and valuing their feedback to understand their unique challenges. Regular check-ins and open communication channels create a psychologically safe environment. HR should validate managers’ experiences and provide training on managing hybrid environments, ensuring middle managers feel supported and heard. 
Highlights seven key employment law updates for 2025 that both employers and employees should be aware of in order to avoid legal issues and ensure compliance.
Massachusetts employers, it’s time to get familiar with the Health Insurance Responsibility Disclosure (HIRD) form. This annual requirement, launched in 2018, helps MassHealth identify members who might qualify for the Premium Assistance Program by gathering information about employer-sponsored insurance (ESI) offerings. Here’s a quick breakdown to keep you compliant.
On April 23, 2024, the USDOL issued a Final Rule that will raise the minimum salary level for exempt employees and increase the total compensation minimum for highly compensated employees (HCEs). The new rule also introduces a mechanism to update these thresholds every three years. Despite potential legal challenges that may delay implementation, employers should review and adjust current salaries to ensure compliance with the new minimums.
