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The 2016 #FLSA Overtime Changes: What #HR Needs to Know

HR Bartender

Even with the reduction from the initial proposal, this is still more than double what the minimum salary currently is under the 2004 regulations. Specifically, employers can include non-discretionary bonuses, incentive payments and commissions to satisfy up to 10 percent (10%) of the minimum weekly salary.

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Part III - Where Should We Take Employee Rewards in the Future?

Compensation Cafe

Organizations would be more effective and employees would be more engaged if at least half of benefits dollars were converted into cash, especially incentive opportunities. When benefits represent 30% of total employee rewards and performance incentives are about 1%, management claims of pay for performance are laughable. Implications.

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Part I - Malaise in the Employee Rewards: What’s Going On?

Compensation Cafe

Sales compensation has always been a different beast: it has different buyers and economic cycles than employee rewards, and sales incentives constantly evolve to meet new business needs. Supervisors can use that information to adjust raises and bonuses with no help from rewards experts. He received a Ph.D.

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38 Ways to Make Real Progress on Diversity, Equity, and Inclusion

Linkedin Talent Blog

The results are reviewed monthly and are used to help determine bonuses. Some companies provide incentives to their employees who refer candidates from an underrepresented group. Verizon recently launched an app called Talent GPS that shows open jobs at the company, as well as the skills and competencies needed for each position.

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Equivalence (for women)

HR Examiner

I looked at various academic papers but the competing arguments, language, and nuances left me feeling quite confused. Bond University has had a Women’s Network since 2004. This is not surprising as the variables making up the difference are yet to be fully explained. A women’s network at the workplace is a good place to start.

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360 Degree Feedback: A Comprehensive Guide

Analytics in HR

You want to find out which competencies, traits, and behaviors employees display while doing their jobs. In line with this, Atwater, Brett, and Ryan (2004) discovered that positive subordinate ratings lead to an increase in satisfaction and engagement and a decrease in turnover in the team.