Crescito helps customers stay focused on their core business, reducing liability and improving efficiencies. Crescito offers a flexible, cost effective and customizable set of HR Solutions tailored to customer needs. Let us take care of your time-consuming HR tasks, so you can focus on growing your business.
Prepare detailed job descriptions listing duties, responsibilities and qualifications. When posting jobs, do not state or suggest preference for a particular gender, race, age or employment eligibility. Add a EEO statement. Source your candidates with a strong commitment to diversity.
Use a HR reviewed application form with EEO and "no guarantee of employment" statements. If conducting background checks, ask for approval in a form conforming to the Fair Credit Reporting Act.
Ensure that your managers are trained on legal and effective interviewing techniques. Limit interview topics to only those that will help evaluate an applicant’s qualifications. Only ask open ended qustions and evaluate the responses critically. Make no promise of employment. Take detailed notes. Consider having more than one person interview and compare notes.
Avoid firing on the spot and postpone to the next day. Document reasons for termination and be consistent with the termination process. Don't fire in retaliation for something the employee said or did.
Was the employee given feedback on performance, Counseling and opportunity to correct before termination?
Handle terminations in a dignified manner. Treat the employee with dignity and professionalism. Have witnesses in the meeting and document after the meeting.
Change password for email and computer access immediately. Any payout (salary, vacation, commissions, etc.) should be paid in a timely manner. Notify benefits provider for COBRA documentation.
Always get someone else involved that does not have emotional investment. In most cases that is HR or another manager, or your HR consultant.In a small to medium-size business, the human resource function is usually handled by someone who is not qualified for the job. With no formal HR qualification or experience, this role is not satisfactorily managed. Wrong decisions resulting from this situation can prove expensive for the company.
Compliance challenges are many. Small employers need to keep on top of benefit compliance and government filings. Keeping up with the ever changing regulations and laws is a tall order for the understaffed or non existent HR department of small businesses. Failure to be compliant results in expensive audits and penalties.
Many small businesses are sued for discrimination resulting from untrained supervisors and managers who are not aware of EEO and sexual harrasment laws.
This is a sample of our customer success stories. In keeping with our practice of maintaining absolute confidentiality, names and other identifying aspects of these engagements have been removed.
We were retained by an Engineering Services Company to create their Employee Handbook, Employment Contracts and re-evaluate the compensation structure.
We drafted the Employee Handbook that clearly explained the company policies such that every employee receives the same information about the rules of the workplace and valuable legal protection for the employer.
After detailed analysis, we also presented a compensation strategy detailing recommendations for monetary and non-monetary compensation for the top performers. We also re-designed the performance appraisal methodology to include continuous improvement techniques into the evaluation process.
A Information Technology consulting company with operations in multiple states retained us to perform a I-9 audit. While the company had required every new employee to complete the I-9, our audit pointed out the inconsistencies in the timelines, acceptable supporting documents, retention of forms (terminated employees) and challenges with verification of documents for remote employees. We also analyzed LCA compliance
We completed the audit and presented a best practice based process for collecting, verifying and maintaining the I-9 forms. LCA non compliance areas were identified and corrected
A bi-annual audit of the I-9s and immigration records is conducted on an ongoing basis to make sure that the process was maintained and the business remained compliant.
Retained by a Marketing Solutions Company for payroll administration. As a first step, audited the HR/Payroll database and reviewed the input and output of information.
Established a process for managing timesheets and payroll related Information to form the core of the payroll operations. Maintained the HR/Payroll database, posting changes, auditing for completeness, and preparing timely paychecks in accordance with company policy and all applicable laws and regulations.
In addition, we also implemented a key employee retention program and succession planning process that targeted the most valuable employees for more responsibility and compensation.
Retained by a Tech Startup to handle all their initial HR needs and continuing on-call HR services. Drafted Handbook, Employment Agreements and third party contracts. Assisted with vendor evaluation for payroll and benefits. Setup payroll and assisted with obtaining all State and Federal clearance. Designed and implemented an attractive benefits package.
Recruited senior staff in Sales and Management positions. Setup ongoing recruitment process and implemented a social media recruitment strategy. Hired recruiters to fill on going needs.Also introduced a successful employee referral program.
Setup a performance appraisal system in line with company's growth ambitions. Designed a rewards and recognition program. Identified top performers and setup a non monetary rewards program.
In a report dated February 11, 2014, titled "U.S. Immigration and Customs Enforcement's Worksite Enforcement Administrative Inspection Process," Acting Assistant Inspector General for Audits Mark Bell discussed the results of an audit of U.S. Immigration and Customs Enforcement's ("ICE") worksite enforcement processes.
The purpose of the audit was to find out if ICE was meeting the directives set forth in 1986 Immigration Reform and Control Act.
Of particular concern for employers is the report's criticism of those field offices that issued warnings rather than fines and those that allowed significant reductions in fines.
The memo clearly indicates the position of the Office of Inspector General is the direction that ICE’s enforcement strategies should be strengthened and uniformly applied across the regions. There has been an increase in fines from $1.03 million in 2009 to $12.72 million in 2012 which is a clear indication that the Obama administration is intensifying its efforts to target non-compliant employers and impose tougher penalties for employers. Employers should expect that the pressures of a mid-term election year will further push the administration to increase the emphasis on compliance and implement stricter workplace enforcement mechanisms.
Employers should ensure that proper I-9 internal review procedures are in place to avoid the harsher penalties that may result from this audit.
Start with your company website. Candidates should be able to see open positions and learn about the company and its culture. The Careers section should be well organized and informative. Assign an individual to be in charge of all social media program. Create a message plan to stay consistent with your brand with a unified look and feel for your company’s brand across all social media sites such as a blog, Facebook, LinkedIn, Google+ and YouTube. Create links to other sites (tweet about your blog or the new video posted on YouTube and link this to your Facebook page) and link the content to your website.
Create relevant content such as company news and industry trends. Upload videos and photos. Engage candidates while educating them about your company. The key to social recruiting is building relationships with candidates. It is important to interact with your followers. Handle negative remarks carefully. Take a screen print of the offending post / tweet. Do not delete the post or comment. Respond quickly in the same thread. Avoid the temptation to discuss the matter in detail. Instead tweet or comment back with “please message me more info”. After the matter is resolved, tweet or post that as well. Your followers are watching you and the more gracefully you handle criticism, the better they will think of you and the company.
Analyze your social media program. How many visitors do you get to your blog? How many comments do you receive on it? How many followers do you have? Is each of these sites working well for your strategy? Track where candidates heard about your company on the application form. Capture and collate this data to fine tune your social media recruiting strategy.
Under New York City’s Earned Sick Time Act (Paid Sick Leave Law), certain employers must give their employees sick leave, which they can use for the care and treatment of themselves or a family member.
Employers with five or more employees who are hired to work more than 80 hours a calendar year in New York City must provide paid sick leave. Employers with less than five employees must provide unpaid sick leave.
Employers who have one or more domestic workers who have been employed at least one year and who work more than 80 hours a calendar year must provide paid sick leave.
Employers must comply with the law starting April 1, 2014.
An altered definition of disability, which took shape last May with new rules that expressly cover those with cancer, diabetes, epilepsy and intellectual disabilities, addressed key blind spots in the ADA. But the expanded law amounts to a challenge for employers. The new rules from the Equal Employment Opportunity Commission increase the number of people who may be entitled to federal protections and thereby heighten an unknowing employer’s chance of having to defend itself in a lawsuit.
In particular, questions of what constitutes an intellectual disability are proving tricky for employers to navigate. Attention deficit disorder likely falls under the new definition of disability, said Kathy Helms, a partner at law firm Ogletree, Deakins, Nash, Smoak & Stewart in Columbia, S.C. She said the change in disability law, which dates to the Americans with Disabilities Act Amendments Act of 2008, marks a major shift.
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The Affordable Care Act, also known as Obamacare, is one of the biggest revamps of our health care system in last 50 years since the introduction of Medicare and Medicaid in 1965. It changes the rules of health insurance coverage not only for businesses and insurers, but also for an estimated 20 million Americans. Since being signed into law four years ago, the details of the ACA have been trickling out to the masses. This year, however, marks the first phase of implementation.
The complexities of health care reform are difficult to navigate, but it’s important, particularly for those of us in the HR and staffing industries, to at least be well-versed on a few key areas.
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