The Experts in People Solutions ™

Saturday, February 04, 2012        

The Communicator
Volume II, Issue 9
September, 2000


Editor: Debra Thompson - debra@tgassociates.com
Contributing Editors:
Bill Greif - billg@tgassociates.com
Shari Moore - info@tgassociates.com

TG & ASSOCIATES, LLC
P.O. Box 32601 * Tucson, AZ 85751-2601
Web Site: www.tgassociates.com
Phone: toll free 1-877-TGASSOC (877-842-7762) or 520-751-8922
Fax: 1-520-751-7515


In This Issue:


Is Training Really the Answer? 

Having the skills one needs is only one prerequisite for good performance. Your team members also need to be able and willing to use those skills on the job. Before you decide that training is the answer to a performance problem, ask yourself these questions: 

        Are my team members rewarded for using their skills? They may, instead, feel they’re being punished – for example, by being given more work to do. Or they may be rewarded for not using their skills effectively, as in workplaces that value “working hard” over “working smart.” Or they simply may feel that no one notices their good work. Make sure that you can and do reinforce and reward the behavior you want.

        Are there obstacles that prevent them from using their skills? Do they have the time, the tools and supplies and the authority to put their knowledge into practice? Even the most highly skilled workers won’t produce in the wrong work environment.

        Do they have other skills that aren’t being used? Don’t be afraid to switch job assignments around to produce the best “fit” between team members’ aptitudes and their responsibilities. You may also find that the task in question is ultimately dispensable or easy to outsource. By taking it off the team’s plate, you free up time and energy that the team can devote to its strengths.

A quote often heard on this subject:

"What if I spend all this money on training my employees and they leave?"

What you should be thinking about is:

"What if you don't spend any money on training and they stay?"

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Legal Matters  

What’s “work” under FLSA? 

Under the US Fair Labor Standards Act, most employees are entitled to time-and-a-half for time worked beyond 40 hours in one week. A workweek is defined as any regularly recurring period of seven consecutive 24-hour days.  In our industry, you don’t have to worry about the hours in a day, just the total hours in the "workweek". This sounds simple, but “work” under the FLSA can include:

        Any time spent for the employer's benefit, with the employer's knowledge and acquiescence.

        Work that is “suffered or permitted.” If an employee works late, whether or not she’s asked to, it counts under FLSA.

Sticky issues

¨      Unauthorized work: The fact that any employee supervisor may know about the unauthorized work may be enough to render unauthorized work compensable.  It is compensable if it can be proven: (1) the employer was in a position to see the employees work, (2) there was too much work performed for the regular working hours, or (3) there were repeated occasions of extra work being performed.

¨     Work away from the jobsite: Offsite work is compensable if the employee is working for the employer's benefit regardless of location.

¨     On Call Time: On call time is not compensable if the employee can use the time for his or her own purposes. Only the time actually working during the on call period is compensable.

¨     Rest Periods: Compensable if less than 20 minutes.

¨     Meal Periods: 30 minutes or longer are not hours worked if the employee is completely relieved of duty, and free to leave the workstation.

¨     Training: Training programs and meetings, except those attended voluntarily out of regular work hours and not "directly related" to the employee's job, are compensable. If a training program is required, or during work hours, or directly related to an employee’s job, it’s “work".

¨     Travel time: travel to and from the place of work is not generally compensable, but travel in the course of the day, such as from one job site to another, is compensable.  Travel out of town may be compensable depending on when it occurs and whether the trip is overnight. 

Things to watch out for to avoid a problem with this law

¨     Employees taking a break at their workstation are considered on duty, therefore that break time must be paid.

¨     Employees coming in early to set up for the day, or staying late to clean up are also considered on duty, therefore this time must be paid.

¨     Meal periods need to be at least 30 minutes to be deducted.  If an employee takes a short lunch break or eats lunch at his or her workstation and you dock them for the 30 minutes, you could be in violation.

¨     Breaks that are longer than 20 minutes and the employees have been completely relieved of duties are not compensable. But if you retrieve them from a break for a rush order, then you must pay them for the break.

¨     Activities like changing into work clothes, cleaning equipment, and filling out time sheets are also “work,” regardless of when they’re done

¨     Employees regularly taking work home to complete. 

Remember, compensatory time and workweek averaging are not allowed in our industry.

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Quote of the Month

Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.

-Borrowed by General Colin Powell

Effective leaders understand the KISS principle or Keep It Simple, Stupid. They articulate vivid, overarching goals and values, which they use to drive daily behaviors and choices among competing alternatives. Their visions and priorities are lean and compelling, not cluttered and buzzword-laden. Their decisions are crisp and clear, not tentative and ambiguous. They convey an unwavering firmness and consistency in their actions, aligned with the picture of the future they paint. The result? Clarity of purpose, credibility of leadership and integrity in organization.

- From Michael Korda 
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Brush Up Your Skills to Move Up the Ladder 

Keep your management career on track by polishing these skills:

         Communicating up the ladder.Avoid disagreements with your boss – even if your point of view is correct. Those who would rather be right than promoted usually get their wish.

        Team building.Fostering diversity, developing talent and helping people work together efectively are talents most organizations can’t do without.

        Relationship building.If people don’t want to be around you, your career will suffer.

        Follow-through.Never forget to fulfill a promise or see to all the details. No one will question your aility to handle more.

        Visibility.Don’t depend on your boss or a powerful ally to draw attention to you. The only person who can do that is you.

- Adapted from “Career Derailment: Are You at Risk?” 

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If you have anything you would like discussed in The Communicator or with Debra Thompson directly, feel free to contact her via e-mail at debra@tgassociates.com or call 520-751-8922.

The Communicator is intended to provide accurate information in regard to the subject matter covered. Advice received from here should be with the understanding that TG & Associates, LLC, is not engaged in rendering legal or other equivalent professional services. If legal advice or other professional assistance is required, the services of a competent professional person should be sought. TG & Associates, LLC, is not responsible for misrepresentation, misinterpretation, or misuse of the data contained in or derived from this system.

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