This Course is approved by HRCI and SHRM Recertification Provider.

Overview: Knowing what to do in increasingly complicated employee situations can be difficult for even seasoned managers, especially if a manager has never had training. For a new manager these problems are intensified.

Further exacerbating the problem is that managers often inherit a dysfunctional department and/or are promoted to supervise those with whom they once were coworkers. In an increasingly complicated world of employee compliance in which HR struggles just to keep abreast of new developments not teaching managers the basics can be costly. After all it's the managers who interact with employees on a day to day basis and every day is an opportunity for problems to arise that a manger was never trained how to address. Even routine situations such as denying a seemingly simple request for a few days off can blow up into claims of a denied request for protected leave.

Why should you Attend: From a business perspective, training managers in the basics of HR compliance basics of employment law, how to write documentation and how to use the tools of employee development is the cheapest thing an employer can do to stave off unwarranted employment claims.

From a manager's perspective managing from Day One is the most important thing a manager can do for productivity purposes, compliance reasons, employee development and engagement and also to safeguard their own career.

From an HR perspective, training managers of the basics of HR compliance can help to defend against a whole host of unwarranted employment claims, including those that often begin from miscommunication, misinformation, and mismanagement.

Areas Covered in the Session:

• Basics of the Big Four of employment compliance- Title VII, FLSA, FMLA, ADA
• Managing from Day One – Using the 4 tools of a manager,coaching, performance reviews, performance improvement plans and discipline
• The 12 elements of documentation
• What to do if someone is struggling doing their job for whatever the reason – having a process
• Inheriting a dysfunctional department – avoiding the pitfalls
• Preventing harassment, bullying and general dysfunction
• What to do with employee complaints

Who Will Benefit:

• Front Line Managers
• Department Managers
• New HR Persons
• Anyone promoted into a Management position
• Managers Who were promoted from within their companies

This Course is approved by HRCI and SHRM Recertification Provider.

Overview: More companies are now expanding their recruiting worldwide to find the best talent, it is becoming more and more critical for payroll professionals to understand non-immigrant concerns and how it affects how we pay employees. From taxes that need to accounted for in the US and in the foreign country.

Why should you Attend: As a payroll professional when you have been told by your HR department that they hired a new associate with an H1B visa, your response probably was ok so what does that mean? In the past we didn't have to worry about our employee's nationalization status for purposes of payroll.

Areas Covered in the Session:

• Detailed discussion on why it is critical for HR and payroll to work together on anyone being hired that is on a visa status
• Understanding the Visa process from how companies obtain a visa for a potential employee to how to handle employees already on visas when being hired
• Understanding taxation concerns for non-immigrant workers
• Discussions on what is an I-94 card and how to review them
• Details of different types of work visa's such as L-1,E,O,H-1,TN/NAFTA
• Details of different types of student visa's such as F-1 & J-1
• Tax Equalization and Tax Protection Plans
• Having a solid Hypothetical tax plan
• Review of Tax Settlement Statements and how to account for international assignments

Who Will Benefit:

• Payroll Professionals
• Human Resources
• Accounting Personnel
• Business Owners
• Employee Benefit Professionals
• Lawmakers

This Course is approved by HRCI and SHRM Recertification Provider.

Overview: Effective HR metrics are not developed in a vacuum. The “right or best” metrics require a detailed understanding of your organization: how it generates revenue, its business strategies and objectives, it business imperatives, the risks it faces, the opportunities to be seized, and what it already measures.

Thus, HR metrics should not be developed in a silo or owned exclusively by human resources. To be of value, HR metrics should measure the business factors that are important to the organization not just HR and should be co-owned by HR and the C-suite, other departments, and line managers. The right or best metrics are HR metrics that incorporate the input of stakeholders and contribute to informed decision-making. From this perspective, HR metrics should be predictive and action oriented. HR metrics that do not assist organizational decision making are of little value. The issue is not the number of metrics. As Albert Einstein noted: “Everything that counts can't be measured and everything that can be measured does not count.”

As noted, the measurement of business outcomes is a critical component of the HR auditing process. Thus your organization's HR metrics should help you assess the value and contribution of your organization's human capital; should focus your organization's attention on how human capital helps it achieve its business objectives; should help you measure and assess human capital management and employment practices liability related risks; and should help you assess individual and organizational performance.

Since HR metrics can assist your organization identify weaknesses and failures in its human resource management and employment practices compliance activities, your organization's selection and use of specific HR metrics is not only an indicator of what issues it considers important, but is also an indication of your organization's commitment to identify and ferret out ineffective or unlawful practices and processes.

Thus your organization may be scrutinized not only on the issues it chooses to measure, but also the issues it chooses to ignore. Thus your use of HR metrics considers both quantitative and qualitative methods and measurements, should help you assess your organization's performance, and should provide you with data that will allow you to evaluate human capital outcomes.

Why should you Attend: Governmental and regulatory agencies have put employers on notice that they must create, maintain, and demonstrate procedures and activities that they are in compliance with the laws – and these laws are numerous. At the same time, investors, lending institutions, and third party administrators are constantly imposing requirements upon employers that ensure resources are properly used and that results are properly reported. In this environment, organizations must be able to demonstrate compliance through objective measures. The failure to demonstrate compliance with these requirements can impose significant liabilities.

Thus employers need metrics and measurements that are strategic, operational, and transactional. They need metrics that help them identify monetary and non-monetary risks and help them manage revenue generation, productivity, labor costs, and profitability.

Further, they need metrics that help identify non-compliance. These metrics measure the employment brand and organizations' ability to attract and retain top performers. They also measure legal and statutory non-compliance, which may result in fines, penalties, debarment, and lost business opportunities. This webinar discusses the use of HR metrics in helping organizations assess these risks and discusses the use of HR related Key Compliance Indicators (KCIs) that can be used as an element of a continuous audit process that provides assurance of compliance.

Areas Covered in the Session:

• Gain an understanding of key HR metrics
• Be able to identify and assess the strategic and operational impact of HR metrics
• Learn the role of metrics in measuring and communicating value
• Review the basics of using HR metrics in assessing human capital related risks
• Learn how HR metrics improve strategic and operational decision making

Who Will Benefit:

• HR Professional
• Internal and External Auditors
• Risk Managers
• CEOs and CFOs

This Course is approved by HRCI and SHRM Recertification Provider.

Overview: Managing a shadow payroll can be complex and in some cases, if it's not managed correctly it can become costly to an employer. This topic will ease the compliance burden along with providing a better perspective of a shadow payroll.

Why should you Attend:

• You will be able to define shadow payroll
• You will be able to discuss how to implement a U.S. shadow payroll for international employees
• You will be able to describe the pay components associated with an expatriate compensation plan

You will be able to identify the most commonly used U.S. shadow payroll terminology.

Areas Covered in the Session:

• What Is a Shadow Payroll
• The Importance of a Shadow Payroll
• Implementing a U.S. Shadow Payroll for International Employees
• Various Types of Assignments: Short, Long and Permanent
• Host Country or Home Country Payroll Responsibilities
• Pay Components Associated With an Expatriate Compensation Plan
• Expatriates Payroll Reporting and Taxation Requirements
• Most Commonly Used U.S. Shadow Payroll Terminology

Who Will Benefit:

• Payroll Professionals
• Compensation Professionals
• HR Professionals
• Benefit Professionals