JANUARY-FEBRUARY 2014
Celebrating 75 Years of Making Employers Successful
Then & Now: 75 Years of Women and Employment Law Are You Using E-Verify Correctly? 2014 Public Employers Conference JANUARY-FEBRUARY 2014
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Contents 1 A Note From the Editor
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HR Audits: Keeping HR Healthy
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Conflict Management — a.k.a. Creating a HighFeedback Culture
On-Sites
2 75 Years Ago ... 3 Member Profile: Denver Lumber
Pre-employment Screening
4 Employee Opinion Survey: A Case Study
The 360º Review Process
10 Are You Using E-Verify Correctly?
12 Then & Now: 75 Years of
Women and Employment Law
5 Library Topic:
Top Trends for 2014
13 Survey’s New Year’s Resolution!
6 Staff Spotlight: Lorie Birk
Custom Opinion Surveys
Don’t MIss the 2014 Public Employers Conference
7 2014 Public Employers Conference
MSEC is celebrating its 75th anniversary this year! We opened our doors in 1939 with 100 member companies. Today we have over 3,000 members, in 77 industries, representing nearly a million employees. We appreciate your support and look forward to serving you for another 75 years.
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A Note From the Editor
Lorrie Ray Membership Development
It’s 2014, and MSEC is 75 years old! When MSEC began in 1939, just two major employment laws had passed—the National Labor Relations Act and the Fair Labor Standards Act (FLSA). The FLSA has quite an interesting history over the years. Reading 75 Years of Women and Employment Law on page 12 may be cause for reflection on the enormous changes from 1939 to today. To learn how MSEC’s membership and services have changed since then, read page two to see the article from our Vice President, Deborah Brackney. Is your organization facing difficult issues in 2014? If so, don’t feel alone. All organizations have challenges. Many challenges arise from employees and their relationships with one another, their managers, and with the organization. You may be interested to learn about managing conflict on page nine, or about how one MSEC member who used an employee opinion survey successfully on page four. You can also read about our Public Employers Conference coming up in March 2014 on page six. Lastly, you can learn about the New Year’s resolutions our Surveys Department has made on page 13! Of course, we have other items of interest for you as well. You can meet an MSEC staff member and a member organization by perusing these pages. If you ever want your organization featured, please let us know. We love our members and enjoy letting others know about all you do! I wish you a happy 2014!
train your sights on an on-site! Optimize your training dollars with MSEC’s on-site classes. They are efficient, customized, and economical. Our most requested are: Performance Management Skills Ethics Management Back-to-Basics Performance Documentation Skills Supervisor Skills Harassment in the Workplace
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75 Years Ago ... Deborah Brackney, Vice President
Did you know 75 years ago, in 1939, that:
Colorado Baseball was played in Merchants Park located on South Broadway, The median cost of a home in Arizona was $1,400.00, Nine weekday departures left from Denver Municipal Airfield (all flights with free luggage), Denver’s largest employer was Gates Rubber Company, The population of Phoenix was 65,400, Denver and Phoenix had streetcars with mass transit to all areas of each city, and The Colorado Employers Council was formed? The Colorado Employers Council started with 100 member organizations, as a response to the National Labor Relations Act. Employers desired to join an organization that would help them with changing employee-relations issues, labor union contracts, and legal compliance. In 1945, the Colorado Employers Council changed its name to Mountain States Employers Council, Inc. (MSEC). At that time, the Council had grown to 250 members. In 1947, MSEC first introduced surveys to its members. These wage and benefit surveys assist members in evaluating benefit and wage practices to attract the best employees. Currently, we produce nearly 45 different surveys, reflecting the diversity of our members. As MSEC celebrates 75 years, much has changed in employer/ employee relationships. While there are fewer unionized employers now, federal and state laws such as the civil rights in the 60s, FMLA in the 90s, and health care reform today mean that members continue to rely on MSEC to help with the ramifications of such laws.
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As the workplace has changed, MSEC has kept up. Today when a member calls, professional staff can answer a variety of questions from how to communicate a request to cover tattoos to how to design a Total Compensation and Rewards philosophy. Members trust that MSEC will give practical and creative suggestions to the trickiest human relations scenarios. Leadership has changed greatly in 75 years. From the industrial leadership practices of command and control to the knowledge worker’s desire for inclusive and collaborative leadership, MSEC has trained more than one quarter of a million employees to manage effectively. Whether the training is on developing a talent management system, preventing workplace harassment, or leading successful teams, MSEC has worked to develop organizational and Human Resource leadership. In the 1990s, member needs evolved with more onsite support. The answer became an in-depth set of services including our Human Resources Professional Staffing Service that can go to members and serve as their Human Resources staff, Investigation Services offered by MSEC attorneys, and Leadership Academies that develop the organization’s next tier of leaders. At the turn of this century, members requested MSEC locations outside of Denver. The first MSEC regional office in Colorado Springs was opened in 2000. In 2006, we opened an office in Fort Collins, and, in 2009, we expanded into Arizona to serve members there. What was a 100-member organization in 1939, has grown to an organization with over 3000 members strong. While member needs have changed over the past 75 years, our vision of successful, effective employers remains our vision. We look forward to our anniversary as a chance to say “thank you” for you membership. We know that not all relationships last 75 years. We are proud of our members and know it is because of you that we can say “Happy 75th!”
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Member Profile
Family owned and operated, Denver Lumber Company has served Colorado contractors since 1923. They offer premium products and services in residential construction. Having reliable resources and a large inventory helps them tackle jobs in a timely manner. Throughout the years, Denver Lumber has emphasized quality and service for its customers. They strive to surpass their competition in these areas. Referrals have been the backbone to their success, and they appreciate the business and the relationships that develop with each new customer. Denver Lumber has been a member of MSEC since we opened our doors in 1939. Thank you, Denver Lumber for supporting MSEC for 75 years. We look forward to another 75 years with you as a member!
Beat The Square-PegRound-Hole Syndrome MSEC has the services you need to align the right person to the right job! We provide: Comprehensive Background Checks Cost Effective Drug Tests Sound Behavioral and Skill Testing For more information call 800.884.1328 or email pes@msec.org.
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Employee Opinion Survey: A Case Study Heather Shockey, Outsourced Consulting Services
Many members who have done employee opinion surveys and found them to be extremely beneficial, others are not sure when such a survey would be useful. I thought it might be helpful to provide a case study so that you can be the judge. The Concern: A worried member called because they were hearing incomplete information about dissatisfaction in the workplace. It was difficult to get to the heart of the matter. Rumors were not consistent, and there was no employee with a broad enough perspective to explain the dissatisfaction to leadership.
The Approach: This member called our Custom Opinion Survey staff for help. We met with the member to understand what was troubling them. After gathering the information, staff developed a custom opinion survey that had two types of questions. The first type of question was the kind we ask all employees in organizations who have us conduct opinion surveys. Asking the same set of questions allows organizations to compare how they do against other members of MSEC. This is valuable because there are categories where lower scores are to be expected. As an example, compensation generally receives a low ranking by employees. Who among us is paid what they are truly worth? The second type of question was specific to the organization, based upon their concerns about the information that was coming from the “grapevine.” The Outcome: The information from the survey helped the employer in two important ways. It helped the employer find out what was going well. As the old saying goes, “if it ain’t broke, don’t fix it.” By knowing where employees were satisfied, the member could maintain those policies and practices, making sure they were not lost or changed unnecessarily (and highlighted for greater exposure). The information also pinpointed the source of employee dissatisfaction. By having a clearer picture of what was giving rise to employee unhappiness, the leadership of the organization could determine what was possible to change, and how to make those changes. As is often the case, one frustration was the lack of communication from leadership. This was an easy problem to work on, by communicating on a recurring schedule and in a variety of ways: short small-group meetings, interactive conversations, and weekly company-wide emails on the progress of certain important projects. Prior to conducting a survey, members must think strategically about how they will respond to the information gathered. While the lack of communication was easy to identify, leadership must be committed to fixing the problem, and investing time and energy into communicating in a variety of ways. If you are considering a custom opinion survey, call me. I can talk to you about when - and when not - to do a survey. Contact me at 800.884.1328.
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MSEC Library Topic: Top Trends for 2014 James McDonough, Membership Development
Judging by the topics spotlighted in the materials flowing into the MSEC Library, 2014 will hit workplaces with a confluence of forces driven by technology, socio-political changes, and economics. HR departments in every organization will be challenged to respond and some may find new opportunities with preparation. MSEC Library resources can inform and enhance your ability to manage these 2014 trends. Technology Employee’s use of social media and powerful personal electronic devices will keep employers on their toes as they struggle to figure out appropriate and legal practices and policies. This is especially true for those who employ large numbers of younger workers. Millennials consider mobile devices an extension of their very being, and limitations placed on access or use is akin to a personal attack. As workers of all ages expand their use of mobile technology and blur the lines between personal and work lives, what are appropriate employer responses? Increasingly sophisticated interactive technology is challenging notions of outdated training practices. M-Learning (i.e., training via mobile devices) and Gamification (i.e., applying game principles to training) promise to engage Millennial employees who are wholly accustomed to such technology. How can you enhance employee learning? Socio-Political Health care reform; legalized recreational marijuana; and civil unions, domestic partnerships, and same-sex marriages are just a few current sociopolitical challenges. HR should also be prepared for changing legal uses of criminal and financial pre-employment screening. Are your policies and practices ready for these changes? Women The ascendancy of women into positions of authority continues as their levels of higher education outpaces that of men. Increasingly women are the most qualified applicants for a wider range of jobs.
What impact will this have on national politics and policies (e.g., work/life balance)? When the bestqualified applicants are increasingly female, what kind of benefits and corporate culture will attract and retain them for your organization? Economics As the American economy improves in 2014, hiring increases and employee turnover may jump. Experienced employees may retire as investment portfolios improve along with the economy. What will be the impact of “brain drain” on your operations? Are your succession plans in order? Expectations Talented people with the highest skill levels demand flexible work arrangements and may prefer temporary opportunities over long-term commitments. Customers have high expectations of immediate and on-demand services. How nimble is your organization to innovate and accommodate these expectations? Resources are available for check out to help these and other challenges you face in 2014. Please contact me at 800.884.1328 or jmcdonough@msec.org . 5 steps to use information resources and boost your professional network: • Identify reliable information resources and schedule time every day to review. • Automate searches with smart filters to screen out unwanted information; create folders to save good content. • Take daily walks to contemplate and synthesize information with your thoughts. • Engage with professional, high-quality blogs by contributing concise, well-conceived posts, using facts from your online resources and personal experiences. • Build an online brand to boost your perceived networking value on professional social sites.
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Staff Member Spotlight! Lorie Birk Lorie Birk joined MSEC in 2011 as an employment law attorney. In July 2012, she assumed the role of Arizona Vice President, Membership Services. Lorie has over 20 years of experience providing in-house general and employment law support to multi-location technology companies and human services organizations. She also has over eight years of experience leading Human Resources departments. She began her career in Silicon Valley, California and relocated to Arizona in 2006. During her career, Lorie has provided council as part of the executive management team. She has dealt with all facets of HR including internal investigations, employment litigation and administrative charges, mergers and acquisitions, executive and sales compensation plans, and international employment matters. Lorie obtained in B.A. in International Relations from the University of San Diego and her law degree from McGeorge School of Law at the University of the Pacific. Lorie has also passed the California and Arizona state bar exams. Her areas of expertise include the Family and Medical Leave Act and wage and hour issues. She is on the board of the SHRM of Greater Phoenix Chapter.
Don’t Miss the 2014 Public Employers Conference Mark Cicotello, Human Resource Services
MSEC will hold this year’s Public Employers Conference - Deeply Rooted. Growing Forward on Friday, March 14. The theme draws on both the heritage and future of the diverse group of towns, cities, special districts, school districts, counties, and state agencies that serve the citizens of Colorado. Conference attendees will receive timely, relevant, insightful information on an array of topics as well as have a chance to network, exchange stories, and perhaps meet and make new HR friends. MSEC’s Deborah Brackney will start the conference with a session titled: Great Leaders Create Organizational Sustainability. Liz Ryan, the CEO of Human Workplace, will give the Keynote speech. Liz is a widely read, well-respected, and high-energy HR thought leader who lives in Colorado. The title of Liz’s presentation is Your HR Mission, Brand, and Career. The conference also features two general session topics. The very popular Legislation and Case Law Update will occur in the morning and an insightful panel discussion titled Dual-Roles: HR Professionals and Elected Officials will start the afternoon session. Members of the panel are unique because they serve in both roles. We will present three morning and one afternoon breakout sessions. You can choose to attend The Coming Talent Management Challenge, Re-Examining Public Pension Plans, or Ethics: 10 Tips to Keep You Out of the Denver Post. The conference is a great opportunity to gather with Human Resource colleagues in public organizations from across the state.
When Lorie is not assisting MSEC members, she likes to hike, read, and cook.
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Cost: $179 Sheraton Hotel • 360 Union Boulevard Lakewood, Colorado 80228 To register, call 303.894.6732 or email registration@msec.org
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HR Audits: Keeping HR Healthy Kristen Borrego, Outsourced Consulting Services
Today’s HR environment is more complex than ever before. New laws and regulations can make it seem impossible to keep up. We receive calls from members all the time asking for assistance in fixing items that they have become aware are important. Still, how do you know what you don’t know? In most cases, the best way to uncover lurking compliance issues is a Human Resource audit of your current practices. What is a Human Resource Audit? A Human Resource audit is a review of your current HR activities to determine what, if anything, needs done to improve the function. It involves systematically reviewing all aspects of Human Resources, ensuring that government regulations and company policies are adhered to and key practices are in place. It also includes highlighting current strengths, reviewing processes where HR could operate more efficiently and effectively, and identifying problem areas. What areas can a Human Resource audit cover? Organization Demographics • Employee size, locations, and employee groups • Government contracts, industry, and private/public/nonprofit sector
Regulatory Reporting • New-employee reporting • EEO-1 filed • EEOP/Affirmative Action program • Form 5500 • OSHA regulations followed and log maintained Wage & Hour • Overtime pay practices and timesheet procedures • Equal Pay Act compliance • Federal, state, and local payroll withholding implemented • Child labor considerations – employment of minors Benefits Administration • COBRA and FMLA administration process and procedures • Benefit plan documents for healthcare and retirement plans HR Administration • Employment posters
• HR department structure and positions
• Americans with Disabilities Act – reasonable accommodation practices and accessibility
Pre-employment Screening & Selection • Employment application
• Employee Handbook
• Candidate background check procedures • Interview and screening process meet EEO standards, definition of an applicant, and candidate testing tools and practices
MSEC has resources to assist you in conducting your own HR audit or we can do it for you! If you are ready to know what you don’t know contact us at hrmanager@msec.org.
• Candidate reference check procedures • E-Verify requirements
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Conflict Management – a.k.a. Creating a High-Feedback Culture Megara Kastner, Organizational Development and Learning
Conflict is inevitable. Conflict can be destructive. Conflict is necessary and helps a group develop its capacity for difference, creativity, and frequent feedback. Learning to manage conflict so it can be used as an asset is the best thing a group can do. Groups that work in an open-feedback system can readily express differences to help build the capacity of the group. Without differences, a group is stagnant, everyone thinks the same, does the same work, and cannot create new perspectives. Conflict is nothing more than undelivered feedback. In traditional western European/U.S. culture, most people avoid conflict. We tend to wait, hoping someone will “get it” (the subtle hints) and change on their own. By the time we deliver the feedback, our dissatisfaction may have built to the point that the feedback comes with an intention and tone that sounds like a demand for change or even a threat. A high-feedback culture is based in expressing the impact behaviors have on others. Creating such a culture takes time, commitment, and practice by everyone. Yes, it is completely possible to create a culture that effectively manages conflict and inspires a high-feedback system. Feedback is just data. It is not a demand for change. It may be followed with a request. It may also be an invitation to collaborate for change. Feedback is an offering of data to help improve the relationship to build the interconnections. These exchanges need to happen regularly as part of normal group behavior. There are three general forms of feedback: 1) Positive Feedback, when one thanks another because the impact was so positive; 2) Asking for Feedback, when one asks the other about the impact of her/his behavior has had; 3) Making a Request Feedback, when one expresses a difference and asks to collaborate on a change. We have several consultants in our Organization Development and Learning Department that can work with and coach your group toward a high-feedback culture. Call or email us for assistance.
The 360º Review Process How do managers, supervisors, and leaders receive feedback to help them grow? A 360 review process is helpful, if the information is constructive and allows for real growth. MSEC has such a method for creating real growth in those who must manage and lead your workplace. For more information contact our Organization Development and Learning Department at 800.884.1328.
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Are You Using E-Verify Correctly? Christina Bauer, Specialized Legal Services
Many MSEC members use E-Verify. E-Verify is the data system managed by the U.S. Department of Homeland Security (DHS) which supplements the I-9 process and provides verification of valid work authorizing documents for over 98 percent of employees. Congress is very pleased with E-Verify. Most discussions of reforming the U.S. immigration system include proposals for all U.S. employers to enroll in E-Verify within the next five years. MSEC’s Immigration Unit responds to member questions about using the system. In doing so, our staff has observed that many members using the system do not understand it well or use it properly. The E-Verify system allows data sharing about employee identity and work authorizing documents among employers, the Social Security Administration (SSA,) and the DHS. The process is very simple: the employer inputs the employee data from the I-9 form for each new hire and most rehires (i.e., an exception exists for certain rehired employees recently checked using E-Verify ). Certain E-Verify employers, mandated to participate under a qualifying federal contract, may also check existing employees assigned to work on the contract using E-Verify. The E-Verify system also allows federal authorities to mine the database, applying algorithms and other analytical tools to identify patterns of usage that violate E-Verify requirements. E-Verify’s Monitoring and Compliance Branch may contact employers with reminders of proper practices, invite them to participate in a desk audit or face-to-face visit, or even fine or debar participating employers with more serious violations. Recently, DHS modified the Memoranda of Understanding (MOU) that governs employer relations with E-Verify and the participating agencies. New
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users already receive the new versions when they enroll. Existing users automatically become subject to the revised MOU on January 8, 2014, and should review the new MOU before then. There are two different paradigms of the MOUs, one for employers accessing the system through a web browser and one for employers accessing the system through a web services interface. In addition, there is one MOU for employers, one for employer agents, and one for employers who have delegated their verification process to an employer agent. The substance of the agreements is the same, but details vary. Be sure that you review the proper one for your situation. In every case, the employer retains full liability for compliance with the E-Verify requirements and process. DHS modified the MOUs to make them easier to read and understand. It rearranged the order of the sections to make the employers’ duties more prominent. The revisions emphasize certain employer duties, adding requirements to some of them. See which are familiar to you: • Employers must maintain confidentiality of employee information and must report breaches of confidentiality to DHS. • Employers must post notices of their E-Verify participation where applicants can readily see them, including on their electronic media used for recruitment. • Employers must continue to prepare and store I-9 forms in addition to E-Verify. E-Verify printouts or confirmation numbers must accompany the I-9 form. • Employers may not create an E-Verify case before hire or use it for pre-employment screening.
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E-Verify continued from page 10 • Employers must create an E-Verify case for all newly-hired employees and enter the employee identity and work authorizing data. If the Social Security Number provided by the new employee shows signs of fraudulent use, the E-Verify system may lock the number, resulting in a Tentative Non-Confirmation (TNC) each time the number is entered into the E-Verify system. • If an inquiry results in a TNC for a new employee, the employer must notify the employee promptly in private and provide the Further Action Notice (FAN). • If the employee contests the TNC, the employer must report the contest to E-Verify and will receive a Referral Date Confirmation (RDC) for the employee with instructions on contacting the agency that issued the TNC, which may be either SSA or DHS. • Employees who contest have eight federal government working days to contact the SSA after being notified of a TNC from the SSA or 10 federal government working days to contact the DHS after a TNC from that agency. • Employees who fail to contact the referring agency within the designated time will be classified as “No-Shows.”
• The E-Verify case can be resolved as No Show, Work Authorized, or FNC. Employers are notified of the case resolution by returning to the E-Verify system for an update. • Once the employee is classified as either an FNC or No Show, the employer may terminate employment based on the employee’s failure to pass the E-Verify process. The employer terminating on this basis is protected from an employee claim that the termination was discriminatory. • If the employer decides to retain the employee instead of terminating, the employer must report this decision to DHS and be prepared to defend its action against a DHS claim that it has knowingly continued to employ someone whom it knew was not work authorized. If some of these points do not conform to your company’s E-Verify practices or if you are interested in enrolling in E-Verify, visit the website at www. dhs.gov/E-Verify for more information. The MSEC Immigration Unit also invites you to contact us – Chris Bauer or Sherry Lin– to discuss your questions or concerns about E-Verify. Call 800.884.1328 to find out more.
• Employees who contact the referring agency have an opportunity to prove that the TNC was not appropriate and to confirm their identity and work authorization. These cases are resolved by the SSA or DHS as either Work Authorized or Final Nonconfirmation (FNC). • Employers have no more responsibility or authority to determine identity or work authorization for employees after TNCs are issued. This evaluation rests solely with the referring agency. Employers must continue to allow employees to work while this evaluation is conducted.
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Then & Now
75 Years of Women and Employment Law James McDonough, Membership Development
For the last 75 years, Employment Laws have been driven in part by the dramatically changing role of women in the American workplace. In 1939, the year MSEC was created, women comprised 22 percent of the workforce. Gender-based discrimination, and social norms of the times limited options for women in the American workplace. Middle and upper class women were expected to rear children, tend the home fires, and volunteer in charity work; employment outside the home was “gauche” and limited to “lace collar” jobs (retail clothing stores). When the U.S. entered World War II, everything changed. At least 300,000 American women joined the armed forces, and millions filled the void in American industry left by men who went to battle. Women were now working in industries and highly skilled jobs previously reserved for men only. From 1940 to 1945, the female workforce grew 50 precent, with an astounding 462 percent increase in U.S. defense industries. Importantly, cultural norms shifted and it became acceptable for middle class women to work outside the home alongside nonfamilial men. Reflecting such changes, an important precedent was set in 1942 by the War Labor Board’s policy of equal pay for equal work that eliminated wage differentials based on sex (General Order No. 16; Adopted 24 November 1942). After WWII ended, many expected “Rosy the Riveter” to relinquish their jobs to returning GIs, and return to old roles. Many did just that and settled back into a complacent acceptance of pre-war norms. But underneath this smooth veneer, a new society was percolating. Many women’s career aspirations had expanded dramatically during the war years and their labor force participation continued to climb. There was no going back. The aspirations for gender equality in the workplace took hold with a flurry of significant Federal legislation in the early 1960’s. In 1963, the Equal Pay Act passed, the first law prohibiting sex discrimination. 1964 brought the Civil
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Rights Act and Title VII requiring equal employment opportunity and creation of the EEOC to enforce such rights. For the next decade, Employment Law evolved significantly as this landmark legislation impacted workplace practices throughout the country. The Feminist movement gained steam into the 1970’s, with an emphasis on empowerment and workplace equality. The 1978 passage of the Pregnancy Discrimination Act, prohibiting discrimination against women based on pregnancy or the possibility of pregnancy, was the sole significant new law. Under the radar a “quiet revolution” was taking place; a significant increase in women entering higher education for careers in male-dominated professions such as medicine, business and law. Millions of women clearly had goals of professional careers outside of the home. Reflecting women’s desire for Constitutional recognition and protection of their rights, the Equal Rights Amendment (ERA) was introduced to Congress in 1982. ERA failed to pass, and was sent to the states; 35 ratified it, short of the 38 required to pass. The bill has been introduced into every Congress since, but never passed. Employment Law continued to evolve with the 1993 passage of FMLA; granting job security rights to many workers for personal health and family illnesses. 2009 was a milestone year with The Paycheck Fairness Act (an attempt to address genderbased wage gap) that failed to pass, but pay equity was addressed that year with passage of the Lily Ledbetter Fair Pay Act (granting expanded time to seek legal redress for pay discrimination).
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For 75 years, MSEC has witnessed the dynamic evolution of women and employment law in the American workplace. Today, women account for 47 percent of the labor force and by 2050 will number 92 million in the workplace. The journey continues. US Workforce statistics source: US BLS
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Survey’s New Year’s Resolution! Sue Wolf, Surveys
MSEC understands the importance of producing validated surveys employers can rely on when making business decisions. To ensure our members receive accurate and timely survey data, we too are making some resolutions. With the migration to our new survey system, called “Periscope”, we want to observe questionnaire submission deadlines in order to publish timely final reports. In 2014, the “posted” questionnaire deadline will be the final acceptance date to participate in a survey. Our goal is to give you more time up-front to complete questionnaires and move away from the practice of extending deadlines that delay the publication of a survey. Help us to continue publishing the most reliable and trusted compensation and benefit surveys in the Rocky Mountain region by submitting your questionnaires on or before the posted deadline throughout 2014. Mark your 2014 calendar with these important survey dates! Survey
Questionnaire Sent
Questionnaire Due
Survey Publishes
Health & Welfare Plans
January 8, 2014
March 14, 2014
April 25, 2014
Personnel Pulse
January 13, 2014
February 24, 2014
March 19, 2014
Benchmark Comp
February 19, 2014
May 2, 2014
June 10, 2014
Planning Packet
July 15, 2014
August 15, 2014
September 17, 2014
Paid Time Off Policies
September 8, 2014
November 12, 2014
December 31, 2014
Three Easy Ways to Submit Survey Data: 1. Enter your data directly into the online questionnaire. Use this option if you have few job matches and employee rates to enter manually into online questionnaire. 2. Download data from your HRIS system. Use this option if you have lots of job matches and employee rates to submit. Download your compensation data and submit an Excel spreadsheet instead of manually entering the data into the online questionnaire, collection sheet, or rate sheet. 3. Download hard copy questionnaire documents from MSEC’s website. Use this option if you want to write your data manually on a hard copy rate sheet. Login to www.msec.org, select “Questionnaires” from the lefthand menu under the heading “Surveys”, and follow the directions to download the collection sheet and questionnaire.
MSEC has been conducting opinion surveys for more than 25 years. Our state-of-the-art software creates surveys that work for your organization. We can help gather the information, provide a comprehensive report and, data interpretation. For more information call 800.884.1328.
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