While you may not be able to completely control if or when an enforcement agency will audit your business, you can control the outcome of those audits. By conducting preemptive internal audits, businesses can identify areas of risk and mitigate those risks before an auditor ever comes knocking on the door.

While you may not be able to completely control if or when an enforcement agency will audit your business, you can control the outcome of those audits. By conducting preemptive internal audits, businesses can identify areas of risk and mitigate those risks before an auditor ever comes knocking on the door. Tune in to Modern Business Associate’s webinar or podcast that discusses the types of internal audits that can be conducted, how businesses can conduct those audits and the benefits that your business could expect to see from them. Click here for the webinar.

Recruiting top talent in a virtual world is an art form that we have mastered at Modern Business Associates. Listen in on the podcast or webinar to our discussion on helpful tips for hiring remotely and why trust remains the cornerstone of working relationships.   Topics include:Best Practices for Hiring RemotelyBuilding and Maintaining TrustVirtual InterviewsRemote OnboardingBenefits of a Recruiter Click here for the webinar.

Hindsight is 2020 but preparation is key. In a year full of first impressions, uncertainty, and surprise, it can be difficult to look to the New Year with optimism. Did you know that on January 1, 2021, Florida’s new “Verification of Employment Eligibility” statute will go into effect?  Understanding the requirements can be intimidating and stressful, but preparation is the key to complying with Florida’s new requirements. The E-Verify program was first introduced as a federal program to prohibit employers from hiring an individual for employment knowing that the individual is not authorized to work in the United States. For most employers, using the E-Verify program was voluntary. Instead, employers were required to retain a completed Form I-9 for every person they hired for employment. However, Florida’s new E-Verify law creates a new set of requirements. On June 30, 2020, Florida’s Governor Ron DeSantis passed a hybrid version of a mandatory E-Verify law that goes into effect on January 1, 2021. It is important to recognize that this law does not replace the Form I-9. Employers are still required to complete and retain the Form I-9 in either paper or electronic format. What Does Florida’s New Law Require? From the outset, it is imperative to understand that there are varying requirements depending on your employer classification. E-Verify is mandatory for all public employers and only certain private employers. E-Verify is optional for all other private employers. Instead, Private Employers are required to retain Form I-9 and the identification documentation used to complete Form I-9. Public Employers Public employers include any government agency, including local school districts, public universities, colleges, and state and local agencies, as well as their private contractors. Please remember, all public employers are required to enroll in and use the E-Verify system. No public contract can be entered into without an E-Verify certificate. Any subcontractor working on a public contract must provide an affidavit stating that the subcontractor does not employ, contract, or subcontract with unauthorized aliens. Private Employers Private employers are any non-governmental businesses that (1) do not have a contract with a public employer, and (2) do not apply for taxpayer-funded incentives through the state Department of Economic Opportunity (“DEO”). Private employers are not required to use the E-Verify system. Instead, Private Employers must retain Form I-9 and maintain copies of the identification documents used to complete Form I-9 for all active employees and three years after the date of hire for any former employees. Tips on Managing E-Verify and Form I-9 Requirements Preparation is key. Therefore, it is recommended that you train managers and human resources staff on the work authorization process, clearly communicate to new hires their responsibilities related to confirming their work authorization, and securely store I-9s and ID documents appropriately for the required retention period. If you need any assistance navigating Florida’s New Mandatory Employment Eligibility Requirements, please contact an MBA Consultant today at 1-888-622-6460. Click here for the webinar.

2020 has certainly had its share of challenges, but closing your books doesn't have to be one of them.  Join us as we discuss payroll year-end reporting and processing.  Essential tips and information will be provided to help you and your business transition into 2021. Topics include: Performance Reviews and BonusesEmployee Reimbursements Employee Use of Company Cars (PUCC)Manual, Voided and Unclaimed ChecksBenefit Credits

One of the biggest outcomes of the global coronavirus pandemic was  the shift to a remote workforce.  While the initial change was unexpected, many employers have found that their workforce is succeeding and even excelling in this shift.  With this success and the continued uncertainty of the future, telecommuting is quickly becoming the new status quo.  Join us as we discuss best practices for compliance with wage and hour requirements as well as keeping a positive and productive company culture in a virtual environment. Click the here for the webinar link or listen to our podcast, Raising the HR Bar. Topics include:Maintaining productivityPromoting teamwork and collaborationEquipment and compensation considerationsCultivating your company's virtual identity Why working from home could be here to stay

As your trusted HR partner, Modern Business Associates has been issuing COVID-19 pandemic crisis updates to assist you in navigating your business and employees through these unprecedented times. In an effort to provide additional guidance, we have answered your most frequently asked questions and have offered best practice tips during this Webinar.  Click here to listen in as we discuss this ever-changing landscape to help you stay up-to-date and compliant, or listen to the podcast, Raising the HR Bar. Topics include: Families First Corona Response ActEmergency Paid Sick LeaveEmergency FMLA The CARES Act: Tax Credits and LoansGovernmental Orders and Essential EmployeesCDC and OSHA Recommendations

Just like dating, recruiting isn't as simple as it used to be. A multitude of websites and social media have changed the game when searching for great talent in a tight labor market. Join us as we discuss best practices and helpful tips for finding "The One".  Check out Tamara's article in Tampa Bay Business and Wealth magazine!  You can find it here! Topics include: Current Recruiting TrendsHow Good Recruiting Can Save You Time and MoneyMaximizing Your Resources to Find the Best TalentThe Impact of Social Media on the Hiring Process Listen to the webinar here or on our podcast Raising the HR Bar.

A communicable disease is an infectious disease transmissible by direct contact with an affected individual or the individual’s discharges. As an employer, you should have a general understanding of these types of illnesses because they not only affect your employees, but also can have a major effect on your community as a whole. Communicable diseases are also a hot topic right now due to recent outbreaks of Measles and Hepatitis A in the United States and with flu season right around the corner.   Measles is a viral disease with fever and red rash among the most common symptoms. Some other symptoms of Measles include dry cough, runny nose, sore throat, inflamed eyes and tiny, white spots with bluish-centers inside the mouth. Measles can be transmitted several different ways - through coughing, sneezing, talking and when infected droplets make their way onto surfaces, which can remain active and contagious for hours. This disease is highly infectious and, according to the Centers for Disease Control (CDC), between January 1st and September 19th of 2019 there have been 1,241 individual reported cases in the U.S. This is the highest number of cases reported since 1992. Hepatitis A is a communicable disease that attacks the liver. Like Measles, Hepatitis A is a vaccine-preventable disease. Symptoms of Hepatitis A include pain in the right side of the abdomen, fever, jaundice, digestion disorders, dark urine, feeling weak, vomiting and nausea. This disease is transmitted from person-to-person contact via the fecal-oral route. This means ingesting something that has been contaminated with the feces of an infected person. There were an estimated 6,700 cases of Hepatitis A in the U.S. in 2017 and incident rates have increased by 140% from 2011 to 2017, according to the CDC. Influenza, or the flu, is a viral infection that attacks the respiratory system- nose, throat and lungs. Symptoms of influenza are fever over 100.4 degrees Fahrenheit, aching muscles, chills, sweats, headache, dry cough, fatigue, nasal congestion and sore throat. The flu can be transmitted when the infected person coughs, sneezes, talks, or touches the mouth, eyes or nose. Although the flu may not seem as dangerous as some of the other communicable diseases, it led to 959,000 hospitalizations and over 79,000 deaths from 2017 to 2018. As an employer, it is your duty, under the Occupational Safety and Health Administration (OSHA), to provide a safe and healthful working environment for your employees- this includes protecting employees from communicable diseases like Measles, Hepatitis A and Influenza. Whether you run a restaurant or a medical office, you must follow standard precautions to keep your workplace safe. This means implementing policies and procedures that ensure workers are maintaining a standard level of hygiene in order to eliminate the risk of disease transmission. Standard precautions include hand hygiene (requiring employees to wash hands after using the bathroom and making hand sanitizer available), respiratory hygiene (providing tissue that employees may use to cover the mouth and nose when they cough or sneeze) and ensuring regular cleaning and disinfection of bathrooms and work areas. There are some industries whose workers are at a greater risk of contracting communicable disease like healthcare workers, maintenance and waste workers, emergency response personnel and even tattoo artists and body piercers. Workers in these high-risk industries require additional protections in order to do their jobs safely, particularly medical and dental offices. They are required under OSHA to go the extra mile to ensure their employees are working in a safe and healthful environment. One of those requirements is having a Written Exposure Control Plan, which is a living document and source of information for answering blood borne-pathogen questions. This plan is intended to protect your workers from exposures to blood and other b...

The Americans with Disabilities Act (ADA) prohibits discrimination based on disability and requires covered employers to provide effective, reasonable accommodations for employees with disabilities. Reasonable accommodations are modifications or adjustments to an employee’s work environment, which enable the employee to perform the essential functions of their job. Compliance with the ADA starts with knowing when an accommodation request has been made. Employers may not always recognize a request for accommodation since employees are not required to use any magic words or phrases when making a request. According to the EEOC, an individual may use “plain English” and doesn’t need to mention the ADA or use the phrase “reasonable accommodation” when requesting an accommodation.  An employee can file a complaint under the ADA for an employer’s failure to respond to an accommodation request, so it is essential for all supervisors and managers to know how to recognize and respond to accommodation requests. In general, if an employee indicates that they are having a problem, related to a medical condition, employers should treat that as an accommodation request. The EEOC provides the following examples in their Enforcement Guidance to help employers understand what type of comments can be considered accommodation requests. Example A: An employee tells her supervisor, “I’m having trouble getting to work at my scheduled starting time because of medical treatments I’m undergoing.” This is a request for a reasonable accommodation. Example B: An employee tells his supervisor, “I need six weeks off to get treatment for a back problem.” This is a request for a reasonable accommodation. Example C: A new employee, who uses a wheelchair, informs the employer that her wheelchair cannot fit under the desk in her office. This is a request for reasonable accommodation. Example D: An employee tells his supervisor that he would like a new chair because his present one is uncomfortable. Although this is a request for a change at work, his statement is insufficient to put the employer on notice that he is requesting a reasonable accommodation. He does not link his need for the new chair with a medical condition. If you’re unsure whether an employee has requested an accommodation, you should ask the employee to clarify what is being requested and why. When in doubt, err on the side of caution and treat the request as an accommodation request. Employers must respond promptly to any accommodation requests and should keep the employee informed as to the status of their request.  Unnecessary delays in processing an accommodation request can violate the ADA. To streamline the accommodations process, employers should establish clear policies and procedures for handling accommodation requests. To learn more about the ADA and the necessary steps to take once an accommodation request is received tune into our podcast, Raising the HR Bar on the link below or watch the webinar here.   

Employers frequently have questions regarding the appropriate methods and practices to ensure payroll compliance. One of the primary concerns employers face is how to properly classify employees. Employee classifications turn on whether an employee is considered exempt or non-exempt. The key characteristics of an exempt employee is someone who is not entitled to overtime pay, who is paid a salary wage, and who earns at least $455.00 per week (certain states might vary on this number). On the other hand, a non-exempt employee is someone who is entitled to overtime pay equal to one and a half times their regular rate of pay, who is paid either a salary or an hourly wage, and is not required to earn a certain amount of wages per week.   To determine if your employee falls into an exempt classification, there are a few different tests to consider. These tests are called “duties tests” because the classification decisions are based upon the actual tasks, or duties, that an employee must do every day on the job.  The categories of exemption encompass criteria that are labeled executive, professional, administrative, computer, outside sales and highly compensated.   If an employee meets the duties outlined in these categories, then that employee will be exempt from the overtime provisions of the law.  Classifying your employees correctly is essential to avoiding penalties from the U.S. Department of Labor’s DOL. If an employee is misclassified as an exempt employee, the DOL will require payment of owed wages and can impose a penalty equaling the owed amount of back wages — essentially, doubling the amount paid to the employee.   The DOL has useful information which can aid you in determining the proper classifications of your employees. https://www.dol.gov/whd/overtime/fs17a_overview.pdf Beyond classification, many employers also have trouble with the correct way to compensate an exempt employee for a partial work day.  When considering how to pay for a partial day worked, you must review your own internal policies. First, check to see if the company has an accruals plan. If so, you may be able to replace the unworked hours with paid time off (PTO), sick leave or vacation pay. If you do not have an accrual policy in place, the employee should be compensated for the full work day.  Contrary to popular belief, deductions from salary can only be made if an employee misses one or more full days. Another common scenario is how to handle overtime pay when an employee is not present for the entire work week.  For example, if an employee works thirty-three (33) hours, but has eight (8) hours of PTO, does an employer need to pay overtime for the one (1) hour worked over forty (40)? Federal regulation says no because PTO, sick, vacation and holiday pay are not hours worked and do not factor into the calculation of overtime. Overtime pay will not trigger until the employee has actually worked more than forty (40) hours in a work week. As you can see, complying with federal and state regulations can seem a tall task and not all businesses are able to handle this on their own. MBA’s payroll and HR departments offer a multitude of services that help you remain compliant and avoid unnecessary fines and fees.  Listen to the podcast below.  Please contact us for more information at 1-888-622-6460.

Many of your workers are exposed to heat stress, and not just the ones with outdoor jobs like construction workers, fleet drivers, and lawn maintenance employees. Heat stress affects employees who work indoors too, like those in commercial kitchens, warehouses and factories.  As an employer, under the Occupational Health and Safety Act (“OSHA”), it is your duty to provide your employees with a safe work environment free from recognized hazards. It is an employee’s right to work in such an environment. Consequently, if your employees are in an environment where heat stress is present, you must provide them with training, personal protective equipment and work-rest cycles that will alleviate or remove the hazard, which in this case is heat. If not properly managed, heat stress can lead to a myriad of conditions–two of which are Heat Exhaustion and Heat Stroke.    Heat Exhaustion is the body’s response to an excessive loss of water and salt, usually through excessive sweating. Workers most prone to Heat Exhaustion are those that are elderly, overweight, and have high blood pressure or heart disease. Symptoms of Heat Exhaustion are headaches, dizziness, weakness, wet skin, heavy sweating, elevated body temperature, irritability, confusion and decreased urine output. It is important that you and your workers know these symptoms so that they can be properly treated once recognized. This is because If not properly managed, Heat Exhaustion can quickly transition into Heat Stroke.   Heat Stroke is the most serious of the heat-related illnesses. This occurs when the body is unable to control its temperature. In Heat Stroke, the body temperature rises rapidly, the sweating mechanism fails and the body is simply unable to cool down. In some cases, body temperature can rise to 106 degrees Fahrenheit or higher within just 10 to 15 minutes. This condition can cause death. The symptoms to look out for are confusion, altered mental status, slurred speech, loss of consciousness, hot, dry skin and even seizures. It is vital that you and your workers know the difference between Heat Exhaustion and Heat Stroke in order to properly respond and treat symptoms.   If someone is exhibiting symptoms of Heat Exhaustion, lay them down in a ventilated area, have them drink water if they are fully conscious, spray them with cool water, fan them and constantly monitor the individual to ensure that they do not transition into Heat Stroke. On the other hand, if someone is showing signs of Heat Stroke, call 911 immediately, lay them down in a ventilated area, elevate feet, remove tight clothing, and cool them until help arrives. As you may have already learned by this point, Heat Exhaustion and Heat Stroke are very serious medical conditions that should not be taken lightly and as an employer it is your duty to keep employees safe and out of the danger zone. Workers should be pre-hydrating by drinking plenty of fluids before they get to work. While on the job, workers should be drinking plenty of fluids–alternating between water and electrolyte beverages. They should be wearing loose, synthetic fabrics and acclimate to the heat slowly. You should also make personal protective equipment a part of the uniform.  Items such as sunglasses with UV protection, hats with visors, and cooling pads should be required.    By familiarizing yourself and your workers with these symptoms and providing training and awareness on how to properly manage working in heat, you can avoid the many dangers of heat stress. To hear the webinar click here or listen to the podcast on Raising the HR Bar.

Workplace diversity occurs when organizations recognize the benefit to having an organization with employees of different ages, races, genders, life experiences, and thinking patterns.  Diversity refers to acknowledging the similarities and differences between individuals and leveraging these qualities to support the business objective.  Quite simply, diversity allows for more innovation and creativity because there is a diversity of thoughts and ideas.  The decision to hire with a diversity purpose in mind does away with the concept of “groupthink” where leaders value harmony over critical evaluation.  Some leaders may wonder why their organizations have not implemented new products or increased the bottom line in five years.  They should survey their employees.  Does everyone look, sound, or think alike?  Do people agree simply to avoid conflict or being seen as a “troublemaker?”  If so, the work environment is not diverse.  A recent Gallup survey indicated that 2/3 of the U.S. workforce are disengaged. According to TalentCulture, a disengaged employee is not poised to put in extra effort for success; they do not like going to work most days and are unwilling to recommend the products or services of, or employment with, their current employer.  With the unemployment rate at an all-time low, employers must make conscience decisions on how to improve their workplaces in order to retain quality talent.  Focusing on diversity and inclusion efforts is one way to improve retention and increase employee engagement.  Celebrating diversity can be achieved through cost effective means.  Employers can provide mandatory training to all leaders about the importance of diversity and inclusion. Create an inclusive environment by creating small sets of actionable habits to make others feel welcomed. This can be accomplished by something as simple as smiling when passing someone in the hallway, sending an encouraging note or an instant message complimenting someone on a new pair of shoes. Schedule potluck parties celebrating the nationalities represented amongst employees. Create a reflection room that allows employees to meditate or pray. Acknowledge a variety of faiths and traditions. During the holidays, recognize Hanukkah, Kwanzaa, and Ramadan, to name a few, in addition to Christmas. Conduct town hall meetings and focus groups to receive feedback from employees on engagement issues. Partner with outside groups to champion diversity efforts. For example, if a company wants to hire more individuals with disabilities, they can partner with a non-profit or a special interest group as a target market, such as the Alliance on Autism. Support local diverse programs and events. Create shadowing and mentoring programs to allow employees to share their professional and personal experiences with others outside of their normal peer group. Diversity leads to better decision-making, smarter and innovative teams, and a more culturally sensitive and engaged workforce – all factors that lead to improvements in a companies’ bottom line.   Watch the webinar here or listen to our podcast, Raising the HR Bar on the link below.   

You have probably heard the word “culture” thrown around in the workplace, but what does it mean?  Culture is the combination of a company’s values, beliefs, expectations, ethics, and goals combined. In essence, it’s the personality of a company. Workplace culture affects your business. Americans spend almost a third of their time at work, so their jobs can significantly impact their happiness and overall well-being. A negative workplace culture harms productivity and retention. With historically low unemployment, employers should be focused on keeping their employees engaged. However, 53% of the US workforce reports not being engaged in their work.[i] Therefore, creating and maintaining a positive culture will help protect a company’s bottom line and foster the competitive edge needed in the market. What are the top three signs that your workplace culture needs improvement? Lack of Community It’s difficult to build community when employees are operating in silos. Look out for cliques or employees seeming to be isolated. A sense of community is built through systemic communication and collaboration. When a company lacks community, the right hand doesn’t know what the left hand is doing. This leads to inefficiencies and dysfunction. By promoting collaboration and transparency, employees work towards a common goal for the company. It is essential that everyone feels part of the team to build a true workplace community. Gossiping and Whispering Another problematic sign is overhearing gossip or the faint sound of whispers around the office. If your employees are resorting to this behavior, it’s an indication that they don’t trust one another. Those who participate in the gossip are engaging in a toxic negativity that diminishes their engagement in the company and with others. For those left on the outside of those conversations, they feel unnerved. It also means that everyone is distracted from the company’s mission. Rather than engaging in a productive conversation, employees are worried about their status in the organization. If you observe this behavior, nip it the bud.   Lack of Employee Engagement There are clear metrics your company can use to see whether attendance or productivity is decreasing. These are signs that your employees may be disengaged. Because these factors are measurable, it’s a good opportunity to determine the effectiveness of your company’s efforts to improve the workplace culture. Are you ready to pump up your workplace culture? Click here to view the webinar. [i] https://news.gallup.com/poll/241649/employee-engagement-rise.aspx

Managing unemployment claims and the associated costs is a concern for many employers.  Understanding how the unemployment program and claims process operates can make the difference in obtaining a positive outcome. Each state administers its own unemployment program. Therefore, benefit amounts, the number of weeks that benefits are paid, and eligibility/qualification requirements vary by state.  Generally, benefits are provided to eligible workers who are unemployed through no fault of their own and who meet the established wage requirements for wages earned during the “base period.”  The base period is usually the first four of the last five completed calendar quarters.  In addition to the initial earnings requirements, the claimant’s most recent reason for separation will determine his/her eligibility for receiving benefits.  Similarly, the claimant’s reason for separation from each base period employer will determine whether benefits paid to the claimant will be charged to those employers’ account. There are generally four steps to the process: 1. When applying for benefits, the claimant provides data about every applicable employer in the base period, including dates of employment and their reason for separation. 2. The state verifies which employers paid wages to the claimant in the base period and notifies those employers that a claim was filed. In that notification, the state asks the employer for similar details about the claimant’s employment and separation. 3. The employer responds to the notification. Some states offer rebuttal opportunities to both the claimant and the former employer before issuing decisions. 4. Once a decision is issued, either party can appeal the decision and an appeal hearing will be held where witness testimony and evidence can be presented. Although states have different eligibility requirements, the burden of proof is on the employer to show that the separation was due to actions taken by the former employee. To meet this burden, employers must present details and documentation supporting their defense. Dates, time records, disciplinary actions, and written statements are common pieces of evidence that can demonstrate both the facts and support the employer’s credibility. Lack of documented evidence can undermine an employer’s claim. Often, employers will allege that the former employee was warned about an issue many times, but they aren’t able to say when or what exactly was discussed.  Specific dates, written warnings, or, at least, an internal note of any verbal consultations can verify the employer’s account of the facts regarding the separation. If an employer can’t meet its burden of proof with details and supporting documentation, a claimant only needs to deny the allegations to succeed. That’s why the best time to build your unemployment claim defense is while the employee is still working.  It can be difficult to recall what occurred last week, let alone specific information over the course of the 15-month look back period. Documenting at the time of the incident is the best defense of a future unemployment claim. Learn more about the unemployment claims process on our latest webinar. Click here to watch the webinar or listen to the podcast on  Raising the HR bar. 

There are significant tax incentives for employers to attract, hire, and retain individuals in specific untapped markets. To support these initiatives, the government sponsors the Work Opportunity Tax Credit (“WOTC”) – an employment tax credit to incentivize hiring individuals with certain barriers to employment. Check out our latest episode of Raising the HR Bar highlighting the benefits of hiring veterans, disabled veterans, and individuals with criminal records.  Employers who hire individuals in these target groups are eligible to earn a tax credit between $1,200 and $9,600 per employee.  The amount of the credit depends on the target group of the new employee and the number of hours worked for the business.  For example, if an employee works at least 120 hours, the employer may claim a tax credit equal to 25% of that employee’s first year wages, up to the maximum tax credit.   A business that hires a disabled veteran who has been unemployed for at least 6 months may receive up to $9,600 in tax credits. To maximize the tax credits our clients receive, MBA partners with HIREtech, a national tax credit company. HIREtech is fully integrated with MBA’s technology platform, along with our Applicant Tracking System, JazzHR.  The process is simple and streamlined.  When a new hire is completing their electronic new hire paperwork, survey questions help determine whether the new hire is in a WOTC target group.  By selecting “yes” to certain questions, HIREtech automatically sends the required forms to the applicable state agencies to begin the process of obtaining tax credits for the employer. Importantly, because of MBA’s partnership with HIREtech, our clients do not have to interact with any state agency to obtain these credits nor are they charged any upfront costs or setup fees. HIREtech only charges a percentage of the total tax credit if one is received. Providing opportunities to individuals with barriers to employment is mutually beneficial.  Employers may be overlooking qualified talent in untapped markets.  By focusing your recruiting efforts on veterans, disabled veterans, and individuals with criminal records, employers will benefit from valuable workers and financial incentives under the WOTC program. For more information about MBA’s partnership with HIREtech and obtaining tax credits, contact a member of our Client Services team at info@mbahro.com or 888.622.6460. To discuss how businesses can strategically access untapped markets, the applicable laws for each target group, and additional benefits of providing employment opportunities for these individuals, contact an HR Consultant at HR@mbahro.com. To view the Webinar in it's entirety click here.

Click Here To Watch The Webinar! Love is in the air, but what happens when it's in the office? Join us as we discuss the rules of engagement for how to address dating, marriages, and breakups in the workplace. Topics include: Overview of the Issues Involved in Interoffice Dating What is sexual harassment? Courtship at Work Best Practices for Dating and Keeping it HR Appropriate Hiring Married Couples What to do When Employees Break Up

View webinar by clicking here. The national unemployment rate is at a historic low. Employers across the country are experiencing the same challenge - finding and retaining the best employees. Join us as we share best practices for hiring the right talent and retention strategies that won't break the bank.

Click here to view this webinar 2019 is right around the corner! As we look ahead to the next year, we are excited to share a few updates and predictions as to what employers can expect in 2019. Join us for this live webinar as we discuss what is on the horizon. Topics Include: 1. Status of the white collar overtime rule and proposed regulations scheduled for early 2019 2. Justice Brett Kavanaugh and past opinions dealing with employment related issues 3. The future of the ACA’s Employer Shared Responsibility Mandate and proposed HRA regulations 4. Draft W-4 5. Trends in ICE enforcement

Click here to view the webinar recording The current Administration has increased enforcement of its immigration policy.  In response, Immigration and Customs Enforcement’s (ICE) has expressed its intent to dramatically increase worksite enforcement actions.  Employers must balance protecting  employees’ rights and cooperating with ICE.  Learn how to prepare for an inspection.  Topics Include: Employer Responsibilities When Hiring I-9 and E-Verify Tips What does Immigration and Customs Enforcement (ICE) do? How do you prepare for an ICE visit? What do you do when ICE knocks on your door? Current ICE Activity