SEPTEMBER-OCTOBER 2013
“Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected. - Steve Jobs
Change and Compensation: An HR Challenge Outplacement Services for One Under Pressure
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Contents 1 A Note From the Editor
8 Do Employees Make
Unfounded Discrimination Claims to Dodge Discipline?
HR Professional Staffing
2 Ethics, SOX, Dodd-Frank,
9 Under Pressure
and HR
3 Member Profile: The National
Renewable Energy Laboratory
2013 Eye On Leadership Conference
10 MSEC’s Social Media
MSEC Referral Program
4 Change and Compensation: An HR Challenge
5 Outplacement Services for One
11 MSEC Library Topic: Resource Update – CCH AnswersNow
12 Employer-Sponsored Tuition Aid Programs
Career Transition Services
Survey Services
6 Staff Profile: Jody Luna MSEC 2014 Training Catalog
7 Background Screening: Is it Still Okay?
Pre-employment Screening Services
Employment Life Cycle Successful employers focus on both organizational and employee development, understanding each aspect of the employment life cycle. MSEC helps you identify services and seminars that are available to help you achieve success in all areas of employment. SEPTEMBER-OCTOBER 2013
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A Note From the Editor
Lorrie Ray Membership Development
Summer is almost over, but it seems that the topics of human resources, development, compensation and benefits, along with employment law continue to heat up. In this issue we talk about a number of topics that organizations are faced with. Ethics is a topic that should be an anchor for all that we do, and it is especially important if we are covered by Sarbanes-Oxley or Dodd-Frank legislation. Read the article in this issue about ethics, and learn how pushing forth this topic in your workplace can be helpful to all concerned. Are you working on updating or changing your compensation plan? Many organizations are involved in this change. Not only is it a difficult task, but any compensation plan is only as good as the communication surrounding it. If you want to learn how to structure communication of this emotional topic, please read all about it on page four of this magazine. Pressure is something that keep ratcheting up. If you are feeling that you, or managers and supervisors you work with, are under increasing pressure, find out what is challenging and perhaps rewarding about living under pressure from Evan Abbott, our director of organizational development and learning. There are other articles which also address issues you are likely to face. From investigations to background screening, we aim to keep you informed about what is happening in employment, as well as what we can do to help with all of these topics. If you have any help you need, please send me an email at lray@msec.org. I am happy to assist!
Need a Clone? We have the next best thing. HR Professional Staffing ready to step up and help you.
Let MSEC Double your Efforts. We’ll contract with you based on your needs. We can provide staff full-time, part-time, every few months, or once a year. Let MSEC Duplicate your Productivity. Our HR professionals can work on-site, off-site or a combination of both. You determine what fits best in your organization. Let MSEC Fill in the Gaps. Our staff can be project based, placed as a subject matter expert, or as an extra resource to help with a daunting workload. For more information on how we can support your HR needs contact the Outsourced Consulting Services Department at 800.884.1328 or email hrmanager@msec.org.
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Ethics, SOX, Dodd-Frank, and HR Mark Cicotello, Human Resources Services
In 2002 and again in 2010 Congress enacted major pieces of legislation to curb financial malfeasance. The Sarbanes-Oxley Public Company Accounting Reform and Investor Protection Act (SOX) and the Dodd-Frank Wall Street Reform and Consumer Protection Act have attempted to change the practices and mind set that caused the downfall of Enron and WorldCom. The continued parade of corporate and individual poor behavior may indicate that legislating ethical behavior is only partially effective. Both laws make it easier for whistle blowers to come forward and more risky for employers to retaliate against them for having done so. The Dodd-Frank bounty program provides monetary awards to eligible individuals who come forward with high-quality original information that leads to an enforcement action by the Securities and Exchange Commission in which over $1,000,000 in sanctions is ordered. The range for awards is between 10 percent and 30 percent of the money collected. Recently Bradley C. Birkenfeld, a former banker at UBS, served two and a half years in prison for conspiring with a wealthy California developer to evade United States income taxes. While he was serving time he was awarded $104 million whistleblower award for revealing the secrets of the Swiss banking system.
For example, Section 404 of SOX requires companies to assess the adequacy of internal controls and processes that could affect financial reporting. HR is involved in many of those processes, from payroll to pensions. Section 409 of the law is requires public disclosure to shareholders of financial and/or operational material changes. Changes that might have a material impact on a company’s bottom line can come from a variety of places in a company, including the HR department. Some examples of material changes include: employment lawsuits, new labor contracts or revision of benefits programs, such as converting to opt-out 401(k) programs. Human Resources should also be involved in creating an internal reporting process that enables employees that see ethical issues to bring those issues forward without fear of retaliation. A “whistle blower-like” program can practically and symbolically signal to employees that the organization is serious about operating in an ethical manner. It may also minimize an employee’s need to seek out the government’s whistle blower and bounty program. Compliance is only part of the picture. HR should take a leadership role in creating a healthy ethical corporate culture that includes: a code of conduct/ ethics, regular training for all employees on the organization’s stance on ethics, safeguarding against retaliation, and support from senior management. What’s the payoff? Research by the Ethisphere Institute shows that the stock value of the World’s Most Ethical Companies outperforms the overall stock market. Being ethical seems to be good for business.
Both laws convey significant responsibility to the Human Resource department. HR professionals need to respond in several ways.
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Member Profile
im ge ima g pro ro operty pe per errty y off NR NRE RE EL
The National Renewable Energy Laboratory (NREL) is the U.S. Department of Energy’s primary national laboratory for renewable energy and energy efficiency research and development. This year, NREL celebrates 36 years of energy efficiency and renewable energy research and development. NREL began operating as the Solar Energy Research Institute (SERI) on July 5, 1977. SERI was dedicated to harnessing power from the sun and quickly caught national attention. In 1978, President Jimmy Carter was the first U.S. president to visit the lab; fast forward to 1991, and another U.S. president, George H. W. Bush, elevated SERI to a national laboratory and changed the name to the National Renewable Energy Laboratory. NREL became the only national laboratory to focus solely on clean and renewable energy technologies. Their 327-acre main campus in Golden, Colorado, houses four LEED-rated buildings. The laboratory also operates the National Wind Technology Center near Boulder, Colorado. Their staff of nearly 1,700 full-time employees and 800 visiting researchers, student interns, and contractors collectively hail from 66 countries. And, they boast more than 2,600 college degrees. NREL is dedicated to making a difference and their discoveries in renewable energy have shaped their transportation alternatives and provided options to power our homes and businesses. For example, the cost of wind energy has declined from 40 cents per kilowatt-hour when the lab was founded, to 6–9 cents today. These lower costs have helped wind energy become the fastest growing source of new electricity in the nation.
NREL is building a state-of-the-art “Laboratory of the Future” with sustainable research buildings to foster innovation. The 360,000 square-foot Research Support Facility (RSF) is a model for sustainable, high-performance building designs. The RSF is expected to achieve an aggressive energy efficiency goal of 34.4 kBtu/sq. ft./yr, including the highperformance data center, and has received a LEED (Leadership in Energy and Environmental Design) Platinum designation. Thank you NREL for being a member since 1978!
Don’t keep your MSEC membership a secret. We know that the highest compliment you can give us is a referral. Share the benefits and value of MSEC membership with colleagues, business partners, and friends. If your referral joins us as a member, we’ll treat you to
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a $100 gift card! Call 800.884.1328
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Change and Compensation: An HR Challenge Candy Siderius, Outsourced Consulting Services
“Changing a compensation system is about as easy as moving a cemetery.” This conjures up a variety of images; not many of which are pleasant. I wish I could say this was an original thought; it is certainly, however, an apt depiction of the feelings many of us have toward compensation. Why? Compensation is typically an emotional topic for everyone, both supervisors and employees alike. It is not always clearly communicated, and even so, often misunderstood. Some pay plans may not have been reviewed or updated in years and others have been inconsistently administered. To make any changes might unearth too many issues, some of which would be too scary or difficult to tackle. And what is a compensation system? Is it just base pay or any and everything an organization offers its employees in return for their contributions? It is critical that employers reflect upon their business strategy and identify what particular skills, behaviors, and results they need to achieve the strategy. This is the first step toward developing a compensation philosophy which states what the employer expects and in what ways they will reward employee contributions. This includes base pay, benefits, alternative work arrangements, recognition and training programs, performance rewards, fun workplace initiatives, a computer that works, competent supervisors, and much more. This philosophy is a shared belief of senior management. It drives the design of the overall program, strives to correct any misperceptions, and also reflects the organization’s intended relationship to the external market. To develop a philosophy statement, organizations may want to consider: • Obtaining direction from executive leadership • Gathering input from a cross-section of employees via focus groups or surveys • Determining the balance between internal job worth and external or market value of jobs • Clarifying competitive posture; will the organization lead, meet, or lag the market? • Defining what is considered the competition • Identifying financial constraints • Leveraging all reward elements for a true picture of the total rewards package • Creating a communication strategy Speaking of communication, should the organization communicate its philosophy? Absolutely, although the amount and frequency of information should be aligned with the organizational culture so that the messaging is perceived as authentic. For many, compensation is mysterious. Lack of information quickly becomes misinformation leading to frustration, lack of engagement, and low productivity. Survey results continue to demonstrate that employees do want to know how their pay is determined, how their pay can increase, and how it relates to performance. An organization’s compensation philosophy as well as consistent communication and practice can focus everyone on the true goals of the organization.
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Outplacement Services for One Kristen Borrego, Outsourced Consulting Services
Most often when you think of outplacement services, you think of a downsizing or a layoff, where a number of employees are going to be needing future employment, through no fault of their own. Providing outplacement services in these situations er is wise for employers for a number of reasons. It helps people who have been dealt an unexpected blow to pick up the pieces and move forward to be successful in the workplace again. It also showss employees who remain that their employer is compassionate and interested in doing right by its employees, helping to quell feelings of unease amongst the surviving workforce. Have you considered outplacement services when only one employee is ending their employment? It can also be helpful in a number of circumstances, for both similar and different reasons. For example, I was recently speaking to an employer who felt they had to end the employment relationship with favorite employee, not because the employee had not worked hard over the years, but because the skills required to do the work had changed dramatically, and the employee was no longer able to contribute. The employee was a wonderful worker and would be an asset wherever she went, and the employer really wanted to help her get there. Having a career coach help her open the doors to networking, apply online with different organiza-
tions, and generally help her re-enter the employment market after being out of it for many years, was truly valuable to the employee, and eased the employer’s conscience after enjoying the fruits of the employee’s labor for so many years. On the opposite end of the spectrum, I was working with a member who had an employee who really needed to leave, but could not let go. While the impending termination was meant to end the relationship, it appeared that the only thing that was going to happen was a change in the nature of the relationship from current employee to ex-employee, and the ex-employment relationship was promising to be as difficult and uncomfortable as the current employment relationship. Fortunately, there was a solution. Those who offer career counseling services are well aware that the first step is to help the employee to emotionally move to a place where they are ready to go to the next chapter of their career life, and part of their work is to help them get there. If you are contemplating outplacement services for one, let me know. I am happy to talk to you about your circumstances and together we can determine if that is a good solution. You can always email me at hrmanager@msec.org.
Career Transition Services Transitioning employees out of a workplace can be one of the most stressful, chaotic, and vulnerable times for an organization. Let MSEC take the lead. Our Career Transition Services can help • Positively Affect Your Organization’s Bottom Line • Maintain Your Organization’s Productivity • Protect Your Organization’s Reputation
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Staff Member Spotlight!
IT’S COMING… The MSEC 2014 Training Catalog will mail October 1st. The comprehensive guide contains all of our quality training courses, certificate programs, and upcoming conferences. Peruse the catalog for: Detailed course descriptions Dates • Times • Locations • Pricing
Catalog Colorado
atalog Arizona C
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Jody J y Luna Jody Luna joined MSEC in 2005 as an attorney in the Specialized Legal Services Department. While Jody was getting her Masters in Political Science from the University of Colorado at Denver she worked for the Colorado Public Defender as an investigator and later conducted private investigations for criminal defense attorneys. After graduating from the Seattle University School of Law, she gained experience investigating unauthorized practice of law and attorney misconduct complaints for the Colorado Supreme Court. She later began working in employment-related matters where she worked both the Compliance and Human Resources Departments for a private health insurance company. After a two-year visit to Latin America, Jody came to MSEC. At MSEC, she has performed hundreds of investigations and workplace assessments for a variety of public and private employers in Colorado, Wyoming, and Arizona, including many high-profile cases. Jody became the manager of Workplace Investigations in early 2012, which includes a team of seven investigators. She advises members at the outset of investigations, and conducts training for Human Resources professionals on how to conduct internal investigations. She believes in providing prompt, thorough, and fair investigations and assessments to provide employers with the information they need to make informed decisions about workplace matters. Jody is very interested in wellness issues and topics, and is the chair of MSEC’s Wellness Committee. She also enjoys exercising, camping, hiking, and going to the theatre.
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Background Screening: Is it Still Okay? Linda Kinter, Outsourced Consulting Services
Recent news has raised concerns about the legality of background checks, from employers requesting social media passwords, prompting congressional legislation, to the Equal Employment Opportunity Commission (EEOC) cracking down on employers who rely on arrest records when screening applicants. The EEOC is also pursuing lawsuits against employers and background agencies who do not verify the identity of an applicant when they conduct criminal background checks. It’s no surprise that member organizations have been asking if it’s still legal to do background checks, what type of checks are appropriate, and what the most effective manner of investigating an applicant’s background is. The answer to the first question is yes, it is still legal to conduct background checks, but there are laws that must be followed to ensure compliance with federal and state regulations. MSEC conducts third party background checks and, in order to do so, we must first insist that applicants receive a signed notice and authorization allowing the employer to conduct a background screening. We also inform members that we are only allowed to gather information that is legal. For example, we cannot collect medical information, or supply information about an applicant’s workers’ compen-
sation history. When criminal background checks are conducted, we’re careful to verify the person’s identity – we do not rely on electronic databases, but instead utilize a primary court search. We often help employers determine what information is going to be the most useful. First, we steer members toward information that is job-related. In many positions, especially those serving a vulnerable population, it is important to know if the applicant has a criminal record of convictions, how serious the convictions are, and how long ago they occurred. This might be recommended not only for paid positions, but also for volunteer positions, and more and more members are conducting screening on volunteers. Finally, employers recognize that the short-term cost of a pre-employment screen may result in a long-term savings if the employer hires the right person for the job. In fact, more of our members are asking for more in-depth screens when filling professional or high-level positions. If you have questions about background checks, or would like more information please visit our website, MSEC.org, or feel free to send us an email at pes@msec.org.
34% of all application forms contain outright lies about experience, education, and ability to perform essential functions on the job.
Are you hiring who you think you are? Our new pre-employment screening system can help gather a wide variety of information allowing you to quickly determine an applicant’s criminal, educational, and work history. As a MSEC member you have direct access to the system. You place your own searches and reports are delivered directly to you. For more information on how to access our Pre–employment Screening Services call 800.884.1328 or email pes@msec.org.
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Do Employees Make Unfounded Discrimination Claims to Dodge Discipline? Mark Flynn, Specialized Legal Services
Many employers say that this happens on occasion or that they’ve heard of it happening at other organizations. The suspicion is that an employee facing potential discharge makes a bogus complaint of harassment or discrimination to threaten a claim of retaliation if or when the discharge comes later. Just recently the United States Supreme Court noted that concern in ruling that a “but-for” causation standard applies to unlawful retaliation claims under Title VII. University of Texas Southwestern Medical Center v. Nassar (U.S. 2013). That means the employee-turned-plaintiff must prove that the retaliation at issue would not have occurred absent the employer’s motive to retaliate for protected activity. Proving that retaliation was a motivating factor among other legitimate factors contributing to the adverse action is not enough. Status-based discrimination can still be proved under that mixedmotive theory. Timing and knowledge of protected activity under Title VII are most important to the causation analysis. Retaliation charges now outpace all other claims of unlawful discrimination filed with the Equal Employment Opportunity Commission (EEOC). Retaliation claims look fairly simple in form: (1) protected activity; (2) adverse employment action; and (3) causal connection. Employers today need understand the parameters of protected activity and what constitutes a materially adverse action to support an unlawful retaliation claim under Title VII. It gets complicated because one form of protected activity (protected opposition) requires a reasonable, good faith belief that unlawful discrimination occurred and the other (protected participation) does not. Filing a charge of discrimination with the EEOC is the most common form of protected participation.
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Under protected opposition, just where the line is crossed from inappropriate conduct to unlawful discrimination becomes its own complicating factor. What constitutes actionable retaliation is a broad standard. Essentially, anything that would dissuade a reasonable employee from making or supporting a charge of discrimination could be actionable retaliation. The standard is not limited to employment actions, like termination or demotion, and includes actions that cause harm outside of the workplace. Given the importance of performing workplace investigations in response to employee complaints, and especially EEO complaints, now is a good time to revisit the nuances of unlawful retaliation under Title VII with an eye toward how retaliation concerns play out before, during, and after workplace investigations. When and how to communicate a prohibition against retaliation demands thoughtful consideration. Likewise, whether to set an expectation for participating employees to maintain confidentiality is its own balancing act. MSEC will explore all these issues on October 11. Please join us for a morning briefing session designed to clarify the current state of the law and provide practical advice for working through complaints, performance issues, and internal investigations. For immediate support call me at 303.223.5313 or email investigations@ msec.org.
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Under Pressure Evan Abbott, Organizational Development and Learning
“Chippin’ around, kick my brains around the floor. These are the days it never rains, but it pours.” Is it just me or does work-life sometimes feel like the Queen song “Under Pressure”? The pressure on people, including leaders, is just as great as it’s ever been. And while insanity may laugh under pressure, most of us are challenged just to get through the day. As a leader, effectively dealing with that pressure is something we know we should be doing well. But what we know and what we do are sometimes two different things. While thinking about leadership and pressure can often feel abstract and heady, the world of natural sciences can provide us with some lessons even the most experienced leader can benefit from. So, what do we know about the science of how objects in nature react under pressure?
Some Things Crack. In the natural world, when the weight or force of an object becomes too much for an opposing object to bear, things crack (think about the last time you accidently put your phone in your back pocket and then sat down). This happens to leaders as well. When the pressures of business, employees, and family collide the result can crack even the most well-reinforced leader.
Some Things Cook. Ever watch “Iron Chef”? It’s amazing what they can make a pressure cooker do in 60 minutes or less. Some leaders feel like they spend eight or ten hours a day in that same pressure cooker in their daily work environments. That pressure that can occasionally allow us to accomplish great things in a short amount of time, left on for too long, can burn us out.
Some Things Explode. Gas under pressure is the fundamental principle of launching rockets
into space. Focused correctly, this pressure has allowed us to break the bonds of Earth’s gravity, however, even the slightest misalignment turns exploration into an explosion. Under stress, the human brain operates in much the same manner. A certain amount of pressure creates focus and intensity. Pushed too far, that same pressure can lead to outbursts and disruptive, sometimes violent, workplace behavior.
Some Things Transform. Pressure is not always a bad thing. When carbon is exposed
to high temperature and pressure over a prolonged period of time (1 billion to 3.3 billion years) a treasure emerges—a diamond. Similarly, some leaders, given time, resources, and the right set of circumstances can learn how to adapt to pressure in order to come out stronger and more brilliant than they were before. The raw materials were always there, but learning how to manage the pressure takes time and attention.
Eye On Leadership Conference 2013 Interested in learning more about the science of leadership under pressure? Join us for our 2013 Eye on Leadership Conference “The Science of Leadership: Doing What’s Difficult Under Pressure” on October 18, 2013, at the Denver Botanic Gardens. Sara Ross, the Director of Innovation with the Institute for Health and Human Potential, will be discussing the science behind our brains under pressure, and tools to help leaders be skillful and effective during these times of tension, complexity, and change. Call 800.884.1328 or go to MSEC.org to register.
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eck us out at the
and ch Go to MSEC.org
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following links:
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MSEC Library Topic:Resource Update – CCH AnswersNow James McDonough, Library
The MSEC Library continually seeks new and improved resources to offer members in support of their business operations. A major upgrade to the CCH AnswersNow tool accessible from your member home page at MSEC.org is one example of this commitment. Essential topics are now logically clustered and “surfaced” so you can quickly scan and identify topics you need to review and make informed decisions. Here is an overview of the major changes and related resources, now available to members 24/7! Payroll Library This contains the CCH US Master Payroll Guide ™, a comprehensive package of expert guidance, required forms, and legal interpretations. This tool includes both expert payroll assistance and essential documents for anywhere your organization does business in the United States. In addition, explanations and guidance in plain English on key topics are useful to train staff in payroll positions, or non-payroll staff like front-line managers who need to understand basic payroll concepts to avoid compliance problems. Benefits Answers Now This includes expert guidance on employee benefit programs, and has been newly expanded with information for most retirement programs. Also useful to research information for expansion of benefits to keep your company competitive to attract new talent and retain high-functioning employees. Sample documents are available to download for a wide variety of employee benefits, from day dare to golden parachute programs. Small employers will appreciate an extensive collection of guidance letters that address their unique challenges, including limited budgets. A straightforward, Q&A format makes complicated issues easy to read and understand. Health Care Reform A general overview of this massive legislative package is provided, updated as new developments emerge. Live links to deeper content provide quick access to important details including sample documents, regulations, and government agency guidance. Along with the powerful, customizable tool Health Care Reform Learning Zone on MSEC.org, you have access to essential information to guide your organization’s action plans. Organizational and Employee Development Telling an employee that their performance is subpar is never easy! Sometimes managers and supervisors don’t know where to start and avoid such confrontations, only making problems worse. CCH offers guidance and sample scripts and checklists to guide these tough but essential interactions. Safety/ Security/ Risk Management Anyone charged with safety or risk management will appreciate this resource. Easy to read key points, sample documents, best practices, and legal guidance are all available. Use to craft your own customized documents, quickly, and professionally. Combined with Safety.BLR.com, another complimentary tool available to member at MSEC.org, these comprehensive resources enable your organization to quickly and cost-effectively design and implement a quality safety program. All included in MSEC membership! For assistance with CCH AnswersNow or any of the other MSEC member website tools mentioned in this article, please contact me at 303.223.5330 or jmcdonough@msec.org.
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Employer-Sponsored Tuition Aid Programs Patty Goodwin, Surveys
Are employers still offering tuition aid programs since the recession? According to MSEC’s Miscellaneous Benefits and Pay Practices Surveys there has been a 10 percent decrease in the number of employers offering tuition aid programs in 2011 from the 2003 survey. In the chart below, the number of organizations who no longer offer tuition aid programs in 2009 and 2011 also includes those organizations that discontinued their program in the last two years. The percentage of organizations that discontinued their tuition aid program in 2009 was 6 percent and grew to 7 percent in 2011.
63%
62%
60%
2007
2009
2011
67% 2005
2003
70%
Employers Offering Tuition Aid Programs
Source: MSEC Miscellaneous Benefits & Pay Practices Surveys
In recessionary times education benefits are often one of the first fringe benefits cut or reduced by employers. But why should employers offer tuition aid programs for their employees? A tuition aid program can help employers develop employee loyalty and longevity and be used as an employee retention tool. A tuition aid program may also assist with attracting and hiring quality employees. What is included in tuition aid programs? An employer’s tuition aid program typically pays all or part of an employee’s costs for college-degreed courses, vocational classes, and job-related continuing education programs. Most programs cover tuition, books, and fees. In 2011, 43 percent of all survey respondents required employees to have a minimum of one year of service to participate in their tuition aid program. Another 25 percent of respondents indicated employees could participate immediately in their program. Continued on next page.
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What is the annual dollar amount offered by employers in their tuition aid programs? According to results from the 2011 survey, 19 percent of organizations had no limit on the dollar amount given in one year. Another 22 percent of respondents indicated employees could receive up to the 2011 tax-free limit of $5,250. However, the majority of employers at 73 percent had a specific dollar amount/year associated with their tuition aid plans. The average annual dollar amount in 2011 was reported as $2,521. Some additional features of tuition aid programs as reported in the 2011 Miscellaneous Benefits and Pay Practices Survey: • 84% of organizations reimburse the employee for tuition dollars at the completion of the course to the company’s satisfaction. • 53% of organizations do not have a required time period the employee must remain with the company after completing coursework for which they received tuition aid, while another 30% of organizations required employees to stay at least one year. • 47% of organizations reported part-time employees are not eligible for the tuition aid program • 5% is the average percentage of employees who participate in tuition aid programs • 61% of organizations encourage employees to participate in their program MSEC will update the 2013 edition of the Miscellaneous Benefits and Pay Practices Survey in September. We’ll have to wait to see if there is a change in employer-sponsored tuition aid programs when we finalize results in January 2014. Data reported in this article from the 2011 Miscellaneous Benefits and Pay Practices Survey contains all respondents from Arizona, Colorado, and Wyoming.
Knowledge is Power! Gathering and acting on data from your employees, customers, and vendors can lead to work process improvements, enhanced leadership capabilities, increased morale, and a stronger bottom line. Partner with MSEC to get the information you need to improve your business. Email surveys@msec.org or call 800.884.1328.
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