Author Archive

Staffing Agencies and Common Law Employees: Who is Responsible for Offering Coverage?

Thursday, May 23rd, 2013

The post below is a guest blog from W. Hunter Walton, JD who serves as Principal, Health & Welfare Consultant for CAI’s employee benefits partner, HCW Employee Benefit Services.

Many employers use staffing agencies to provide workers for short-term projects and tasks and to supplement their full-time permanent workforce. This common practice has always been a convenient way to outsource labor and to avoid the complicated administrative processes of hiring temporary employees.  However, with the new shared employer responsibility mandate that goes into effect on January 1, 2014 as a part of the Affordable Care Act, staffing agencies are beginning to adapt to a new set of rules and regulations.

Traditionally, employers who utilize staffing agencies for temporary employees pay a fee to the staffing agency and are paired with an applicant. The staffing agency then pays the applicant, the associated taxes, and in some instances will offer benefits. There has often been no question that while the applicant may work on projects for the company hiring them through the staffing agency, the staffing agency is the employer and is responsible for complying with the laws pertaining to employee/employer relationships.

Insurance CoverageWith the introduction of the shared employer responsibility provision of the Affordable Care Act, employers with more than 50 full-time employees must offer health insurance to their employees. While determining who is responsible for offering coverage to employees hired through a staffing agency may seem straightforward, guidance from the IRS and the Department of Labor suggests that it may not be so simple.

In order to make this determination and establish who is responsible for providing health coverage or paying the associated penalties, the government may use the common law employee test traditionally used for determining Social Security liability. Using this test, employers may find that temporary employees whom they thought were the responsibility of a staffing agency may actually be their own legal employees.

The common law test is subjective and requires several factors to be taken into consideration. No one factor is controlling and all factors are intended to serve as guides to reaching a reasonable conclusion. The two primary factors are determining who controls what must be done by the employee and how it is done. Other factors include determining who trains the employee, the degree of integration within the hiring firm, the duration of the relationship, the manner that business expenses are paid, who furnishes tools and materials used on the job, the right to discharge, and the right to quit. Even if the employer does not give the employee orders on what to do, including, how, when, and where to do the job, he or she only needs the right to do so for the worker to be considered an employee.

All of these factors should be considered in their totality, and it is possible that they will vary from temporary employee to temporary employee.

HCW Viewpoint

Given the myriad of factors used to determine who an employee’s common law employer is, it is imperative that employers currently utilizing the services of a staffing agency clarify who will be responsible for providing coverage to workers working more than 30 hours per week. With the use of the common law employer rules, many companies may have more employees than they currently realize and this could affect how they determine their size for the pay or play penalty, as well as to which employees they offer coverage if they have more than 50 full-time employees.

Determining who is truly the common law employer in these situations will not only affect determination of who is responsible for providing coverage or paying the associated penalties, it will also determine who is required to receive certain new notices, who should be counted when paying new taxes and fees, and who should be eligible for COBRA.

To fully comply with the Affordable Care Act and avoid unnecessary penalties, employers need to make these determinations now and not wait until they go into effect in 2014. HCW anticipates that many staffing agencies will begin to include contract provisions for these kinds of determinations; however employers cannot rely solely on a third party to confirm their liability. Most employers will need to make these determinations independently and protect their liability by consulting outside counsel. By determining what employees are required to be offered health coverage now, before a penalty is imposed, there will be a much smoother transition once the penalties are in full force.

The 2012 Policies and Benefits Survey Reveals an Increase in Company Wellness Initiatives

Tuesday, May 21st, 2013

In today’s video blog, CAI’s Director of HR Services, Molly Hegeman, shares several interesting findings from CAI’s 2012 Policies and Benefits Survey. More than 260 employers from across North Carolina participated in the survey conducted last year.

Molly reports that nearly 50 percent of the participating companies have wellness strategies in place at their workplace. Some of the common components employers are including in their wellness programs include: health risk assessments, flu shots, and diet and educational counseling.

Molly says the survey also revealed that NC employers are focusing on their work environments. To bring fun to the work atmosphere, companies are incorporating workout rooms and gyms, gaming stations and TVs, and lounge areas where employees can relax or collaborate with their coworkers.

In addition to the perks above, 40 percent of companies are providing their staff with activities outside of the workplace. Of those companies, 80 percent invite the family members of their employees to events like company picnics and sponsored events. Molly mentions in the video that activities that include an employee’s family help create a more welcoming work environment.

For more information on CAI’s Policy and Benefits Survey, please contact a survey team member at 919-878-9222 or 336-668-7746.

Tracking Telecommuting Time

Tuesday, May 14th, 2013

This is a guest post from Diane Aull. Diane is the Website Manager for Acroprint Time Recorder Company and editor of its Time for Business blog. Acroprint offers a full range of workforce management products including AcroTime, its flexible and powerful cloud-based solution.

record telecommutingWith the news coming out of companies such as Yahoo and Best Buy recently, telecommuting has been back in the news. While these companies have chosen to scale back their telecommuting programs, working from home remains popular with employees and is offered as an option at many organizations.

Much of the debate about telecommuting has centered around productivity, collaboration and employee engagement. However, there’s an important aspect of any telecommuting program that seldom gets discussed — how to track employee time.

Performance versus Time Spent

I came across an article not too long ago in which the author stated work-from-home programs would mean “the death of the time clock,” because employers only needed to evaluate how well workers met their goals, not how much time they spent working on them.

The problem, of course, is that the author was confusing performance evaluations with payroll. Effective performance evaluations have always been about meeting or surpassing goals and not about simply showing up. On the other hand, payroll — especially for overtime-eligible employees — requires some form of time tracking.

No matter when or where the work is done… if an employee is eligible for overtime, the company must track the time the employee spends on the job. Otherwise, how are they to calculate properly whether (and how much) overtime is due?

In fact, the Fair Labor Standards Act (FLSA) requires employers to maintain accurate, complete payroll records, including records of time worked, for all overtime-eligible employees.

Alternatives and Options

Many companies already have a telecommuting policy or are considering implementing this popular employee perk. How can you offer a telecommuting program and still maintain compliance with the FLSA?

Well, the law does not require you to track time for workers who are exempt from overtime. So you might choose to allow only exempt employees to work remotely, while your overtime-eligible workers must come in to the office where their time can be more easily monitored and recorded.

Problem solved, right? While this might seem like an easy solution, there are several issues to keep in mind:

  1. Employee morale: If some non-exempt or hourly jobs are otherwise suitable for a flexible work arrangement, employees in those jobs may become resentful when denied the opportunity you extend to exempt workers.
  2. Workforce quality: Higher-caliber workers may be inclined to migrate to companies that do allow them to telecommute.
  3. Other labor laws: The Americans with Disabilities Act (ADA) requires employers to offer “reasonable accommodations” to disabled employees. If an employee becomes disabled, and working from home would allow him to remain productive in his job, you may be required to offer him the option of telecommuting, regardless of his overtime eligibility status.
  4. Misclassification issues: If it turns out you have misclassified any employees as exempt when they should have been non-exempt — and those employees have been working from home, where you were not tracking their time — you could find yourself on the hook for thousands of dollars in back pay and penalties. Without any employer time records, the courts will rely on the employees’ own recollections or personal records, which might or might not accurately reflect the time they really spent on the job.

Modern Time Recording to the Rescue

The best option, of course, is to implement a time tracking solution that allows you to accurately record all employee work hours (exempt and non-exempt), no matter where the work is performed. As a bonus, automated time and attendance systems typically offer many cost-saving and productivity-enhancing benefits beyond the ability to record time for remote workers.

Consider, for instance, a cloud-based time recording system. Typically these systems can be accessed using an Internet connection and a web browser or via a smartphone app, enabling employees to easily clock in and out no matter where they are. Some also offer a telephony module that let employees clock in and out using any telephone, whether mobile or landline, or other options.

Like their employees, the supervisors and managers can access the system using a web browser, so they can review and approve employee time sheets no matter where or when they are working. The approved time is automatically totaled and can easily be exported to the company’s payroll system for processing. All high-quality service providers also process and store your information in highly secure data centers and keep regular backups, reducing your risk of data loss.

With a modern web-based time clock system, employers can offer their employees flexible work arrangements while still meeting their legal obligations to maintain accurate time records. It’s a win-win situation!

If you need an accurate  solution to track work hours for your employees, regardless of their location, contact Acroprint at 1-800-334-7190 or visit www.AcroTime.com to learn more.

Photo Source: polapix

6 Tips to Help You Think Like a Sales Person to Find Top Talent

Tuesday, April 30th, 2013

CAI’s Director of Member Development, Doug Blizzard, shares advice for finding high-performing talent in today’s video post. He offers a reason as to why employers are struggling to find top talent:

“…it may be because you’re looking in the same places, in the same ways, and at the same time as everybody else.”

He goes on to say that finding top talent today requires a new approach. He suggests learning from the world of sales to benefit your recruiting efforts. Doug details six lessons that you and your organization can borrow from your sales team:

1.       Start Your Process Early

Landing the best account takes time in sales. Don’t be desperate in your hunt for a new team member because you will find desperate job applicants. Doug says to get great people you need to start the recruiting process well in advance of the opening.

 

2.       Put Your Goals in Writing

In the video, Doug shares that the top sales people all have incredibly clear goals and a written plan to accomplish their goals. For recruiting people for your company’s critical roles, he suggests that you create and keep a list of people you want to hire. These are your sales targets.

 

3.       Define Your Ideal Candidate

Doug says the best sales people win more business because they only focus on ideal prospects, so make sure your team has determined who the ideal candidate is in regard to skills and fit. If you’re not sure what to look for, Doug suggests asking your best employees because they will want your team to attract great coworkers.

 

4.       Get Known in Your Industry

In order to get known by high-performing talent, you must get known in your industry. Doug encourages you to find out what associations your prospects belong to, events they attend and social media platforms they participate on. In the video, Doug lays out several ways to be more visible to your prospects, as well as in your industry. He says these efforts will help you identify your top candidates and also draw them to you.

 

5.       Create a Regular Touch System

Once you find your top prospects, Doug says you should implement a touch system of regular contact with them in order to pull them towards your company. He suggests that you mix up the medium you use. The touch system could include emails, phone calls, snail mail, etc. You’ll also want to mix up the content you send, so share information about your industry, specific professions, and other data your prospects will find useful. Be creative and make sure to include information about your organization.

 

6.       Create a Clear Value Proposition

The best sales people sell on value according to Doug. Relating this to employers, he says you must be able to clearly articulate to your prospects why they should come work for you. It can’t only be in terms of pay and benefits, he warns. Work to uncover their needs and match them to your workplace environment. Show them how coming to work for your organization will get them where they need to be.

For additional guidance on recruiting like a sales person, please contact Doug Blizzard at 919-713-5244 or Doug.Blizzard@capital.org.

 

10 Tips to Help Your Organization Win the Competition for Top Talent

Thursday, April 25th, 2013

The following is a guest post from Carol Hacker. Carol is the President and CEO of Hacker & Associates.  She specializes in helping HR professionals and teaching managers, supervisors, team leaders, executives and business owners how to meet the leadership challenge. She’s the author the bestseller, Hiring Top Performers-350 Great Interview Questions For People Who Need People.

Carol Hacker portraitFrom an era of a labor surplus to an era of a labor shortage, when it comes to looking toward the future for talent, the economic crisis has made developing strategies and planning that much more difficult.  Would you agree that there seems to be a massive and devastating shortage of skills and an aggressive war for global talent?  The US workplace has become a playing field of competition for hiring top talent in every industry.

The “brain drain” is making it more difficult to find people who are qualified to do the work that needs to be done.  In addition, you have an extraordinary amount of competition, so you will have to be well prepared to attract and keep the best of the best.  It’s your responsibility as the hiring manager to identify the right people who have more than technical certification, proven abilities, or specific skills.

However, just as important as the required skills, you will need to hire job applicants with the energy, ambition, and potential it takes to meet your specific work standards as well as embrace a people-oriented leadership style and comfortably merge with your existing corporate culture.  Personality counts, as does the ability and willingness to get along with everyone including internal customers and teammates.

The following ideas have proven successful and are worth considering as you build your team of qualified employees:

  •  Focus on company policies and procedures that increase employee retention in the future, such as career development opportunities, bonus compensation, competitive benefits, stock options, flexible schedules, on-going new-hire orientation and mentoring programs.  Today’s generation demands instant gratification.

 

  •  Evaluate your recruitment strategies and hire the right people for the right jobs, rather than trying to fit square pegs into round holes.  The latter approach is guaranteed to set new-hires up for failure.

 

  •  Before you develop a strategic recruitment plan to increase the number of highly qualified and difficult to find job applicants, conduct a self-assessment to compare your recruitment approach to the universe of known recruitment strategies.  This takes time, but once you know what works and what doesn’t you’re ahead of the game.  You will also want to determine what takes the least amount of effort, but still yields good results.

 

  •  Selectively screen resumes and applications.  Many job applicants are using the “dart approach.”  They’re sending out dozens or even hundreds of resumes even when they are not qualified for the position (s) as advertised.  Screening these documents is an enormous waste of your time.

 

  • Do whatever it takes to not only raise the bar, but raise skill levels as well.

 

  •  Do your homework by completing the necessary market research to determine the levels of compensation expected by highly sought-after job applicants.

 

  •  Learn how to efficiently transfer knowledge from senior members of the team to new or entry-level employees.

 

  •  Make use of HR’s abilities and resources in improving the skills and education of your current staff.

 

  • Consider job-sharing and part-time work opportunities for valued employees who cannot work a 40-hour week.

 

  • Develop a partnership with colleges, universities and technical schools in getting students to consider majors where jobs are immediately available upon graduation.

Contact Carol by visiting her website: www.carolahacker.com.

The Healthcare Reform Timeline – What To Tell Employees When Changes Happen

Thursday, April 18th, 2013

The post below is a guest blog from Lindsey Surratt, JD who serves as Compliance Officer for CAI’s employee benefits partner, HCW Employee Benefit Services.

After lingering doubts about whether it would actually occur, the U.S. Supreme Court decision affirming the Patient Protection and Affordable Care Act (PPACA), coupled with the re-election of Barack Obama as president, has virtually ensured that national healthcare reform is underway. That means employers need to accept this reality and prepare employees for what they can expect.

We provided a timeline on how PPACA came into fruition and initial implementation at the end of last year. This blog offers an update on what developments to expect in 2013 and beyond.

Changes In Effect Now and In Upcoming Months

  •  At Present: PPACA contains several tax changes that affect select taxpayers. For one, it increases the Medicare Part A (hospital insurance) tax rate on wages by 0.9 percent on earnings more than $200,000 for individual taxpayers and earnings more than $250,000 for married couples filing jointly. Additionally, it imposes a 3.8 percent assessment on unearned income for higher-income taxpayers. 
  • On Oct. 1, 2013: Individuals and small businesses can buy affordable and qualified health benefit plans in insurance exchanges. The U.S. Department of Health and Human Services is offering a checklist for small businesses to prepare for the change that provides information that owners can use to tell employees about their options in this area. North Carolina has decided to follow a Federally-facilitated Exchange that will be in effect at the start of 2014.  All employers subject to the Fair Labor Standards Act must notify employees of the existence of the insurance exchanges prior to insurance exchange open enrollment in October 2013.

What to Anticipate in 2014

hcw 4 17Several big items will take effect on January 1, 2014, including:

  • The requirement for all U.S. citizens and legal residents to have qualifying health coverage or pay a tax penalty
  • The requirement for carriers to issue and renew health insurance regardless of pre-existing health conditions or gender.
  • No annual limits on coverage of essential health benefits.
  • Deductible limits in the individual and small group markets.
  • Eligibility waiting periods are limited to 90 days.
  • Prohibitions on insurers from dropping or limiting coverage because an individual chooses to participate in a clinical trial, such as those that treat cancer or other life-threatening diseases.
  • Tax credits will become available for those with income between 100 percent and 400 percent of the poverty line who are not eligible for other affordable coverage.  These individuals may also qualify for reduced cost-sharing (copayments, co-insurance and deductibles).

All of these changes will all need to be explained to employees in advance of the date of implementation, with particular note to one other item. PPACA requires that health insurance plans offered in the individual and small group markets provide essential health benefits – items and services in 10 different categories listed in PPACA. The range of essential health benefits offered in these categories will be determined by a benchmark plan. Employers in the small group market should review their benefit plan designs to confirm that their plan(s) comply with the essential health benefits requirements upon renewal in 2014.

What Else to Tell Employees

Remember to let employees know that there already has been and likely will continue to be updates and revisions to these provisions as new regulations are released. While many effective dates are already established, the resulting effects remain unclear. However, proactive communication regarding upcoming changes may help soften the blow of any unintended consequences as implementation of healthcare reform moves forward.

To stay up to date on the changing healthcare reform requirements, register for one of HCW’s upcoming mini webinars held throughout the year and listed on our events calendar. Our June 26th mini webinar titled, Impact of Reform on Employees, will focus on what your employees need to know as 1/1/2014 approaches.

6 Insightful Interview Questions for Finding the Right New Hire

Thursday, April 11th, 2013

right hireCAI’s Advice and Counsel team member Reneé Watkins gets several  phone calls from employers asking for interview questions that will assist them in determining if a job seeker is a good fit for a position. To help organizations ask the right questions, Reneé references information from Jeff Haden’s Inc.com article 14 Revealing Interview Questions . Jeff shares the favorite interview questions of various top executives.

Try using a few of the unique questions from the leaders during your next candidate interview:

(1) “If we’re sitting here a year from now celebrating what a great year it’s been for you in this role, what did we achieve together?” – Randy Garutti, CEO – Shake Shack

The answer to this question reveals whether the candidate has done her research not only on her position, but the company’s mission and values as well.

 (2) “When have you been most satisfied in your life?” – Dick Cross, CEO – Cross Partnership

This question will help you uncover what the job seeker needs to be content with his career path and how your organization can help him achieve job satisfaction.

(3) “If you got hired, loved everything about this job and are paid the salary you asked for, what kind of offer from another company would you consider?” – Ilya Pozen, Founder – Ciplex

Decipher if the candidate is driven by money, responsibility or an enjoyable work atmosphere when you ask this question.

 (4) “Who is your role model and why?” – Clara Shih, CEO – Hearsay Social

Ask this question to learn what the candidate values and the types of character traits he admires.

(5) “Tell me about a recent project or problem that you made better, faster, smarter, more efficient or less expensive.” – Edward Wimmer, Co-Owner – RoadID

Allow your interviewee to brag about herself. This question will help you get insight on the candidate’s work ethic.

 (6) “So, what’s your story?” – Richard Funess, Managing Partner – Finn Partners

Get more information about the candidate and his life experiences by asking him this question.

For more tips to enhance your recruiting and hiring process, please call a member of CAI’s Advice and Counsel at 919-878-9222 or 336-668-7746.

Photo Source: Victor1558

OFCCP Releases New Compensation Directive for Government Contractors

Tuesday, April 2nd, 2013

CAI’s Manager for Affirmative Action Services, Kaleigh Ferraro, shares the latest updates from the OFCCP. Make sure you are compliant.

Kaleigh blogEffective February 28, 2013, the Office of Federal Contract Compliance Programs (OFCCP) officially rescinded their previous guidelines on compensation. This rescission comes as no surprise since they had published in January 2011 a Notice of Proposed Rescission. The OFCCP stated the previous guidelines were too limiting and “constrained OFCCP’s ability to investigate pay discrimination to the full extent permitted by law.” These previous guidelines also conflicted with other government agencies’ investigated pay discrepancies.

The OFCCP replaced the rescinded guidelines with Directive 307, which is supposed to provide contractors clear insight into how the OFCCP will conduct compensation reviews during audits. However, this “clear guidance” doesn’t really live up to this billing. What it actually does is list multiple protocols and factors the OFCCP may use during a compensation review. The OFCCP makes it clear they may use any number of these methodologies during audits and they will be determined on a case-by-case basis. This of course, gives the OFCCP a great deal of flexibility during investigations and makes it extremely difficult for contractors to determine if they are “compliant” based on the OFCCP’s methods.

The consequence of this new Directive is that it affects contractors’ compensation policies/procedures and data at both the macro and micro levels. Employers must be able to address how their practices influence compensation, as well as prepare for specific individual analysis. The changes to the compensation review procedures have the potential to cause companies additional angst during audits.

The following is a high level overview of some of the changes and the issues they may cause employers:

  • There are eight possible “steps” to be taken when conducting the compensation portion of an OFCCP audit and potentially additional consideration factors within the steps.
    • It is unclear which “step” the OFCCP will actually use during an investigation and/or the progression through any and all of these steps. The OFCCP also may change direction at any point during their review.
  • The OFCCP has indicated that several of their analyses will be conducted by broad groupings of employees and not just at the position title level.
    • With wide groupings such as pay grades, AAP job groups or pay analysis groupings being used for analysis, there is a greater opportunity for pay discrepancies to be identified during the OFCCP’s investigation.
  • Any documentation regarding company policies or practices that may be related to compensation may be called into question during the OFCCP’s review. Examples include but are not limited to performance systems, commission, overtime hours, training, etc.
    • This more detailed review of company practices will likely cause OFCCP to uncover issues with inconsistent pay practices as well as other employment policies.
  • Regardless of findings and whether or not an issue is identified during previous “steps” or reviews, the OFCCP has indicated they may continue their investigation into contractors’ compensation.
    • This seems to indicate that OFCCP audits will be comprehensive and involve many steps and reviews and will likely be a long and drawn-out (and potentially expensive) process.

The Directive seems to serve as an indication that the compensation reviews conducted by the OFCCP will cause many challenges among the contractor community, especially initially. To review Directive 307 in its entirety, visit http://j.mp/pd-gc.

If you would like to discuss these new guidelines in detail and the potential impact on your organization, please contact me directly at 919‑713‑5241 or kaleigh.ferraro@capital.org. CAI provides AAP plan preparation, OFCCP audit assistance, onsite training and webinars for hundreds of companies each year. We are happy to share our expertise with you!

 

Worker Misclassification: A Tough Issue, and Getting Tougher Every Day

Tuesday, March 26th, 2013

This is a guest post from Diane Aull. Diane is the Website Manager for Acroprint Time Recorder Company and editor of their Time For Business blog. Acroprint offers a full range of workforce management products ranging from traditional punch clocks to cloud-based solutions and cutting edge facial recognition systems.

MisclassificaitonDoes your company employ or plan to employ temporary workers, consultants or independent contractors? Then listen up! The Department of Labor (DOL) is concerned that many such workers have been misclassified as independent contractors (ICs) when in fact they are actually employees under the law.

Of course, it’s perfectly legal to hire someone as a temporary or independent worker. However, some companies misuse the IC label to avoid paying payroll taxes, overtime, minimum wage and unemployment insurance for regular employees.

This is unfair — both to the employees themselves and to those companies that do play by the rules.

What is being done?

In 2011, the DOL launched a Misclassification Initiative. This program is designed to ensure fair pay for workers and a level playing field for law-abiding employers.

To kick off the program, the DOL signed “Memoranda of Understanding” with 10 states and the Internal Revenue Service (IRS) promising to share with each other information related to worker classification audits. Since then, four more states have signed on, the most recent being Iowa in January of 2013.

Since the launch of the initiative, the DOL has collected $9.5 million in back wages for more than 11,400 workers.

Why is this important?

How a worker is classified impacts many aspects of their employment:

  • Whether the worker is covered by minimum wage or overtime laws
  • Worker eligibility for Family Medical Leave Act time off, vacation, sick days and other benefits
  • The employer’s potential liability for negligent acts of the worker
  • The ability of the worker to sue for wrongful termination or discrimination
  • Availability of workman’s compensation and unemployment insurance for the worker
  • And more…

But classification is complicated and subject to different criteria, depending on which agency you’re talking to. The IRS has one set of rules, the DOL of has another, and your state labor board may well have a third.

It’s a real mess, and it only looks to get messier.

What are the consequences of misclassification?

You may be wondering if worker classification is really all that big of a deal. The answer, in a nutshell, is YES!

Let’s say the DOL audits your workforce and determines you’ve misclassified some workers. As the first consequence you may find — depending on how you calculated their compensation — you could owe these people back pay to comply with minimum wage laws.

Additionally, if the workers put in over 40 hours in a week, you will almost certainly be liable for time-and-a-half overtime pay for the extra time. (Side note: this is a good reason to track time for all workers, including temps and ICs. If you have their time documented, the courts will generally rely on your records. Otherwise, the court may simply accept the workers’ own recollections to determine overtime pay.)

As much as paying those back wages might hurt, it could represent only the tip of the iceberg.

You could also find yourself fending off the IRS and state officials, seeking back payroll taxes (including the employer’s share of FICA), unemployment taxes, and workers comp premiums — plus interest, penalties and fines.

Beyond that, the workers themselves could pursue legal claims, including possible class-action suits.

You might not even be able to get out from under these obligations by shutting down the business. In July of 2011, the DOL obtained a judgment against the former owners of 1st National Leasing, a defunct company in Tampa, Florida. They were assessed more than $34,000 in back wages owed to former employees who had been misclassified as ICs. Yes, the owners were held personally liable and had to pay the back wages out of their own pockets.

How can you protect yourself?

If you currently have any ICs or temps on staff, your first act should be to consult with your employment law advisor to ensure you’re not taking any unnecessary chances with your worker classification. They should be able to analyze the various criteria and help you compare your current situation with what’s required.

If it’s been awhile since you’ve conducted this sort of review, you may find you need to modify some of your policies and procedures related to ICs and temps in order to maintain their classification. Your supervisors and managers may also need a “refresher course” in what it takes to maintain proper IC classification to ensure they don’t inadvertently get your business in hot water.

You may wish to also create a questionnaire or checklist you can follow to help you assess any new hires to determine their proper classification. Keeping these completed checklists on hand can be evidence of “good faith effort” in the event of a DOL audit.

Worker classification is a complicated issue, and one fraught with peril in today’s lawsuit-prone environment. You owe it to yourself and your business to be aware and take all due precautions.

If you need an accurate, flexible solution to track work hours for independent contractors or regular employees, contact Acroprint at 1-800-334-7190 or online at www.Acroprint.com.

Photo Source: Victor1558

The Top 10 Healthcare Industry Issues Of 2013 – How They Will Affect Employers?

Tuesday, March 19th, 2013

The post below is a guest blog from Ellen Tucker who serves as Principal, Health & Welfare Consultant  for CAI’s employee benefits partner, HCW Employee Benefit Services.

healthcare_industry_issues This year it is crucial for employers to have a clear understanding of the timeline of each of the components in healthcare reform and a defined strategy around them. It is evident that, while there is change on the horizon, even more change will occur as employers, insurance carriers and members react to the new options and requirements at hand.

 As employers are considering these issues, PricewaterhouseCoopers has released its annual list of the top 10 issues for the healthcare industry, and the topics include a few items of particular importance for employers. This is the list, followed by the implications for employers:

 1)      States on the frontlines of the implementation of the Affordable Care Act (ACA). State officials will decide how to run insurance exchanges, whether to expand Medicaid coverage and what type of insurance market regulation is needed. The biggest challenge facing state governments over the next year is information technology, as most must conduct significant upgrades to existing systems.

 2)      Caring for the nation’s most vulnerable: Dual eligible. Dual eligibles (individuals eligible for both Medicare and Medicaid coverage) are among the nation’s sickest and poorest and often fall through the cracks of two programs not designed to work together. The result is a lack of coordination that often leads to poor quality, inefficiency and avoidable costs. With the ACA set to add 16 million people to Medicaid by 2019, the number of dual eligibles is certain to increase.

 3)      Bigger than benefits: Employers rethink their role in healthcare. Employers have never had a better opportunity to re-examine their long-term role in providing healthcare coverage for their employees. This year will likely be the turning point for how healthcare benefits evolve over the next decade.

 4)      Consumer revolution in health coverage. More Americans will be shopping for their health insurance. As a result, consumers want convenience in how they purchase coverage and transparency in comparing their options. Nearly 40 percent of consumers surveyed by PricewaterhouseCoopers’ Health Research Institute (HRI) said they would purchase insurance at a private insurance company retail store. Consequently, an increase in the use of retail clinics is expected as consumers seek lower cost options for minor ailments.

 5)      Consumer experience hits the pocketbooks of healthcare companies. The Medicare Advantage Star Quality rating system relies on consumer input to generate penalties and bonuses for hospitals and insurers. This could mean a bonus payout of more than $3 billion for insurers and a holdback of $850 million for providers in 2013 based on the impact of the results. Hospitals and health systems are feeling the pinch, as nearly a third of the federal government’s value payment program connects to consumer experience and satisfaction. Moreover, customers support the trend.

 6)      Goodbye cost reduction, hello transformation. With more than 40 percent of consumers postponing care because of costs, hospitals must be competitive. Organizations are making full-scale transformations of their care delivery models, including how and by whom care is delivered. To maintain high quality while implementing sustainable cost reductions, health systems are involving clinicians, staff and patients in redesigning the delivery of care.

 7)      The building blocks of population health management. Population health management shows promise for better health at a lower cost by creating an integrated system of care. Expect to see more partnerships between providers as companies build their population health infrastructure to include shared responsibility for patient outcomes and satisfaction, data collection and analysis, member education and engagement, and a focus on at-risk populations.

 8)      Bring your own device: Convenience at a cost. Only 46 percent of hospitals have a security strategy regulating the use of mobile devices. With more hospitals permitting clinicians to access electronic health records on their personal devices, privacy and security concerns need to be addressed.

 9)      Meeting the new expectations of pharma value. Interest is growing among insurers to partner with pharmaceutical companies to determine unmet medical needs, and improve medication adherence and clinical outcomes. In a recent HRI insurer survey, 43 percent of insurers agreed that they would benefit from a data sharing partnership with pharma companies.

 10)   Medtech industry braces for excise tax impact. The 2.3 percent excise tax on medical devices effective this year could prompt consolidation in a $308 billion global industry consisting mainly of small start-ups with lean product portfolios. Federal bank accounts stand to gain $29.1 billion over the next 10 years from this tax included in the ACA.

 HCW Viewpoint

 Since employers spend a considerable amount of money on healthcare coverage for their employees, health industry issues are of key interest. With the most impactful year regarding healthcare reform implementation quickly approaching, employers are even more eager for information. The decisions facing them are significant, and mistakes could prove costly. 

 Employers have been watching as states decided whether to have a state run exchange, state/federal partnership or a federal run exchange, and whether to implement the Medicaid expansion. For some employers, the Medicaid expansion would provide coverage to additional employees, lowering their possible play or pay penalties effective beginning in 2014. Additionally, employers are determining who they will be required to offer coverage to, whether their benefits are rich enough and whether they meet the affordability requirement. 

 Employers will need to make decisions regarding if they intend to offer coverage to employees in 2014 and beyond, or send their employees to the exchange and pay the penalty. More information regarding the exchanges is emerging, and there may be hundreds of plan designs offered among the four coverage levels. While sending employees to the exchange may sound like the cheapest and easiest option, doing the math generally supports continuing to offer coverage. HCW has developed a “Play or Pay Calculator” that can assist employers in making an objective decision regarding what is otherwise a subjective, reactive one.

 New delivery systems such as accountable care organizations and tiered networks can provide additional options for employers to provide appropriate, cost-effective care over the next few years. These should be part of the overall strategy regarding what actions to take in 2014 and beyond. Staying abreast of health industry issues is critical for employers as decisions are being made. Employers need a custom strategy that is updated with emerging information to allow them to successfully navigate healthcare reform.

 HCW will continue to track these issues throughout 2013, as well as additional emerging information regarding healthcare reform. HCW offers one-hour meetings to walk employers headquartered in North Carolina through a Reform Readiness Plan. To take advantage of this guidance, call 919-403-1986 today and schedule a meeting with on of our experts.