Archive for the ‘Uncategorized’ Category

Soley Van Lokeren named Executive Director of Business Operations

Thursday, January 27th, 2011

We are very pleased to announce the appointment of one of our senior staff members to the position of Executive Director of Business Operations.

During her tenure with CPEhr, Soley Van Lokeren has served as a member of the executive management team and worked to develop strategic business relationships and projects for the company.  She also served as the organization’s vice-president of business development, including the management of the sales, marketing and implementation.

As Executive Director of Business Operations, Soley will be responsible for the strategic oversight and management of the day-to-day payroll operations.  CPEhr currently processes more than 30,000 paychecks per month.  She will focus on client relations, improving the efficiencies of CPE hr’s internal and external processes, overseeing system improvements, procedural documentation, and training.  Her approach is that of a mentor; she embraces an open door policy and is focused on a high standard of customer service for CPE hr’s internal and external clients. Soley will be reporting directly to the President, Ms. Faith Branvold.

Ms. Van Lokeren states:

“I am very excited to work with a team of payroll professionals that are well trained and focused on excellent customer service.  “The Payroll Department is the heaviest process-driven function within our HR services and there are many opportunities to streamline our processes for both our firm and our clients.  I hope to identify these processes, improve operations, and roll-out a ‘Green Initiative’ that will offer a better and more environmentally friendly service to clients and their employees.”

Soley has over 20 years of human resources experience. Prior to joining CPEhr, she was the owner/operator of S & W Country Diner, a successful restaurant in Southern California and was the CEO of Enterprise Patrol, Inc., a private security firm which employed 120 people in the Southern California market.  Van Lokeren holds a master’s degree in Business Administration and a bachelor’s of science in Business Administration with an emphasis in Human Resources from California State University, Northridge.

CPEhr Celebrates the Holidays with Donations to Its Non-Profit Clients

Thursday, December 23rd, 2010

In honor of the holidays, CPEhr will once again be making monetary donations to its non-profit organization clients.  Founded in 1982, CPEhr has been providing the California business community with human resources services for close to 30 years. The CPEhr management team celebrates the holidays by giving back to the community and its clients.

“We were seeking a unique way to express our appreciation to our clients,” said Faith Branvold, president of CPEhr. “We’re very fortunate to have their support, and we are constantly thinking of ways to thank them for their business.”

Recipients include:

  • ABC Recovery Center
  • Asian American Drug Abuse Program
  • City of Refuge Ministries
  • Etta Israel Center
  • Hadassah Southern California
  • Homes for Life Foundation
  • LINC Housing
  • Project New Hope
  • Step Up On Second
  • The Promises Foundation
  • United Cerebral Palsy Los Angeles
  • Viewpoints Research Institute
  • Westside Children’s Center

All of CPEhr’s for-profit clients received a holiday card featuring a list of the non-profit clients that received donations.

“Every year CPEhr and its employees are involved in charitable causes,” explained Branvold. “During the holiday season we allocate some of this charity with our own non-profits, and share the list with our other clients. This helps them learn about, and support, the non-profit organizations with which we have the pleasure of working.”

CPEhr Named One of “Best Places to Work” in Los Angeles

Thursday, August 12th, 2010

For the second consecutive year, we are proud to announce that CPEhr  was named one of the ‘Best Places to Work” by the Los Angeles Business Journal. Thousands of businesses participate in the annal “Best Places to Work” competition.

Employees working for Los Angeles organizations were surveyed anonymously early this spring by the LA Business Journal to measure their overall satisfaction with their work place. Key criterion used to determine the ranking related to leadership, corporate culture, work environment, training, development, communications, planning, pay and benefits.

Faith Branvold, CPEhr’s president, said,

“It is a tremendous honor to have been recognized by the Los Angeles Business Journal. It is our team of skilled professionals that makes CPEhr a great place to work.”

CPEhr offers a wide range of benefits and programs to its employees that promote a positive and productive work environment. These programs are also offered to the organizations to which CPEhr provides Human Resources services. Employees enjoy activities such as the CPEhr Olympics, corporate softball, weekly yoga classes, and monthly employee recognition and birthday celebrations.

Branvold continued,

“For nearly 30 years, we have worked hard to shape our company’s culture to a family environment. We believe that dedicated, happy employees will ensure employee retention while providing the best service possible to our clients,” said Branvold. “It has always been our philosophy that a strong team is based on respect, recognition, positive reinforcement and teamwork.”

If you would like to learn more about Human Resources Consulting, HR Outsourcing, or Professional Employer Organizations, please click the links above, or call us to speak with a Senior HR Business Consultant.

“Clothing” Now Defined Under FLSA

Thursday, July 29th, 2010

In 1937, President Franklin D. Roosevelt passed the Fair Labor Standards Act (commonly referred to as the “FLSA”). The purpose of the Depression era legislation was to protect the individual employee against abusive employers and to ensure a minimum standard of living to the American worker. FLSA guarantees workers a federal minimum wage and overtime pay for employees who work over 40 hours a week.

Expanding FLSA Over the Years

Over the years, FLSA has been expanded to include other areas of employee protections, such as restrictions on employing children, and employee documentation and recordkeeping. In recent months, the US Department of Labor released an “Administrative Interpretation” (AI) to clarify the definition of “clothes” under the FLSA.

The Definition of “Clothing”

Currently, the FLSA excludes time spent “changing clothes or washing” at the start or end of a workday from compensable time, and the vague exemption has led to many lawsuits and conflicting court decisions on what constitutes ‘clothes.’ The AI provides clarity by stating that the time spent changing into or out of protective gear or equipment required by law, the employer, or the nature of the job, is indeed compensable.

The AI further clarifies that even if ‘changing clothes’ does not fall under a compensable activity or time, it may still trigger the ‘continuous workday rule’ if the subsequent activities after changing clothes would be compensable under FLSA, activities such as walking, waiting, or other travel time. Employers should review their compensation policies or practices to reflect this change to remain compliant with the law.

The guidelines covered by the FLSA can be confusing, and costly, if not adhered to. Speak with a CPEhr HR Consultant for an audit of your FLSA practices.

Source:  EPLI Pro News, July 2010

HR Outsourcing and the Corporate Personality

Tuesday, July 13th, 2010

What do people and businesses have in common? For starters, no two are alike. Just like individuals have their own personal challenges, likes, dislikes and personality traits, so too do organizations. Each has its own challenges, profit centers, strengths and weaknesses. It is for that reason that when a company is looking for a business solution – in any discipline – it is crucial to receive a customized program that matches their unique needs.

Employees are People Too
When it comes to employment challenges, the differences between companies becomes even more pronounced. We are now dealing with people WITHIN companies, carrying their own personal lives into the workplace. It is for that reason that when a company is considering a Human Resources Outsourcing solution to assist them with their employment and HR challenges, they should only consider a firm that will customize a program to their individual corporate needs.

Flexible HR Services

CPEhr recognizes this individual need of each organization and has created a one-of-a-kind flexible service model.  There are no boxes, no one-size-fits-all. Each company can purchase the service level they need:

Professional Employer Outsourcing (PEO)

Professional Employer Outsourcing is a complete co-employment service. CPEhr becomes the “Employer of Record” while the client continues to function as the managing employer. CPEhr assumes certain employment responsibilities and shares in the liability of being an employer. Clients gain access to Human Resources Administration, Labor Law Compliance, Management Training, Safety and Risk Management, Employee Benefit Packages, Workers’ Compensation Insurance, Payroll and Tax Administration, and Employee Practices Liability Insurance (EPLI).

Human Resources Partnering (HRP)

Human Resources Partnering is a flexible alternative to co-employment wherein the client remains the “Administrative Employer.” The clients have access to some of the same services offered under the PEO arrangement, but with the ability to maintain their existing benefits and/or workers’ compensation insurance. The services included in this plan are Human Resources Administration, Management Training, Safety and Risk Management, Payroll and Tax Administration.

HRO (Human Resources Outsourcing)

Human Resources Outsourcing is a service model in which CPEhr designs a customized plan for the specific area(s) selected by the client. This option provides administrative services and strategic human resources functions, but does not include payroll administration.

“A-La-Carte” Services

CPEhr’s a-la-carte menu offers clients the ability to outsource short-term assignments. This model provides access to discounted rates for HR assignments that clients may not be able to manage in-house, for HR professionals that don’t have time to get to a specific task, and for those who want to partner with an outside firm to support their initiatives. You choose the assignment, we deliver the finished product, at a competitive rate, within an agreed upon timeline.

To learn more about these service models and to investigate which one makes the most sense for your business, please contact CPEhr for a complimentary HR analysis.

Assessing the Skill of Your Management Team – Part 1 (What is a Manager?)

Monday, June 28th, 2010

Line supervisors and middle management are a key link between employees and senior management/owners. Employees perceive actions of management as intentions of company. Supervisors and managers are therefore a critical component in the working relationship we strive to achieve in the workplace between employees and owners.  Employees perceive what managers say or do as direct or indirect attitudes, ethics and belief systems of the company itself.

What is a Manager?

Who are these individuals that are such a vital link in the success of employee relations and the business?  From a legal standpoint, they are considered agents of the company.  We have seen this clearly demonstrated in harassment, discrimination and retaliation cases time and time gain.

Employees look to this level of leadership to effectively and fairly lead them, apply policies and procedures, and to ensure that senior management know the needs and thoughts of the employees.

However, managers are often the Achilles heel of most companies.  Lawyers know that managers not only supervise the staff, but are also the ones to implement, defend and apply the company policies. They are also the individuals who are heavily tasked with duties, other than managing staff. These individuals upon whom we so heavily rely may be new and freshly out of business school, employees who have been promoted into a supervisory or managerial position, or existing managerial level individuals we have brought in from outside.

Expectations

As time has gone by, we have come to expect more and more from our supervisors and managers.  We expect our supervisors and our managers to:

•    Legally interview and hire, knowing what is and is not legal to ask
•    Be gifted interviewers who know how to select the best candidates
•    Have all of the legal ducks in a row if termination becomes a necessity
•    Know the policies and procedures and make sure all staff are following the program
•    Know how to effectively motivate
•    Use progressive discipline as a tool to reengage staff
•    Conduct performance appraisals
•    Maintain the team balance
•    Solve problems and resolve conflicts
•    Know the laws regarding overtime, meal and rest breaks and enforce these laws
•    Be knowledgeable enough about the various leave of absence laws in the state and federal levels to notify Human Resources when a scenario may be unfolding.
•    Maintain an OSHA compliant work environment and hold employees accountable for safety standards
•    Maintain a safe, healthy work environment free from harassment, discrimination, and retaliation, serving as the ultimate ethical role model.

If we expect our supervisors and managers to succeed, we need to make sure that have the tools to succeed, that they are using their skills, and to be sure they want this role to begin with!

In our next post we will discuss the step-by-step process of assessing, and training, your managerial team.