July 2019 Lunch & Learn Schedule

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10:00 am Registration Open
10:30 am–11:30 am What You Don’t Know About HR Laws Will Hurt You!
Stefanié Lomax

  • Session Description: As business owners, especially of small businesses, we are often focused on why we went into business—and unless it was for HR, we aren’t focused on it. But, small businesses that employ fewer than 50 people are more likely to unknowingly violate HR laws. Why? Because they don’t know about them or understand how they apply to their business. Unfortunately, ignorance of the law is not a defense. It’s better to know and not need to apply than need to know and don’t comply. Having an understanding of what HR laws you need to follow as your business grows is critical.
  • Learning Objectives:
    • The HR laws most violated by small businesses and associated fines/penalties for noncompliance.
    • The laws are relevant to all employers regardless of size.
    • The seven steps to creating a solid and scalable HR foundation.
11:30 am–12:45 pm Lunch
12:45 pm–1:45 pm Pay Decisions: The Good, the Bad, and the Costly
Bob Lemke

  • Session Description: When employers review their salary adjustment budgets, their tendency may be to apply the “peanut butter” approach and avoid the opportunity to differentiate the amounts well-performing employees receive. We think there is a better way. This workshop is your opportunity to explore the answers to these questions and others as they apply to your organization:
    • Is it acceptable to withhold salary increases from employees who are paid well for their job responsibilities? If so, what’s the best way to communicate this? What about pay decreases?
    • How can one determine how much an individual employee actually should be paid?
    • What is the best way to determine the going market rate for a job, and how does that enter into making pay decisions?
    • Should base pay be linked to performance? If so, how can this be accomplished?
    • What about cost of living and other inflation factors…how are these taken into account?
    • What if there are very limited financial resources for increases?
    • How can an organization adopt a living wage strategy?
  • Learning Objectives:
    • Understand the components used in salary planning and budgeting.
    • Learn a new, strategic way to think about managing compensation and linking pay with performance.
    • Identify alternative approaches to distributing limited salary budgets, influence, and/or drive compensation decisions.
    • Create criteria you can use to evaluate your organization’s compensation programs.