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State Paid Sick Leave Laws

Admin — Wed, 07 Dec 2022 18:15:26 +0000

The following is a high-level overview of paid sick leave laws by state for private sector employers. Keep in mind this list is not inclusive of every state law; there are many more nuances to understand and comply with. States that are omitted do not have laws regulating paid time off.

State / City / Municipality	Covered Employers & Employees	Max Usage Per Year & Accruals	Qualifying Reasons
Arizona	All/All	40 hours (employers with 15+ employees) or 24 hours (employers with fewer than 15 employees) 1 hour for every 30 hours worked	Employee’s or family member’s health condition; need for diagnosis, care, treatment, or preventive care; reasons related to domestic violence, sexual violence, or stalking.
California	Employers with 1 or more employees who work more than 30 days in a year in California. Employees who work 30 or more days per year in California for the same employer	24 hours or 3 days per year 1 hour for every 30 hours worked. Employers may use alternate accrual methods or frontload the full amount of time at the beginning of the calendar year. Annual accrual cap is 48 hours or 6 days.	Employee’s or family member’s health condition; need for diagnosis, care, treatment, or preventive care; reasons related to domestic violence, sexual violence, or stalking.
Berkeley, CA	All employers Employees who work at least 2 hours per calendar week in the City of Berkeley and are entitled to the state minimum wage or participate in a Welfare-to-Work Program	48 hours (employers with 24 or fewer employees); employers with 25+ employees may not cap usage. 1 hour for every 30 hours worked capped at 72 hours (but no max annual usage) 48 hours accrual/usage cap if less than 24 employees.	Employee’s or family member’s health condition; need for diagnosis, care, treatment, or preventive care.
Emeryville, CA	All employers Employees who work at least 2 hours per calendar week in the City of Emeryville and are entitled to the state minimum wage	48 hours (employers with 55 or fewer employees) or 72 hours (employers with 56 or more employees) 1 hour for every 30 hours worked. Frontloading is allowed. Annual accrual cap is 48 hours (employers with 55 or fewer employees); 72 hours (employers with 56+ employees).	Employee’s or family member’s health condition; need for diagnosis, care, treatment, or preventive care; reasons related to domestic violence against the employee; to aid or care for a service dog.
Los Angeles, CA	All employers All employees who have worked at least 2 hours in a particular week for the same employer for 30 days or more	Up to 48 hours per year 1 hour for every 30 hours worked	Illness for employee, family member, or any individual related by blood or affinity.
Oakland, CA	All/All	72 hours; 40 hours if 9 or fewer employees 1 hour for every 30 hours worked. Annual accrual cap is 40 hours (employers with fewer than 10 employees); 72 hours (employers of 10 or more employees).	Employee’s or family member’s health condition; need for diagnosis, care, treatment or preventive care.
San Diego, CA	All/All	40 hours 1 hour for every 30 hours worked. Frontloading is permitted. Annual accrual cap is 80 hours.	Employee’s or family member’s health condition; need for diagnosis, care, treatment, or preventive care; reasons related to domestic violence, sexual violence, or stalking.
San Francisco, CA	All/All	No cap 1 hour for every 30 hours worked. Employers with 10+ employees –up to 72 hours. Employers with 1-9 employees –up to 48 hours.	Employee’s or family member’s health condition; need for diagnosis, care, treatment, or preventive care; reasons related to domestic violence, sexual violence, or stalking.
Santa Monica, CA	All employers All employees who work at least 2 hours in a particular week in the City of Santa Monica and are entitled to the state minimum wage.	N/A 1 hour for every 30 hours worked. Accrual cap is 40 hours (employers with 25 or fewer employees); 72 hours (employers with 26+ employees).	Employee’s or family member’s health condition; need for diagnosis, care, treatment or preventive care; reasons related to domestic violence, sexual violence or stalking.
Colorado	Employers with at least 16 employees Employees who work at businesses with at least 16 employees	Up to 48 hours per year; 48 hours can be carried over each year 1 hour for every 30 hours worked	Employee’s or family member’s health condition; need for diagnosis, care, treatment or preventive care; reasons related to domestic or sexual violence.
Connecticut	Employers with 50 or more employees Employees who work at businesses with at least 50 employees	Max 40 hours carry/use per year 1 hour for every 40 hours worked up to 40 hours max per year.	Employee’s or family member’s health condition; need for diagnosis, care, treatment or preventive care; reasons related to domestic or sexual violence.
Washington D.C.	All/All	7 days (employers with 100+ employees); 5 days (employers with 25-99 employees); 3 days (employers with 24 or fewer employees) 1 hour for every 37 hours worked (employers with 100+ employees); 1 hour for every 43 hours worked (employers with 25-99 employees); 1 hour for every 87 hours worked (employers with 24 or fewer employees). Annual accrual cap is 7 days (employers with 100+ employees); 5 days (employers with 25-99 employees); 3 days (employers with 24 or fewer employees).	Employee’s or family member’s health condition; need for diagnosis, care, treatment, or preventive care; reasons related to domestic violence, sexual violence, or stalking.
Chicago, IL	Employers with at least 1 covered employee that maintain a business facility in Chicago and/or are subject to 1 or more of Chicago’s licensing requirements. Employees who work at least 2 hours in Chicago in any particular 2-week period and who work at least 80 hours in Chicago within any 120-day period.	Half of unused sick leave up to 20 hours (rounded up). If FMLA eligible, employee may carry over an additional 40 hours only for FMLA leave. 1 hour for every 40 hours worked. Frontloading is permitted. Annual accrual cap is 40 hours.	Employee’s or family member’s health condition; need for diagnosis, care, treatment, or preventive care; reasons related to domestic violence, sexual violence, or stalking.
Cook County, IL	Any employer with an employee working at least 2 hours in Cook County BUT municipalities may opt-out. Employees who work at least 2 hours in any particular 2-week period and who work at least 80 hours in Cook County within any 120-day period.	Half of unused sick leave up to 20 hours (rounded up). If FMLA eligible, employee may carry over an additional 40 hours only for FMLA leave. 1 hour for every 40 hours worked. Frontloading is permitted. Annual accrual cap is 40 hours.	Employee’s or family member’s health condition; need for diagnosis, care, treatment, or preventive care; reasons related to domestic violence, sexual violence, or stalking.
Maine	Employers with 10+ employees All employees who work for covered employers accrue leave but aren’t eligible to take it until 120 consecutive days of employment	Up to 40 hours per year 1 hour for every 40 hours worked	Employee’s or family member’s health condition; need for diagnosis, care, treatment, or preventive care; reasons related to domestic violence, sexual violence, or stalking.
Maryland	Employers with 15+ employees except if covered by local ordinance Employees who work at least 12 hours per week	64 hours 1 hour for every 30 hours worked up to 40 hours max per year OR employer can choose to award 40 hours at the beginning of the year	Employee’s or a family member’s illness, injury, or condition; preventive care; maternity or paternity leave; reasons related to domestic violence, sexual assault, or stalking.
Montgomery County, MD	All Employees who work more than 8 hours per week in Montgomery County.	80 hours 1 hour for every 30 hours worked in Montgomery County. Frontloading is permitted. Annual accrual cap is 56 paid hours (employers with 5+ employees) or 32 paid hours and 24 unpaid hours (employers with fewer than 5 employees).	Employee’s or a family member’s illness, injury, or condition; preventive care; birth or placement of a child for adoption or foster care; care for a newborn, newly adopted, or newly placed child within 1 year of birth, adoption, or placement.; reasons related to domestic violence, sexual assault, or stalking.
Massachusetts	All employers. Local governments and those with fewer than 11 employees may provide unpaid leave. All employees	40 hours 1 hour for every 30 hours worked up to 40 hours. 40 hours may be carried over.	Employee’s or immediate family member’s health condition; need for diagnosis, care, treatment, or preventive care; reasons related to domestic violence.
Michigan	Employers with 50 or more employees Employees who work at least 25 hours per week, who work at least 26 weeks per year for a job scheduled for at least 26 weeks, and whose primary work location is in Michigan	40 hours 1 hour for every 35 hours worked. Frontloading is permitted. Annual accrual cap is 40 hours.	Employee’s or a family member’s illness, injury or condition; preventive care; maternity or paternity leave; reasons related to domestic violence or sexual assault; exposure to communicable disease.
Duluth, MN	Employers with 5+ employees (regardless of where they work) Employees who work at least 80 hours a year in Duluth	N/A 1 hour for every 50 hours worked	Employee’s or a family member’s illness, injury or condition; preventive care; reasons related to domestic violence, sexual violence, or stalking for themselves, a family member, or roommate.
Minneapolis, MN	Employers with 6+ employees (unpaid if fewer than 6) Employees who work at least 80 hours a year within Minneapolis	40 hours 1 hour for every 30 hours worked. Annual accrual cap is 48 hours.	Employee’s or a family member’s illness, injury, or condition; preventive care; reasons related to domestic or sexual violence. Family member place-of-care closure.
Saint Paul, MN	Employers with 1 or more employees that have a physical location in Saint Paul Employees who work at least 80 hours a year within Saint Paul	N/A 1 hour for every 30 hours worked. Annual accrual cap is 48 hours. Employees can carry over up to 80 hours per year.	Employee’s or a family member’s illness, injury, or condition; preventive care; reasons related to domestic or sexual violence. Family member place-of-care closure.
Nevada	Employers in business for at least 2 years, with 50+ employees in the state Employees of businesses with 50+ employees in the state	Employer may limit to 40 hours 0.01923 hours of paid leave for each hour worked	Any reason
New Jersey	All employers with workers in the state All employees working for an employer in the state	40 hours 1 hour for every 30 hours worked. Frontloading is permitted. Annual accrual cap is 40 hours.	Employee’s or a family member’s illness, injury, or condition; preventive care; school conference; meeting regarding a child’s health or disability; reasons related to domestic or sexual violence.
New York	Private sector employers with 5+ employees or net income of more than $1 million All employees of private sector employers with 5+ employees or net income of more than $1 million	Employers with 100+ employees: up to 56 hours. Employers with 5–99 employees: up to 40 hours. Employers with 4 or fewer employees and net income of greater than $1 million: up to 40 hours. Employers with 4 or fewer employees and net income of $1 million or less: up to 40 hours unpaid. 1 hour for every 30 hours worked; frontloading is permitted.	Employee’s or a family member’s illness, injury, or condition; preventive care; reasons related to domestic or sexual violence.
New York City, NY	Private employer with 5+ employees (unpaid if fewer than 5) or 1 or more domestic workers Employees and domestic workers who work more than 80 hours a year in New York City. Domestic workers must also work for the same employer for 1 year.	40 hours; 2 days for domestic workers. 1 hour for every 30 hours worked. Frontloading is permitted. Annual accrual cap is 40 hours.	Employee’s or a family member’s illness, injury, or condition; preventive care; reasons related to family offense matters, sexual offenses, stalking, or human trafficking.
Westchester County, NY	Employers with 5+ employees (unpaid if fewer than 5) or 1 or more domestic workers Employees and domestic workers who work more than 80 hours a year in Westchester County	40 hours; 2 days for domestic workers 1 hour for every 30 hours worked. Annual accrual cap is 40 hours.	Employee’s or a family member’s illness, injury or condition; preventive care; exposure to communicable disease.
New Mexico (eff. 7/1/22)	Private employer with at least 1 employee All employees of private employers	64 hours per 12-month period 1 hour for every 30 hours worked. Employees can carry over unused sick leave.	Employee’s or a family member’s illness, injury, or condition; preventive care; school conference; meeting regarding a child’s health or disability; reasons related to domestic or sexual violence.
Unincorporated Bernalillo County, NM	Employers in unincorporated Bernalillo County with 2+ employees Employees who work at least 56 hours per year for an employer located in unincorporated Bernalillo County	1 hour for every 32 hours worked (Up to 56 hours per year, eff. 7/1/22)	Any reason
Oregon	Employers with 10+ employees (unpaid if fewer than 10) or employers in large cities (500,000+ population) with 6+ employees anywhere in the state (unpaid if fewer than 6) All employees of companies with 10+ employees (unpaid if fewer than 10) or employers in large cities (500,000+ population) with 6+ employees anywhere in the state (unpaid if fewer than 6)	40 hours 1 hour for every 30 hours worked or 1.33 hour for every 40 hours worked. Frontloading is permitted. Annual accrual cap is 40 hours.	Employee’s or a family member’s illness, injury or condition; preventive care; employee’s or family member’s serious health condition; to care for a child who does not have a serious health condition but needs home care; reasons related to domestic violence, harassment, sexual assault, or stalking; bereavement; donation to co-worker if allowed by employer.
Philadelphia, PA	Employers with 10+ employees (unpaid if fewer than 10) and chain establishments regardless of size Employees who work at least 40 hours a year in Philadelphia	40 hours; 2 days for domestic workers 1 hour for every 30 hours worked. Annual accrual cap is 40 hours.	Employee’s or a family member’s illness, injury or condition; preventive care; reasons related to stalking, domestic or sexual violence.
Rhode Island	Employers with 18+ employees in Rhode Island All employees whose primary place of employment is in Rhode Island	40 hours 1 hour for every 35 hours worked. Frontloading is permitted. Annual accrual cap is 40 hours.	Employee’s or a family member’s illness, injury, or condition; preventive care; exposure to communicable disease; reasons related to domestic abuse, sexual assault, or stalking.
Vermont	All employers doing business or operating in the state Employees who work for an average of no less than 18 hours per week during a year	40 hours 1 hour for every 52 hours worked. Frontloading is permitted. Annual accrual cap is 40 hours.	Employee’s or a family member’s illness, injury, or condition; preventive care; to accompany a family member to an appointment related to long-term care; reasons related to domestic abuse, sexual assault, or stalking; when a family member’s school or business is closed for public health or safety reasons.
Washington	All/All	N/A 1 hour for every 40 hours worked. No annual accrual.	Employee’s or a family member’s illness, injury or condition; preventive care; reasons related to domestic abuse, sexual assault or stalking.
Seattle, WA	All employers All employees who work in Seattle. Employees who work on an occasional basis in Seattle must work more than 240 hours in Seattle in a year.	N/A 1 hour for every 40 hours worked (employers with 1-249 full-time equivalent employees); 1 hour for every 30 hours worked (employers with 250 or more full-time equivalent employees). No annual accrual.	Employee’s or a family member’s illness, injury or condition; preventive care; reasons related to domestic abuse, sexual assault or stalking.
Tacoma, WA	All employers Employees who work more than 80 hours in Tacoma in a year	N/A 1 hour for every 40 hours worked (employers with 1-249 full-time equivalent employees); 1 hour for every 30 hours worked (employers with 250+ full-time equivalent employees). No annual accrual.	Employee’s or a family member’s illness, injury or condition; preventive care; reasons related to domestic abuse, sexual assault or stalking; bereavement.

Thank you for reading!

List of Sexual Harassment Training Requirements per State

Admin — Wed, 07 Dec 2022 18:04:44 +0000

Many states have mandated sexual harassment training through law, while others have not. Check to see if your state has any training requirements below.

Alabama

No training requirements

Alabama Department of Human Resources website

Alaska

No training requirements

Alaska State Commission for Human Rights website

Arizona

No training requirements

Arizona Civil Rights website

Arkansas

No training requirements

EEOC website

California

Employers with at least five (5) employees must provide:

at least 2 hours of sexual harassment prevention training to all supervisory employees, and
at least one hour of sexual harassment prevention training to all non-supervisory employees in California (within 6 months of their positions) by January 1, 2020.

This training must be provided bi-annually.

Sexual Harassment training for all employees must be interactive.

Supervisor training must also include:

A definition of unlawful conduct under FEHA and Title VII of the Civil Rights Act of 1964
FEHA and Title VII provisions and case law principles concerning the prohibition against and the prevention of sexual harassment, discrimination and retaliation in employment
Remedies available for sexual harassment victims in civil actions and potential employer or individual liability
Strategies to prevent sexual harassment in the workplace
An explanation about the limited confidentiality of the complaint process
Practical examples that illustrate sexual harassment, discrimination and retaliation.
Resources for victims of harassment.
The employer’s obligation to conduct an effective workplace investigation of a harassment complaint and take remedial measures to correct harassing behavior
A supervisor’s obligation to report any complaints of sexual harassment, discrimination and retaliation of which they’re aware to a designated corporate representative, such as a human resource professional, so the employer may try to resolve the claim internally
How to prevent abusive conduct
What the supervisor should do if he or she is personally accused of harassment
The essential elements of anti-harassment policy, and how to use it if a complaint is filed

California’s Civil Rights Agency website

Colorado

Training is not mandatory, but employers are encouraged to take all steps necessary to prevent workplace harassment from occurring, such as affirmatively raising the subject, expressing strong disapproval, developing appropriate sanctions, informing employees of their right to raise and how to raise the issue of harassment and developing methods to sensitize all concerned.

Colorado Department of Labor & Employment website

Connecticut

Employers with fifty (50) or more employees in Connecticut must provide sexual harassment training to supervisors within six months of the individual assuming a supervisory position.

No requirement for non-supervisors.

Connecticut Regulations

Delaware

All employers with fifty (50) or more employees regardless of type must meet the following training requirements:

provide employees with interactive training and education on the prevention of sexual harassment
training must be conducted for new employees within one year of the commencement of their employment. Existing employees must receive sexual harassment training within one (1) year of the effective date of this statute (January 1, 2020 deadline)
The training topics must (1) address the illegality of sexual harassment, (2) define sexual harassment, with examples, (3) describe the legal remedies and complaint process available to the employee, (4) direct employees how to contact the Delaware Department of Labor, and (5) instruct employees that retaliation is prohibited
new supervisors must receive additional interactive training within one year of the commencement of their employment in a supervisory role. Existing supervisors must receive training by January 1, 2020.
- this supplemental training must cover the specific responsibilities of a supervisor in preventing and correcting sexual harassment as well as the legal prohibition against retaliation

Employees and supervisor training programs must be repeated every two (2) years.

Delaware Department of Labor

Florida

No training requirements.

Georgia

No training requirements

Georgia Commission on Equal Opportunity

Hawaii

No training requirements

State of Hawaii Department of Labor and Industrial Relations

Idaho

No training requirements

Idaho Human Rights Commission

Illinois

Sexual harassment training is required for government agencies and lobbyists.

Illinois Department of Human Rights

Indiana

No training requirements

Indiana Civil Rights Commission

Iowa

Training is only required for public sector employees by executive order.

Iowa Civil Rights Commission

Kansas

No training requirements.

Kansas Human Rights Commission

Kentucky

No training requirements

Louisiana

No training requirements

Maine

Training is required for employees with 15 or more employees, within 1 year of hire. Additional training required for supervisors that defines the specific responsibilities of supervisory and managerial employees and methods that these employees must take to ensure immediate and appropriate corrective action in addressing sexual harassment complaints.

Training Checklist:

A written notice of the illegality of sexual harassment
The definition of sexual harassment under state law
A description of sexual harassment, utilizing examples
The internal complaint process available to the employee
The legal recourse and complaint process available through the Maine Human Rights Commission
Directions on how to contact the Commission; and the protection against retaliation as provided pursuant to Title 5, section 4553, subsection 10, paragraph D.

Maine Title 26, Chapter 7, Subchapter 4-B: Sexual Harassment Policies

Maryland

No training requirements, but By July 1, 2020 employers must submit surveys that show:

the number of settlements made by or on behalf of the employer after an allegation of sexual harassment by an employee
the number of times the employer has paid a settlement to resolve a sexual harassment allegation against the same employee over the past 10 years of employment (and whether the employer took personnel action against said employee)
the number of settlements made after an allegation of sexual harassment that included a provision requiring both parties to keep the terms of the settlement confidential

Massachusetts

Training is encouraged, but not required by law

Policy is required by law, distributed annually.

Massachusetts Commission Against Discrimination (MCAD)

Michigan

Minnesota

No training requirements

Minnesota Department of Human Resources

Mississippi

No training requirements

Missouri

No training requirements

Missouri Department of Human Rights

Montana

No training requirements

Montana Department of Labor & Industry

Nebraska

No training requirements

Nebraska Equal Opportunity Commission

Nevada

No training requirements

Nevada Equal Rights Commission

New Hampshire

No training requirements

New Hampshire Commission for Human Rights

New Jersey

No training requirements

New Jersey Division on Civil Rights

New Mexico

No training requirements

New Mexico Department of Workforce Solutions

New York

Mandatory annual sexual harassment prevention training that includes:

An explanation of sexual harassment and examples thereof
Information regarding the federal and state laws concerning sexual harassment and the remedies available to victims of sexual harassment
Information concerning employees’ rights of redress and all available forums for adjudicating complaints

Mandatory Sexual Harassment Policy must:

State that sexual harassment is prohibited
Provide examples of prohibited conduct that would constitute unlawful sexual harassment
Contain information regarding federal and state law concerning sexual harassment and remedies available to victims of sexual
Include a statement that there may be applicable local laws on sexual harassment
Contain a complaint form
Include a procedure for the investigation of complaints
State that sexual harassment is considered a form of employee misconduct and that sanctions will be enforced against individuals engaging in sexual harassment and against supervisory and managerial personnel who knowingly allow sexual harassment to continue
State that retaliation against those who complain of sexual harassment or who testify or assist in any proceeding is unlawful

*New York City also has required training*

New York Division of Human Rights

North Carolina

North Dakota

No training requirements

North Dakota Labor & Human Rights

Ohio

No training requirements

Oklahoma

No training requirements

Oregon

No training requirements

Oregon Sexual Harassment Q&A

Pennsylvania

Training is required for state employees.

Office of Administration – Human Resources

Rhode Island

Training is required for new employees within one year of hire, additional training for managers and supervisors within one year of assumption of supervisory position. (appears to be for state employees only).

South Carolina

No training requirements

South Carolina Human Affairs Commission

South Dakota

Training is encouraged, but not required by law.

South Dakota Division of Human Rights

Tennessee

Training only required for state employees, no private sector training requirements.

Tennessee Human Rights Commission

Texas

Mandatory training for state agencies within 30 days and every 2 years.

No private sector mandatory training.

Texas Workforce Commission

Utah

Training mandatory for state employees only.

State of Utah Labor Commission

Vermont

Training encouraged but not required, unless ordered by the AG.

State of Vermont Human Rights Commission

Virginia

No training requirements for any employer other than the legislature.

Virginia Division of Human Rights

Washington

Mandatory training for state employees only by executive order.
No private sector training requirement.

Washington State Human Rights Commission

Washington D.C.

No training requirements

West Virginia

No training requirements

West Virginia Human Rights Commission

Wisconsin

No training requirements

State of Wisconsin Department of Workforce Development

Wyoming

No training requirements

Wyoming Department of Workforce Services

Thank you for reading!

Complete List: 2022 Overtime Laws by State

Admin — Wed, 07 Dec 2022 18:02:12 +0000

State	Day OT (1.5X) at	Day OT (2X) at	Week OT At	7th day at
Alabama	–	–	40 hrs	–
Alaska	8 hrs	–	40 hrs
Arizona	–	–	40 hrs	–
Arkansas	–	–	40 hrs	–
California	8 hrs	12 hrs	40 hrs	1.5x
Colorado	12 hrs	–	40 hrs	–
Connecticut	–	–	40 hrs	–
Delaware	–	–	40 hrs
D.C.	–	–	40 hrs	–
Florida	–	–	40 hrs	–
Georgia	–	–	40 hrs	–
Hawaii	–	–	40 hrs	–
Idaho	–	–	40 hrs	–
Illinois	–	–	40 hrs	–
Indiana	–	–	40 hrs	–
Iowa	–	–	40 hrs	–
Kansas	–	–	46	–
Kentucky	–	–	40 hrs	1.5x
Louisiana	–	–	40 hrs	–
Maine	–	–	40 hrs	–
Maryland	–	–	40 hrs	–
Massachusetts	–	–	40 hrs	–
Michigan	–	–	40 hrs	–
Minnesota	–	–	48	–
Mississippi	–	–	40 hrs	–
Missouri	–	–	40 hrs	–
Montana	–	–	40 hrs	–
Nebraska	–	–	40 hrs	–
Nevada	8 hrs	–	40 hrs	–
New Hampshire	–	–	40 hrs	–
New Jersey	–	–	40 hrs	–
New Mexico	–	–	40 hrs	–
New York	–	–	40 hrs	–
North Carolina	–	–	40 hrs	–
North Dakota	–	–	40 hrs	–
Ohio	–	–	40 hrs	–
Oklahoma	–	–	40 hrs	–
Oregon	–	–	40 hrs	–
Pennsylvania	–	–	40 hrs	–
Rhode Island	–	–	40 hrs	–
South Carolina	–	–	40 hrs	–
South Dakota	–	–	40 hrs	–
Tennessee	–	–	40 hrs	–
Texas	–	–	40 hrs	–
Utah	–	–	40 hrs	–
Vermont	–	–	40 hrs	–
Virginia	–	–	40 hrs	–
Washington	–	–	40 hrs	–
West Virginia	–	–	40 hrs	–
Wisconsin	–	–	40 hrs	–
Wyoming	–	–	40 hrs	–

Important Exceptions

For those states with no minimum wage: Georgia, Louisiana, Mississippi, Tennessee, and Wyoming, employers subject to the Fair Labor Standards Act must pay the federal minimum wage of $7.25

States with minimum wage exceptions, and increases coming this year:

In California, companies with 25 or fewer employees can drop their minimum wage to $14.00/hr.
Connecticut’s minimum wage will increase to $14.00/hr as of July 1st, 2022, valid until June 30th, 2023. Starting on July 1st, 2023, it will increase to $15/hr.
D.C.’s minimum wage will increase to $16.10/hr effective July 1st, 2022.*Note, each July the district’s minimum wage increases in proportion to the increase in the Consumer Price Index.
Nevada’s minimum wage will increase to $10.50 effective July 1st, 2022. Nevada’s daily overtime applies for workers earning less than $12.38 per hour (or $10.89 per hour with health benefits).
Florida’s minimum wage will increase to $11 starting September 30th, 2022 and will increase by $1 each year until it reaches $15 an hour in 2026.
Maryland’s minimum wage for employers with 14 or fewer employees is set at $12.20, while minimum wage for employers with 15 or more employees remains at $12.50.
Minnesota’s minimum wage for large employers has been adjusted to $10.33 per hour for inflation. Other state minimum wages remain at $8.42.
New Jersey’s minimum wage drops to $11.90 for seasonal and small employers (with fewer than 6 employees), an exception from other state minimum wages.
New York’s statewide minimum wage applies only in areas not governed by higher, local minimum wage ordinances.
Washington stays the same but Seattle’s minimum wage is $17.27.

Thank you for reading!

Minimum Wage by State 2022 and 2023 Increases

Admin — Wed, 07 Dec 2022 17:42:03 +0000

Last Updated: July 21, 2022 |

Changes to states minimum wages in 2023.

For employers with employees in multiple states, keeping up with numerous minimum wage rate changes can be a daunting task. While some states are on a schedule for annual increases to eventually reach $15 an hour, 12 states still adhere to the federal minimum.

State Minimum Wage Rates 2022 vs. 2023

State	2022 Minimum Wage	2023 Minimum Wage (effective 1/1/23 except as noted)
Alabama	$7.25 (Federal, no state minimum)
Alaska	$10.34
Arizona	$12.80
Arkansas	$11.00
California	$15.00 for businesses with 26+ employees	$15.00 minimum will apply to all employers Annual increases begin 1/1/23
Colorado	$12.56
Connecticut	$14.00	$15.00 effective 6/1/23
Delaware	$10.50	$11.75
Washington D.C.	$15.20
Florida	$11.00	$12.00 effective 9/30/23
Georgia	$5.15 (Employers subject to the Fair Labor Standards Act must pay the $7.25 Federal minimum wage)
Hawaii	$10.10
Idaho	$7.25
Illinois	$12.00	$13.00
Indiana	$7.25
Iowa	$7.25
Kansas	$7.25
Kentucky	$7.25
Louisiana	$7.25 (Federal, no state minimum)
Maine	$12.75
Maryland	$12.50
Massachusetts	$14.25	$15.00
Michigan	$9.87	$10.10
Minnesota	$10.33	Annual increases begin 1/1/23
Mississippi	$7.25 (Federal, no state minimum)
Missouri	$11.15	$12.00
Montana	$9.20	Annual increases begin 1/1/23
Nebraska	$9.00
Nevada	$9.50*	$11.25
New Hampshire	$7.25 (Federal, no state minimum)
New Jersey	$13.00	$14.00 (Businesses with fewer than 6 employees and seasonal employees pay $12.70)
New Mexico	$11.50	$12.00
New York	$13.20 (fast food– $15.00)
North Carolina	$7.25 (Federal, no state minimum)
North Dakota	$7.25 (Federal, no state minimum)
Ohio	$9.30	Annual increases begin 1/1/23
Oklahoma	$7.25
Oregon	$13.50	Annual increases begin 7/1/23
Pennsylvania	$7.25 (Federal, no state minimum)
Rhode Island	$12.25	$13.00
South Carolina	$7.25 (Federal, no state minimum)
South Dakota	$9.95
Tennessee	$7.25 (Federal, no state minimum)
Texas	$7.25 (Federal, no state minimum)
Utah	$7.25 (Federal, no state minimum)
Vermont	$12.55	Annual increases begin 1/1/23
Virginia	$11.00	$12.00
Washington	$14.49
West Virginia	$8.75
Wisconsin	$7.25 (Federal, no state minimum)
Wyoming	$5.15 (Employers subject to the Fair Labor Standards Act must pay the $7.25 Federal minimum wage)

Thank you for reading!

Minimum Wage and Overtime Laws

Admin — Fri, 28 Oct 2022 18:51:33 +0000

When do minimum wage and overtime laws apply for workers traveling to different states. :

In the case of minimum-wage or overtime provisions, there usually is no minimum amount of time an employee must work in a jurisdiction to establish eligibility for state-law protections. The laws in the state where the work is performed will generally prevail.

However, exceptions arise where there is no state minimum-wage or overtime law, Then there would be no state-law protections because none exist, but the relevant employees would still be covered by the federal Fair Labor Standards Act (FLSA).

Some states try to extend their reach beyond their borders by applying their minimum-wage and overtime protections to in-state employees working outside of their resident state. Massachusetts, Pennsylvania, Washington and Wisconsin each have case law that favors extraterritorial coverage,.

Other states, however, such as Arizona, Connecticut, Delaware, Minnesota and Nevada, have case law that disfavors such out-of-state coverage.

Thank you for reading!

Watch out for Demotions

Admin — Thu, 21 Jul 2022 22:34:04 +0000

As an HR Director and now as an HR consultant, I’ve encountered many situations where, instead of a problem employee being let go, he or she is demoted. With rare exceptions, I believe this approach is a mistake.

The demotion decision often arises from a desire to “avoid conflict” and is a misguided belief that a demotion is more humane than a termination. In my experience, you end up with a disgruntled, disengaged employee who continues to cause damage to the organization. The person may accept the demotion out of perceived economic necessity, but don’t expect gratitude from them.

“Love the people who work for you,” said Fortune 50 CEO coach Marshall Goldsmith, the bestselling author of The Earned Life (Currency, 2022). “If not, let them go. Don’t kick them and expect them to be grateful.”

When Demotions Can Be Successful

An example of when a demotion might be a successful is a salesperson who is promoted to sales manager, but isn’t successful in that position. If the person comes to you and says, “hey boss, can I have my old job back? I’m in over my head.” then the “demotion” (it’s really a reassignment) could work.

I have seen demotions in this situation succeed, when the employee learns the hard way that leadership requires a different skill set than being a great individual contributor.

If problems arise once the worker is in the reassigned position, I strongly advise against repeating the process (“Ugh, that didn’t work. Let’s try this position instead.”). This time, the person really needs to go.

Demotions may be one of the options in the employee relations toolkit, but because it rarely addresses the issue or behavioral problem at hand, it should be used very sparingly, and only when we are sure that it’s in the best interest of the organization.

Conclusion

Beware the tendency or inclination to demote rather than fire. If the employee has failed in their current position, it’s most likely a good sign that they need to find employment elsewhere. However, if you decide that your circumstances warrant an exception to this general rule, proceed with care and caution.

Thank you for reading!

Summer Problems: Dress Code, Time off, Minors

Admin — Thu, 02 Jun 2022 21:07:55 +0000

As the temperature rises, employers may face challenges related to enforcing dress codes, managing time-off requests, ensuring heat-related safety, addressing allergies, handling furloughs, and understanding the rules governing minors and interns. This and the next Tip of the Week will address various summer scenarios, along with best practice information on how to address each issue.

Appropriate attire:

Now is a good time to remind your employees of your dress and grooming standards. If you adopt a more relaxed dress code during the spring and summer months, provide employees with guidance on what is acceptable and what is not, such as “open-toed shoes are permitted, flip flops are not.”

And unless your business must have gender-specific dress codes, the best practice is to adopt a gender-neutral dress code. Give employees a broad list of appropriate summer/spring attire and allow them to choose what to wear from the list. As with any dress code, you may be required to provide a reasonable accommodation for an employee’s disability or sincerely held religious beliefs and practices.

If you learn that an employee has violated your rules, consider what can be done to resolve the issue that day, such as allowing the employee to wear a company shirt to cover prohibited clothing or sending the employee home to change. If you ask the employee to go home to change, allow the employee to use accrued paid time off for the missed time.

Managing time-off requests:

As the weather heats up, you will likely see an increase in time-off requests, especially among employees who held off on taking vacations during the peak of the pandemic. Make sure you have a plan for managing these requests while ensuring adequate staffing for your business. The following are some practices employers may use to help manage vacation requests:

Early deadline. Consider requiring all summer vacation requests to be submitted by a certain date. Choose a reasonable deadline based on your business needs.
Incentives. Some employers provide incentives for employees to take time off during less desirable times of the year. For example, some provide an extra day of vacation or offer premium pay for working during peak vacation periods.
Blackout periods. Some employers implement blackout periods during which vacations are off limits. This can help employers meet demands during peak business periods.

Whatever strategy you choose, have a written policy that governs your time-off practices and is widely communicated to employees and new hires. Also give supervisors guidance on handling time-off requests and hold them accountable for ensuring adequate staffing levels and enforcing your policy consistently.

Employment of minors:

As the school year nears its end, many students look for summer jobs. Employers that hire minors have to keep in mind federal and state laws related to permissible working age, prohibited occupations, and the hours minors are allowed to work under the law. The following is a summary of some of these requirements under the federal Fair Labor Standards Act (FLSA). Note: State requirements may be more stringent than the requirements provided under the FLSA. Employers should also check their state law before hiring minors in order to ensure compliance.

Age requirements. Under the FLSA, the minimum age to work a non-agriculture job is generally 14 years old; however, some jobs have higher minimum age requirements. Some states require proof-of-age certificates for minors, which can be obtained from the state’s Department of Labor (DOL) or the minor’s school district. Additionally, many states require minors to have a work permit or working papers before they can begin employment.
Limits on hours worked. The FLSA and many state laws restrict the hours a minor can work. Under the FLSA, when school isn’t in session, 14- and 15-year-olds may work up to 40 hours in a week and up to eight hours in a day, between the hours of 7 a.m. and 9 p.m. While there are no federal limits on the hours worked by 16- and 17-year-old workers, some states do impose such restrictions.
Types of jobs. The FLSA prohibits anyone under the age of 18 from working in any occupation that is deemed hazardous by the DOL. A list of these occupations can be found at 29 CFR §570.50 through 29 CFR §570.68. Additionally, individuals under the age of 16 are generally excluded from all manufacturing, mining, processing, public messenger, or machine-tending work. They are also excluded from transportation, warehouse work, construction, communications, and public utility occupations, except for office or sales work in connection with these occupations. Click here to visit the DOL website for more information.
Meal and rest breaks. While the FLSA does not have special meal and rest break rules for minors, some states do. Check your state law to ensure compliance.

Thank you for reading!

The Key to Retaining Entry-Level Employees? Better Onboarding

Admin — Wed, 18 May 2022 16:20:02 +0000

It is no news that hiring right now is incredibly difficult. Labor shortages are widespread, young workers are expecting higher starting wages, and after employers hire and train a new employee, the risk that they will jump ship for a better paying job is rising fast. The cost of turnover is high, but it has always been higher than many employers realize and it’s probably bad for your firm’s bottom line.

To attract and keep their core production people, many firms are raising wages, some are switching to full-time benefited positions, and some are even offering signing bonuses. These are essential, but what we learned is that what is more important to get young workers to stick around are the social aspects of hiring, especially those having to do with developing mutual respect and trust. These are particular challenges for workers of color, who often expect to encounter discrimination.

Our goal is to help employers examine their hiring and training practices, increase the speed at which new hires become productive team members and reduce the high dollar and emotional costs of turnover from failed hires. We learned ten lessons in our research to help employers hire successfully.

Create career jobs.

We’re in an era of increased expectations for good jobs. A good job is not simply one that pays a little above the minimum wage; these are everywhere and plentiful. Good jobs promise a future and make young people feel valued. Career jobs pay living wages, have predictable hours, visible skill and wage progression and, most importantly, foster respectful relationships with supervisors and co-workers. Bad jobs communicate that the employer does not care whether employees stay or go.

Communicate opportunities for career progression.

Young people may have had multiple short-term, dead-end jobs before you hire them. It is important to recognize that what employers might see as a training period — with the goal that this will be a long-term relationship — for young workers might feel too much like the jobs that they have had in the past. What may seem obvious to the employer can be a mystery to a young employee. If you see this hire as the beginning of a long-term relationship, make that clear from the start. If you do not make this clear, young workers may leave prematurely for a job they see themselves growing in.

Build positive relationships prior to hiring.

If you are having trouble building a high-quality applicant pool, outreach prior to hiring can help. Young workers often need to be able to imagine themselves in your workplace, doing your jobs, working with your people. Mock interviews can communicate what employer’s value, prior to the (often stressful) real interview. Workplace tours and job shadowing are effective in helping candidates see themselves in a role, although if everyone already at work is white or male, tours and job shadowing might be signals to many potential hires that they do not belong. The same goes for websites and training videos: If no one looks like me, I may simply assume that I am not welcome. Since the workforce of the future will increasingly be people of color, employers need to think about what signals they are sending to workers of color.

Ensure a positive first day reception.

Everyone gets nervous, but young workers are often particularly uncomfortable entering a new workplace. One of the biggest mistakes employers make is assuming that new workers are ready to work and will figure things out. This may be true for those who stick around, but it is also a signal that you don’t care, and that will lead some to leave. The extreme version of this is when a new employee shows up for work and everyone seems surprised to see them. From the employer’s point of view, this may indicate poor communication between HR and department supervisors. From the new employee’s viewpoint, this is a sign that you do not care. First impressions are crucial to retention. Introductions to coworkers, supervisors, support staff and the boss are vitally important.

Assign new hires a mentor.

Employees need to learn both job skills and the informal culture of the workplace. If you leave it to chance, some employees will figure things out, some may get lucky and be adopted by a more senior colleague, and others will struggle. One tendency is to think that the strugglers are lazy or dumb. More often, they simply have not been adequately mentored and need help figuring things out. Mentors can provide information and integration into the social life of the workplace. Assigned mentors are particularly important for young workers of color who are often overlooked or ignored by older supervisors until they “prove” themselves. Many firms have well-developed mentor systems for their managerial and professional workforces but leave onboarding of lower-level workers to chance. This is a mistake, especially since these people are often your core production workers.

Communicate and explain expectations clearly.

Every workplace has both formal and informal rules around expected behaviors. Many people discover these rules by keeping their head down and looking around. But some rules — like no use of cell phones on the job or the importance of calling in if you cannot get to work on time — may seem self-evident to supervisors but arbitrary or unreasonable to young workers. For example, cell phones are often young workers’ most expensive possession, a lifeline to their children for parents, and central to their identities and relationships for most young people. Of course, checking phones can be dangerous in some manufacturing settings, rude to customers in many service jobs and irritating to supervisors in general. There is nothing wrong with a rule that makes sense, but it is the employer’s job to communicate not only the rules, but why they make sense. Otherwise, you may sound like a coercive parent or teacher telling them to “just do it.” We all remember how ineffective that was when we were young.

Create a culture where young workers can ask questions.

Young workers are often hesitant to speak up and ask for help. They fear failure, and as a result, do not ask for help or explanations when they need it. Getting the hang of things happens sooner and more effectively when the new employee feels like asking questions is normal and that they will be treated with respect when they risk revealing ignorance. In an atmosphere of disrespect and impatience, the tendency is to hide your need for help. Allow your young workers to ask questions and be clear that it is productive to do so.

Understand non-work lives.

Young workers typically live different lives than more established workers. This is particularly true when your emerging labor force are people of color or immigrants. Some have children. Many must commute on mass transport. Some are in school or their children are. Successful supervisors understand that they must learn the reality of their young workers non-work lives. Children get sick, mass transport is often late and schedules sporadic, schools schedule exams or teacher work days, doctor appointment times are out of all of our control. Recognize that their life may be far different from yours. Taking the time to understand can prevent mistaking complex lives for bad work habits.

Foster a climate of respect and dignity for everyone.

Sometimes supervisors and coworkers who are equal opportunity bullies are excused by managers despite being the source of toxic racist encounters and sexual harassment. Managers should never treat routine bad behavior as an excuse for racism and sexism. Tolerating disrespect in any form drags morale down, reduces productivity and encourages turnover. Workplaces characterized by dignity and respect for all employees, regardless of race, citizenship, gender or just plain newbie ignorance are going to be much more successful in hiring and keeping young workers.

Create a racially equitable workplace.

Workers of color and immigrants have experienced discrimination in past jobs, schools and public places and are worried that they will experience it again in your workplace. A color-blind approach to race is an insult to immigrants and people of color’s lived experiences. Employers should pay attention to the basics, such as race and gender discrepancies in pay, shifts and hours, and job assignments. Additionally, building stable and respectful relationships between supervisors, coworkers and new employees from all backgrounds is key to creating a racially equitable workplace.

Think about a new hire’s first few weeks as a probationary period for both the employee and employer. Both are anxious to develop a long-term productive relationship. While employers are curious as to whether the employee will adapt to the rhythms and expectations of the workplace, new hires are gauging whether this workplace will be a respectful and encouraging place to build a career. Successful onboarding and reducing premature turnover requires communicating that you value a long-term relationship and that your workplace is a welcoming and respectful one.

Thank you for reading!

Final Paycheck Laws by State 2022

Admin — Tue, 05 Apr 2022 22:18:20 +0000

When an employment relationship ends, employers must know the legal requirements surrounding the employee’s final paycheck. Some state laws differ depending on whether the employee quit or was fired or laid off. For example, California final paycheck law requires payment of wages within 72 hours or immediately if the employee gave at least 72 hours’ notice. If the employee was terminated, payment is required immediately, and the employee can file a wage claim for every day they don’t receive a check after time of separation.

Regardless, the final check should contain the employee’s regular pay from the most recent pay period along with any additional types of compensation such as accrued PTO or a bonus if your state law and/or company policy requires.

To help employers, we’ve created this chart of state laws outlining when a final paycheck must be delivered. We will keep this table regularly updated, but be sure to double check with your state’s department of labor in case the laws have changed.

State	If the Employee Quit	If You Fired the Employee
Alabama	No law	No law
Alaska	Next scheduled payday that’s at least 3 days after the employee gives notice	Within 3 working days of termination
Arizona	Next scheduled payday	Whichever is first: within 7 working days or next payday
Arkansas	Next scheduled payday	Within 7 working days (employer will owe 2X the wages if not paid within 7 days)
California	Within 72 hours or immediately if the employee gave at least 72 hours’ notice	Immediately (employees can recover penalties for every day wages are withheld)
Colorado	Next scheduled payday	Immediately
Connecticut	Next scheduled payday	Next business day
Delaware	Next scheduled payday	Next scheduled payday
District of Columbia	Whichever is first: within 7 days or next payday	Next business day
Florida	No law	No law
Georgia	No law	No law
Hawaii	Immediately or next scheduled payday, depending on date of final notice	Immediately or next business day if conditions warrant
Idaho	Whichever is first: within 10 days or next payday. If employee provides a written request for earlier payment, within 48 hours of receiving the request.	Whichever is first: within 10 days or next payday. If employee provides a written request for earlier payment, within 48 hours of receiving the request.
Illinois	Immediately if possible but no later than next scheduled payday	Immediately if possible but no later than next scheduled payday
Indiana	Next scheduled payday	Next scheduled payday
Iowa	Next scheduled payday	Next scheduled payday
Kansas	Next scheduled payday	Next scheduled payday
Kentucky	Whichever is later: within 14 days or next scheduled payday	Whichever is later: within 14 days or next scheduled payday
Louisiana	Whichever is first: next scheduled payday or within 15 days	Whichever is first: next scheduled payday or within 15 days
Maine	Whichever is first: next scheduled payday or within 2 weeks of employee’s demand	Whichever is first: next scheduled payday or within 2 weeks of employee’s demand
Maryland	Next scheduled payday	Next scheduled payday
Massachusetts	Whichever is first: next scheduled payday or the Saturday that follows an employee’s resignation if there is no regularly scheduled pay date	Immediately
Michigan	Next scheduled payday	Next payday (some industry exceptions)
Minnesota	Next payday that’s at least 5 days after an employee’s last day but no more than 20 days after the last day worked.	Within 24 hours of demand
Mississippi	No law	No law
Missouri	No law	Immediately
Montana	Whichever is first: next scheduled payday or within 15 days	Immediately
Nebraska	Whichever is first: next scheduled payday or within two weeks	Whichever is first: next scheduled payday or within two weeks
Nevada	Whichever is first: within 7 days or next payday	Within 3 days
New Hampshire	Next scheduled payday	Within 72 hours
New Jersey	Next scheduled payday	Next scheduled payday
New Mexico	Next scheduled payday (task, piece and commission wages due within 10 days)	Next scheduled payday (task, piece and commission wages due within 10 days)
New York	Next scheduled payday	Next scheduled payday
North Carolina	Next scheduled payday	Next scheduled payday
North Dakota	Next scheduled payday	Next scheduled payday
Ohio	Whichever is first: next scheduled payday or within 15 days	Whichever is first: next scheduled payday or within 15 days
Oklahoma	Next scheduled payday	Next scheduled payday
Oregon	Immediately if the employee gave 48 hours’ notice, otherwise within 5 days	Next business day
Pennsylvania	Next scheduled payday	Next scheduled payday
Rhode Island	Next scheduled payday	Next scheduled payday
South Carolina	Within 48 hours or next scheduled payday not to exceed 30 days	Within 48 hours or next scheduled payday not to exceed 30 days
South Dakota	Next scheduled payday or when employee returns company property	Next scheduled payday or when employee returns company property
Tennessee	Within 21 days or the next regular payday whichever occurs later	Within 21 days or the next regular payday whichever occurs later
Texas	Next scheduled payday	Within 6 calendar days
Utah	Next scheduled payday	Within 24 hours
Vermont	Whichever is first: next scheduled payday or next Friday	Within 72 hours
Virginia	Next scheduled payday	Next scheduled payday
Washington	Next scheduled payday	Next scheduled payday
West Virginia	Next scheduled payday	Next scheduled payday
Wisconsin	Next scheduled payday	Next scheduled payday
Wyoming	Next scheduled payday	Next scheduled payday

Can an Employer Withhold a Final Paycheck?

Even if you fire an employee, you cannot withhold unpaid wages due, nor can you make a final paycheck conditional. Failure to follow your state’s final paycheck laws can lead to penalties and fines if the employee takes legal action.

What is the Wage Payment and Collection Act?

While there is no federal law that requires employers to pay in a timely fashion employees who quit, are laid off or fired, many states have their own wage payment and collections acts.

How long does employer have to send final check?

Some states have no law that requires a business to provide final wages in a certain timeframe, but most states do. The issue for payment of wages depends on whether the employee quit or was involuntarily terminated. The most widely followed procedure is for wages to be mailed or sent by direct deposit by the next scheduled payday, or immediately upon termination.

When should an employee receive their final pay?

Employees can receive their final pay anywhere from immediately to the next scheduled payday depending on the state and situation.

Thank you for reading!

Does your Small Business Need Human Resources?

Admin — Thu, 17 Mar 2022 15:46:38 +0000

When a company should hire someone to manage HR isn’t always evident. Should your second employee be in charge of insurance and onboarding for your first team member? Is 50 employees the magic number for hiring a full-time HR person?

If there was a clear answer, this wouldn’t be a question so many small businesses face.

Is it necessary for a small corporation to have human resources? It most likely begins with how you define “small business.” Any company with 1-6 employees is a micro business, according to the United States Small Business Administration. Do you have a pressing need to hire a human resources business partner if you’ve recruited your brother and neighbor and are classified as a micro-SMB? Definitely not.

Why are HR practices in small businesses different from those in large corporations? Within a tiny organization, human resources specialists may be viewed as “a mile broad and an inch deep.” Don’t worry, HR professionals at tiny businesses, that was not meant to be insulting. It simply means that they are in charge of everything that has to do with people. They’ll almost certainly assist with hiring, onboarding, discipline, and performance difficulties. Furthermore, they are likely to assist in the management of the front desk, work parties, and some of the softer aspects of the office. In essence, you can expect to be an HR Team of One for a small company.

What is a Good HR Team Structure for a Small Business? In a small business, organizational structure isn’t as crucial as it once was, yet who HR reports to may be the most important factor. If the position does not report to a senior leader or is not part of (or closely associated with) the Executive Team, it may be a red signal. You may not be set up to win if your leadership is unwilling to take HR seriously.

However, if you’re happy with your current reporting structure, you might want to explore the following as you expand: A generalist and a recruiter should be hired. The generalist can aid with payroll, orientation, and training, among other things. The recruiter can handle all aspects of recruiting, including hiring coordination, ATS management, and ATS management. Though there is certainly opportunity for growth and expansion, these hires assist cover the basics and free up time for you, the HR leader, to focus on HR strategy and being a strategic partner within the organization.

What are the most critical HR needs for a small business: Though we’ve gone over some of the basic responsibilities of an HR staff in a small business, let’s go over some of the most crucial ones. What are the most important HR responsibilities?

Recruiting and Hiring: Your company will look to you to assist them in identifying and hiring the best candidates. Schedules will be coordinated, interviews will be screened, salary offers will be presented, and negotiations will take place.

Payroll and Benefits: In a small organization, HR is often in charge of payroll and ensuring that employees have the necessary paperwork and documents to be paid on time. You’ll support new hires with benefits while onboarding them, and you’ll prepare to manage open enrollment each year.

Learning and Development: Often, leaders entrust learning and development to HR. This could include providing management training and assisting them in becoming better leaders. It will most likely contain communication, teamwork, and personal development training. Though you won’t necessarily train employees in their specialized responsibilities, you will assist them in developing the other skills that the business requires.

Performance Management: Ideally, you work for a firm that invests in its employees and provides frequent coaching and mentoring. Even if this isn’t the case, most businesses conduct annual performance evaluations. Those procedures are usually facilitated by the human resource department.

Employee Engagement & Retention: Keeping people interested is one of the most crucial things a company can do. Otherwise, you risk losing talent…or worse, keeping unengaged talent who is simply dead weight. But don’t be fooled: involvement is more than ping pong tables and snacks. It’s about making individuals feel connected, acknowledged, and empowered. Let Motivosity show you how we can solve all of those difficulties for you if you need help with employee engagement.

Performance Management: Ideally, you work for a firm that invests in its employees and provides frequent coaching and mentoring. Even if this isn’t the case, most businesses conduct annual performance evaluations. Those procedures are usually facilitated by the human resource department.

Disciplinary action and Termination: Though few of us enjoy this part of work, you’ll have to let individuals go at some point. Occasionally, this will be due to natural exits or performance concerns. In other instances, it will be more serious and linked to disciplinary issues like as harassment, fraud, and so on.

Is it Possible for Small Businesses to Outsource Human Resources? It’s true that going without an HR team isn’t illegal, but that doesn’t imply it’s a good idea. Sure, you have the choice of employing a staff or delegating responsibility to the leadership. Companies also have the option of outsourcing their HR functions to a third party. “HR outsourcing is a contractual agreement between an employer and an external third-party provider in which the employer transfers the management of, and responsibility for, some HR tasks to the external provider,” according to SHRM. To put it another way, you hire someone who does not work for you to help you with your HR needs.

Let PlatinumHR be your resource.

Thank you for reading!