Monthly Archives: August 2015

It’s Time to Present Yourself!

presentation skills coaching san diego, presentation skills coaching discount

After spending a few months traveling throughout California to interact with clients one-on-one, our team is back in San Diego and ready to go! If you need help with a presentation (whether it be for work or school, in front of one person or thousands), marketing material (digital or hard copy), or a resume to present yourself to a potential employer, we can help!

Contact Jillian Bruni, MBA at jillian@lmrcenter.com today.

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REAL PERFORMANCE MANAGEMENT IS NOT A SINGLE ANNUAL EVENT

LMRC OFFERS A BETTER SYSTEM 

Contact Us Today to Get Started!

The Law and Management Resource Center has been teaching clients to replace the typical single annual review system of performance management with a system of real performance management for years. With a number of large corporations having recently reported the elimination of annual performance evaluations, substantial press has been generated about the efficacy of the standard process.

Performance management consisting of a single annual evaluation frequently fails to accurately assess year-long performance by reflecting mostly, if not only, on recent concerns or successes. Annual performance reviews are often perceived by employees to be centered on criticism. As a result, they can fail to foster employee and employer growth and instead lead to poor morale and animosity, and they sometimes lead to employee claims against supervisors for unfair treatment. Without an accurate and well-documented record of year-long performance, supervisors are often unable to provide sufficient evidence to defend against these claims.

Recent studies have revealed that more than 9 out of 10 supervisors are not satisfied with the annual performance review system currently used in their workplaces. Almost the same numbers of Human Resource professionals contend that the systems used in their workplaces fail to yield accurate assessments.

Without a feasible alternative, many workplaces continue to use processes that are considered overly time-consuming, cumbersome, ineffective, de-motivating, unsettling sources of distrust and contention between supervisors and their employees, and vessels that can invite claims of discrimination and retaliation. As a result, the process often doesn’t happen on time, if it at all. While being one of the most important aspects of every supervisor’s job, performance management becomes one of the most overlooked aspects of management.

Employers are seeking a smart alternative and we’ve got one.

We believe performance management should be a process that supports positive employee development and productivity through steady employee participation. Objectives should be directed at the accomplishment of goals which are tied directly to each employee’s job function and growth, and the goals of the organization as a whole.

Our system creates a sensible, efficient, and straightforward process that advances trust and promotes a positive work environment. The process for each individual takes only minutes, so it doesn’t detract from time for doing business.

Our system promotes immediate improvements in productivity, accountability, and loyalty. It is “employee-focused” and “employee-driven.”

Our system also helps eliminate opportunities for employee claims of retaliation by supervisors – a welcome relief for supervisors.

Let us help your business develop a real performance management system that you can trust to produce positive supervisor and employee feedback, immediate benefits, and measurable value.

Getting started is affordable and easy. We help introduce the program, provide customized easy-to-use forms, and train supervisors and employees on their roles in the process.

Contact us today at (858) 753-1775 or contact me at jillian@lmrcenter.com. You’ll be glad you did – and so will everyone at your business or organization.

REAL PERFORMANCE MANAGEMENT IS NOT A SINGLE ANNUAL EVENT

LMRC OFFERS A BETTER SYSTEM

The Law and Management Resource Center has been teaching clients to replace the typical single annual review system of performance management with a system of real performance management for years. With a number of large corporations having recently reported the elimination of annual performance evaluations, substantial press has been generated about the efficacy of the standard process.

Performance management consisting of a single annual evaluation frequently fails to accurately assess year-long performance by reflecting mostly, if not only, on recent concerns or successes. Annual performance reviews are often perceived by employees to be centered on criticism. As a result, they can fail to foster employee and employer growth and instead lead to poor morale and animosity, and they sometimes lead to employee claims against supervisors for unfair treatment. Without an accurate and well-documented record of year-long performance, supervisors are often unable to provide sufficient evidence to defend against these claims.

Recent studies have revealed that more than 9 out of 10 supervisors are not satisfied with the annual performance review system currently used in their workplaces. Almost the same numbers of Human Resource professionals contend that the systems used in their workplaces fail to yield accurate assessments.

Without a feasible alternative, many workplaces continue to use processes that are considered overly time-consuming, cumbersome, ineffective, de-motivating, unsettling sources of distrust and contention between supervisors and their employees, and vessels that can invite claims of discrimination and retaliation. As a result, the process often doesn’t happen on time, if it at all. While being one of the most important aspects of every supervisor’s job, performance management becomes one of the most overlooked aspects of management.

Employers are seeking a smart alternative and we’ve got one.

We believe performance management should be a process that supports positive employee development and productivity through steady employee participation. Objectives should be directed at the accomplishment of goals which are tied directly to each employee’s job function and growth, and the goals of the organization as a whole.

Our system creates a sensible, efficient, and straightforward process that advances trust and promotes a positive work environment. The process for each individual takes only minutes, so it doesn’t detract from time for doing business.

Our system promotes immediate improvements in productivity, accountability, and loyalty. It is “employee-focused” and “employee-driven.”

Our system also helps eliminate opportunities for employee claims of retaliation by supervisors – a welcome relief for supervisors.

Let us help your business develop a real performance management system that you can trust to produce positive supervisor and employee feedback, immediate benefits, and measurable value.

Getting started is affordable and easy. We help introduce the program, provide customized easy-to-use forms, and train supervisors and employees on their roles in the process.

Contact us today at (858) 753-1775 or contact me at jillian@lmrcenter.com. You’ll be glad you did – and so will everyone at your business or organization.

California New Paid Sick Leave Law

Since California’s new paid sick leave law, known as the Healthy Workplaces, Healthy Families Act of 2014, AB 1522 (codified at Labor Code section 245 et seq.) was signed into law, many employers have been struggling to understand the requirements of the law. As many are aware, clarification/revision of some aspects of the law was provided last month via AB 304.

On August 7, 2015, we received a copy of the attached opinion letter* signed by counsel for the Labor Commissioner for the State of California – Opinion Letter.

The opinion letter answers several questions that have been surfacing time and time again regarding the minimum requirements of the law, specifically as to employees who regularly work more or less than eight (8) hours per day. The guidance provided states that the language of the law “must necessarily be interpreted as requiring ’24 hours or three days’ of paid sick leave, whichever is more for an employee.”

Therefore, as described in the scenario discussed in the attached letter, an employee who regularly works ten (10) hours per day may be entitled to a minimum of thirty (30) hours of paid sick leave because the number of hours in three (3) work days for such an employee is more than 24 hours. Conversely, an employee who regularly works less than eight (8) hours per day, may be entitled to more than three (3) days for paid sick leave, since three (3) work days for such an employee equates to less than 24 hours. For example, an employee who typically works six (6) hours per day could be entitled to paid sick leave for four (4) work days.

The Law & Management Resource Center will continue to provide information as the complexities of the new law are analyzed further.

The information contained in this E-Update is for informational purposes only and not for the purpose of providing legal advice. For complete information and advice about a particular issue, problem or situation, recipients should contact an attorney of their choice. The use of and/or access to this newsletter does not attorney-client relationship between the Law & Management Resource Center and the recipient.

* Modified as to name and address of the addressee