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Employee benefits can be more than annual raises, paid days off, 401k’s and tuition reimbursement. If you want to retain current employees and attract new employees, you need to try various alternative benefits. Following are examples of alternative benefits. You should look at your business and find examples of what would work for you and your company.

Examples that will help you become creative and offer some neat benefits for your business:

Lottery for a prize – Raffle off an mp3 player or other popular gadgets for a few months. Have employees earn raffle tickets through various means- weekly perfect attendance, 100% quiz scores (sent via e-mail), positive customer feedback, etc.

Event ticket giveaways – These are awarded to the agent with the highest sales for a set time period, most calls taken within a set time period, etc.

Free Break Certificates – These are the easiest and cheapest awards for agents. Break Certificates are awarded in 10 or 15-minute increments. Employees earn these by closing high dollar sales, going above and beyond for customers, etc. Employees like these not only because it gives them more down time during the day, but also because they have an actual certificate to hang at their desk and be proud of as a sense of accomplishment.

Paid Time Off (PTO) – Offering PTO instead of fixed pools of sick or personal time gives employees extra flexibility in when or how they can request time off.

Offer flexible scheduling – Such as “Work from Home”. This benefit is becoming more and more popular for businesses that can accommodate such a schedule.

Offer a relaxed dress code – The days of the suits and ties are gone! Many companies are discontinuing the dress codes and just allowing employees to use common sense on what apparel to wear to work. Try it–it is a great benefit, and costs the company nothing.

“Lunch and Learn” – Take your team to lunch and have a topic of discussion to review during that lunch period. This gives the employees a chance to learn, bond and enjoy a free lunch at the same time.

Discounts on cell phone bills can be negotiated with wireless providers for all employees if the business utilizes the carrier. Yes, you can obtain group discounts on cell phone providers. Everyone is willing to bargain in this economy.

There is a great book out there I recommend called “1001 Ways to reward employees” by Bob Nelson, Ph.D. There are endless amounts of benefits out there, and not all are expensive, either.

All posts by Ed Stanchak | E-Mail the author

We all hope that when we hire someone they will turn out to be productive and honest, but the real world of business teaches us differently. You must have procedures and paperwork in place for those times when a good hire turns into bad news. As your business grows, you can protect yourself (and your employees) with these processes and policies.

The Application

Does your company use an attorney-approved application? Resumes are not always complete or even true. Attorney-approved applications require the applicant to sign a document stating that everything contained on their application is true and accurate. Further, if there are falsehoods, employment can be terminated immediately with the proper evidence.

A.) Include language conveying company policy for revealing felony and misdemeanor convictions and pending cases.

B.) Include a release for references and other background checks.

C.) If your state is an “At Will” State it is always recommended to have the At Will explanation in your application statement be sure that each applicant signs off on it.

In reviewing applications, what are some obvious red flags?

• Applicant signature at the end?

• Applicant chooses not to allow previous employers to be contacted.

• Applicant leaves criminal questions blank.

• Applicant fails to explain why he or she left past employment.

• Applicant does not explain employment gaps or the reason for leaving the previous job is questionable.

• Excessive cross-outs and changes.

• Applicant fails to give complete information.

The Interview

When conducting the interview, don’t be afraid to ask some tough questions and monitor applicant response. Some examples include:

• Suppose your supervisor asked you to get information that you know is confidential and he/she should not be trying to access. What would you do?

• We require background checks on everyone we offer a position with our company. Do you have any concerns with that?

• We’re going to be contacting your past employers for references.

• Ask questions about any unexplained employment gaps.

Checking References

Does your company check references? If the answer is no, start now.

Any sound hiring procedure includes checking applicant references. Many times this part of the hiring process is de-emphasized or forgotten altogether. Make it a distinct step in your hiring sequence. Be sure to ask for at least 2 professional and 2 personal references. Family members don’t count.

Many states are on the employer’s side and have loosened regulations regarding references. In many cases you can learn more about a prospect’s past than the typical, “Start date and end date” response. Consult an employment attorney in your state to find out what you can and cannot ask of a fellow employer as well as what you may or may not disclose to other employers.

Background Check

Background Checking can be outsourced, but you must disclose this information to the applicant on the application and during the interview before conducting a check. Keep in mind not every position needs to be screened at the same level (or at all) depending on your industry or position. Be sure to have a policy in place for this process.

Employment Policies

Do you have documented policies and procedures that show zero tolerance for Company theft, dishonesty, and misconduct?

Some important policies to have in place are your specific positions on:

• Confidential Information and Company Property

• Theft

• Use of Third Party Confidential Information

• Work Ethics Policy

• Whistle-blower Policy – offer an award for employees that identify co-worker’s engaging in illegal or dishonest conduct while on the clock.

In a perfect world, every employee turns out to be as great as they look on paper. In the real world, smart e-commerce operators protect themselves. If you have the above policies implemented, you’re in good shape! If you don’t, then adding these processes should be at the top of your “must-do” list.

All posts by Ed Stanchak | E-Mail the author

No company wants employee hassles, but every company should be prepared with
a plan when they arise.

Establishing a disciplinary policy is relatively easy; however you must be the judge of which behaviors qualify for a disciplinary write-up. Once you decide on the sins, choose a sliding scale of warnings which, if not heeded, will lead to termination. I personally like the 5-step method. This gives the employee the greatest opportunity to improve while giving the company ample opportunity to provide feedback and counseling. At each step the policy should indicate what the next step has in store. Employees should always know what is coming next. Remember, it is far more cost effective to bring a wayward employee back into the fold than it is to find someone new.

Sample Policy:

Disciplinary Action Policy/Procedure

Occasionally discipline is necessary and XYZ Company tries to be firm but fair. We maintain a progressive disciplinary action policy. Employees will receive both written and oral warnings for any violation of policies and procedures. Each violation will remain on file for one year. At the end of one year, the violation in question will be removed from the employee file.

Typically, a supervisor or manager will issue warnings in the following manner:

• First warning – oral (Documented)

• Second warning – written (Documented)

• Third warning -written (Documented)

• Fourth warning – written (Documented)

• Fifth warning – termination- Team member is terminated.

Severe policy violations may result in immediate dismissal. The policy above is outlined only to show guidance as to a company’s usual practices. Always include a disclaimer that warns of a deviation from practices, at the company’s discretion.

How to Fire an employee in 5 steps

No matter what kind of disciplinary procedure you have in place, sometimes it cannot be avoided and you must terminate an employee. Depending on the state where your company is located you may have to follow various laws and regulations. The information below is specifically for an “at-will” state. Check with your local Department of Labor and Industry for the rules in your state.

Step 1:

Document, Document, Document: Be prepared with documentation on the reason for the firing. Examples would be verbal warning documentation, written warnings, performance reviews. Firing should NEVER be a surprise to the employee unless they committed willful misconduct that requires immediate dismissal. Examples would be: Insubordination, Reporting for work under the influence of drugs or alcohol, Drinking or using illegal drugs on the job, Possession of dangerous weapons on the premises and Falsification of Company Records, among many others. Before moving to step 2 be 100% certain that a firing is required.

Step 2:

Have a plan before you meet with the employee. Never meet alone with an employee you are about to fire. Always have a witness present, most commonly another member of the management team. Answer the basic security and equipment questions. Do they have company property they must return? Do you have to change passwords? Have all of the details figured out before you summon the employee.

Step 3:

Don’t beat around the bush. Once everyone is gathered and the employee is sitting in front of you get right to the point. Keep the firing short and to the point. If the employee starts trying to talk his or her way out of it, simply say “the decision is final and non-negotiable, this meeting is over.” The biggest mistake you can make is to begin talking about the good qualities in people before you get to the point and fire them. This can also come back to haunt you legally.

Step 4:

Announce the firing to other employees by simply saying “John Doe is no longer with XYZ Company.” Never give out the details, keep it general.

Step 5:

Document the firing. Again, short and to the point, note the reason in the employee folder. You may need this information in the future.

Make sure you have a disciplinary policy, and make sure everyone knows how it works. Outline the behaviors that qualify for instant termination and mention all other behaviors which the company considers contrary to its well-being. No company wants employee hassles, but every company should be prepared with a plan when they arise.

All posts by Ed Stanchak | E-Mail the author

As employees spend more and more of their workday on the computer, it is crucial to develop and enforce an effective and proper Internet and Computer Usage Policy. There are legitimate reasons for having such a policy and a variety of issues the policy should address.

Personal Internet use costs employers millions of dollars each year in wasted time by employees. To reduce this lost productivity it is important to limit Internet use during working hours to business use only.

Yes, You Need a Policy
Legal liability can arise from inappropriate web browsing, improper posting in forums and on blogs, downloading pirated software, or illegally downloading media files, such as movies and music. Companies can face significant exposure to lawsuits and fines for their employees’ inappropriate actions and an effective policy can help prevent such legal exposure.

Employee Internet use can damage a company’s computer systems and clog their network. A virus entering into a corporate network can have disastrous consequences such as business shutdowns or loss of files. Also, personal use of the Web may use enough bandwidth to seriously slow the network and negatively affect productivity.

Moreover, a company must protect its reputation. Messages published on a message board, chat room or blog using a staff member’s company e-mail can have an effect on the company’s reputation, especially if it contains offensive or inappropriate material.

Developing a Policy
Before implementing a comprehensive Internet and Computer Usage Policy, the company should identify which activities to monitor and manage. Such activity might include web browsing, forum and blog posting, instant messenger use, and down-loading media, software and other associated content while at work or otherwise on the job.

The policy should accurately reflect the company’s procedures in monitoring and managing its employees’ internet and computer use. The policy should stipulate that internet access and other online privileges provided by the company are to be used only for business purposes. The company should state that employees’ use of the Internet and computer system will be monitored for illegal or improper activity. The policy should clearly define what activities are considered improper, and may result in disciplinary action, up to and including termination. The company should state that it may report illegal activities to the appropriate authorities.

Examples of activities to be addressed and/or prohibited in the policy:

• Violating the laws and regulations of the United States or any other nation, or the laws and regulations of any state, city, province or other local jurisdiction;
• Using the company’s system or network to knowingly disable or overload any computer system or network, or to circumvent any system intended to protect the privacy or security of another user;
• Using the company Internet access to commit infractions such as misuse of company assets or resources, sexual harassment, and misappropriation or theft of intellectual property;
• Presenting an employee’s personal opinions as those of the company;
• Browsing websites which contain hateful or obscene content;
• Downloading or distributing pirated software or data;
• Downloading or distributing media files, in violation of copyright or other intellectual property laws; and
• Downloading or installing any software or electronic files without proper authority.

A company may want to include in the policy that the specific websites visited are logged, the frequency and length of time individuals spend viewing websites will be logged, and that if instant messenger use is allowed for business purposes IM’s sent and/or received can be logged and viewed. The policy should also stipulate which employees are to be covered by the policy.

Making it Work
The policy should become part of the company’s employee manual and should be distributed to all employees. If possible, the company should ask all employees sign off on receipt of the policy (or the manual) prior to getting access to company computers or email accounts. By signing, employees are confirming that they are aware of company policies, restrictions and limitations.

Internet and computer misuse and abuse have become too prevalent for companies to overlook. As employees’ daily routines evolve, businesses must be willing to adapt. Developing and enforcing a comprehensive Internet and Computer Usage Policy is a crucial component for business evolution.

All posts by Jonathan Tenenbaum, Esq. | E-Mail the author

Whether a company has 2 employees or 200, sexual harassment is an issue every employer must face. Removing sexual harassment from the workplace is critically important. Learn how it is defined, how to prevent it and what to do if it occurs.

Harassment Defined
The U.S. Equal Employment Opportunity Commission (EEOC) defines sexual harassment as “unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature […] when submission to or rejection of this conduct explicitly or implicitly affects an individual’s employment, unreasonably interferes with an individual’s work performance or creates an intimidating, hostile or offensive work environment.”
According to the EEOC, the following also applies to sexual harassment:
(http://www.eeoc.gov/types/sexual_harassment.html)

• The victim or the harasser may be a woman or a man. The victim does not have to be of the opposite sex.
• The harasser can be the victim’s supervisor, an agent of the employer, a supervisor in another area, a co-worker, or a non-employee.
• The victim does not have to be the person harassed but could be anyone affected by the offensive conduct.
• Unlawful sexual harassment may occur without economic injury to or discharge of the victim.
• The harasser’s conduct must be unwelcome.

The Cost
Victims of sexual harassment can experience stress, humiliation, depression, loss of self- esteem, damage to reputation and career, declining work performance, increased absenteeism and other effects. Sexual harassment can also seriously damage a company with decreased morale, staff turnover, declining productivity, increased health care costs, damage to the company’s reputation and legal costs.

An Ounce of Prevention
The most effective way to eliminate sexual harassment in the workplace is to prevent it from occurring. The EEOC advises employers to be proactive.
“Employers are encouraged to take steps necessary to prevent sexual harassment from occurring. They should clearly communicate to employees that sexual harassment will not be tolerated. They can do so by providing sexual harassment training to their employees and by establishing an effective complaint or grievance process and taking immediate and appropriate action when an employee complains.” (http://www.eeoc.gov/types/sexual_harassment.html)

Have a Policy
All companies should have a clear and comprehensive sexual harassment policy in place and should distribute the policy to all employees. Individual state law may also require the company to post additional notices in the workplace.
Some integral elements of an effective policy:

• A definition of prohibited harassment.
• Procedures for employees to report improper behavior, also identifying the appropriate individuals to whom an employee is to direct a complaint.
• Language establishing sexual harassment as a disciplinary offense, reserving the right to terminate an employee who is found in violation of the policy.
• Non-retaliation language. Dismissing or demoting an employee who has registered a complaint is improper and illegal. If the employee can establish a connection between a complaint and retaliatory response, an employer can be found liable.

The Company Response
If a complaint of sexual harassment is reported in the office, the company must act. Both the complaining employee and the employee being accused of acting improperly must have the opportunity to tell their side of the story and no determination should be made until a full investigation is completed. False or inaccurate accusations can have extremely serious effects on innocent employees.

If it is determined that harassment took place, corrective action must be taken immediately. Depending on the circumstances and the company policy, such action might include a written reprimand, removal of authority, suspension, or even termination. All actions should be recorded in the employee’s file and an official record should be created detailing the investigation and the subsequent action taken.

What’s Next
The employer should then look to reaffirm the company’s policy and conduct additional training if necessary. If it is determined that sexual harassment did not occur, that determination should be properly recorded and communicated to all involved parties.

No matter how diligently a company tries to prevent sexual harassment, it can still occur. Companies should have the right policies and procedures in place in order to best prevent incidents and to deal with any that may arise. The liability is too great and the potential consequences are too significant to ignore.

By: Jonathan Tenenbaum, Esq. jont@ebizinsider.com

Solid Cactus, Inc. has designed or redesigned more than 3,000 e-commerce sites. Solid Cactus is an Inc. 500 company and was named one of the "Best Places to Work in Pennsylvania" in 2006 and 2007.

All posts by ebiz Insider Staff | E-Mail the author