Week 10 - Chapter 11
benefits - recruitment and retention
- 72% (of the 1,202 workers surveyed) cited workplace benefits as the reason they joined their current employer - 83% cited benefits as one of the reasons they remain. Source: SHRM - Offering good benefits to employees has been found to be useful in enhancing both recruitment and retention According to Glassdoor.com (2016) - 57% report benefits and perks are among their top considerations when accepting a job
Organization Incentives - Employee Stock Option Plans (ESOPs)
- A corporation annually contributes its own stock—or cash to be used to purchase the stock—to a trust established for the employees - Stock is distributed to employees upon separation from the firm (if employee has worked long enough) - Advantages: • Favorable tax treatment • Employee ownership may increase motivation - Disadvantage: • Employee retirement income tied to firm's performance
workplace flexibility
- Arming employees with the information technology tools they need to get their jobs done wherever they are - Employees are allowed some flexibility in their daily work schedules - Example: rather than all employees working 8:00 to 4:30, some might work 7:30 to 4:00, and others 9:00 to 5:30
Variable Pay Plans - Sufficient financial resources
- Bonuses or raises have to be of sufficient magnitude to be motivating - Very small bonuses or raises are not likely to motivate employees to achieve performance goals
Affordable Care Act - Provisions
- Cadillac tax: which would require coverage providers (employers) to pay a 40 percent excise tax levied on "excess benefits," or the value of health insurance benefits surpassing approximately $11,200 for individuals and $30,150 for families in 2022 - Called Cadillac insurance plans because they offer coverage far superior to most plans and the value of these plans is quite high in comparison to most plans and any employee contributions are not taxed - Intent of the Cadillac tax is to encourage employers to reduce the value of health benefits provided to employees to avoid the tax. Instead, employers would provide more compensation in the form of wages that would be taxed by the payroll and income taxes.. As of now the "Cadillac" insurance plan tax has been delayed until 2022 - Also requires increased Medicare tax of .9% for incomes over $200,000/individual or $250,000/couple
Affordable Care Act
- Does not require employers to provide health benefits - However, it imposes penalties on employers with 50 or more full‐time workers (or FTEs) if they do not provide affordable health coverage. - An expansion of medicaid, most of employers must provide health insurance, have insurance or face surtax, prevents rejection based on pre-existing condition. Also referred to as "Obamacare", signed into law in 2010 - Some employers have opted to pay the penalty rather than provide health care benefits as they find the penalty less expensive
Employment Retirement Income Security Act (ERISA) - Pension Plans
- ERISA regulates pension plans more closely than welfare plans - Pension plans must "vest" after a certain period of time, resulting in a non‐forfeitable right to a pension - Permissible vesting schedules: • 3‐year schedule: workers are 100% vested after 3 years of service • 6‐year graduated schedule: workers become 20% vested after 2 years and vest at a rate of 20% each year thereafter until they are 100% vested after 6 years of service • Plans may have faster vesting schedules - Employees always have a non‐forfeitable right to their own contributions - A plan may require a person to reach age 21 to be eligible to participate in the plan
Individual Incentives - Skill and Knowledge based pay
- Employees are rewarded for acquisition of skills and knowledge that may help the organization in the future - Employees who have greater skills tend to have greater job variety and typically less boredom and greater satisfaction - When employees have multiple skills, this increases flexibility for managers in assigning jobs to employees - Employees are more motivated and perceive greater fairness when they are paid for learning new skills
Tennessee New Employer Premium Rates
- Employers are considered new employers and pay at the new employer rate until they are eligible to be experience rated. • Standard New Employer Rate = 2.70% - Industry‐specific New Employer Rates vary between 2.7% and 9.1%: • Construction = 8.60% • Mining & Extraction = 6.60% • Manufacturing NAICS Sector 32 = 6.60% • Manufacturing NAICS Sector 33 = 9.10% - New nongovernmental employers are assigned a new employer rate based on the reserve ratio of their industry grouping - The new employer rates fluctuate for each twelve month period beginning each July 1 to reflect the change in the industry grouping reserve ratios
Standardized Pay Adjustments - Cost-of-living adjustments (COLA)
- Every employee's pay is increased to compensate for inflation and rising prices - Cost of living adjustments are not as common as they once were when inflation was high, but many companies still offer across the board increases that are tied to the consumer price index
benefits - percentages
- Every year the Bureau of Labor Statistics conducts surveys on the cost of benefits to employers - In 2018, on average, employers in the U.S. paid each of their employees $10.38 per hour in benefits - This figure amounts to 29.9% of total employee compensation costs. Until very recently, employer costs for legally required benefits were the highest - However, in 2018, employers spent more dollars per hour per employee on insurance - Legally required benefits were the next highest cost, followed by paid time off
social security (1935) & medicare (1968)
- Funded through payroll taxes - For every dollar you contribute in Social Security taxes, your employer contributes a dollar as well. - Tax rate = 7.65% for both employer and employee • 6.2% covers old age, survivors, and disability insurance • 1.45% covers Medicare - Maximum Taxable Earnings for SS (2020) = $137,700 (goes up each year) - No maximum limit for Medicare - The self‐employed pay at the rate of 15.3%
unemployment insurance (for compensation) - Eligibility Requirements - Time
- Has been employed for some minimum period of time (set by state) • In order to qualify, an individual must have worked in Tennessee during the past 12 to 18 months and have earned at least a minimum amount of wages as determined by TN state guidelines.
unemployment insurance (for compensation) - Eligibility Requirements - Termination Reason - Part 1
- Has not been terminated for just cause - Individuals must be out of work through no fault of their own to qualify for unemployment benefits • Layoffs • Firing: If individuals are fired because of lack of skills to perform the job, they may still be eligible to receive benefits • Misconduct: If employees' actions rise to the level of "misconduct," they will not be eligible to receive unemployment. In Tennessee, among other things, misconduct means an intentional violation of company policy, careless conduct that is so frequent as to show a disregard for the employer's interests, or other actions that are not in line with reasonable standards that could be expected of an employee. Misconduct can range from repeated violations of a written attendance policy to showing up to work under the influence of drugs or alcohol
Variable Pay Plans - Consistent with organizational culture
- If the organization has a team‐based culture in which company success depends on group efforts as opposed to individual efforts, then a variable pay plan that includes only individual incentives and not group incentives will be detrimental to the culture - Instead the company would be better off with a group incentive pay plan or some combination of individual and group incentives - Another example would be organizations who are building cultures which embrace diversity - In that case, it would be best to have pay incentives for managers based on whether they are meeting diversity goals
Supplemental Pay - percentages
- In 2019, on average, employers in the U.S. paid each of their employees $1.12 per hour in supplemental pay benefits - 3 subcategories, • nonproduction bonuses • premium pay (which includes overtime, weekend premiums, or holiday premiums; that is some companies pay extra, in some cases, double pay for working on a weekend or a holiday) • shift differentials
Legally Required benefits - percentages
- In 2019, on average, employers in the U.S. paid each of their employees $2.68 per hour in legally required benefits - 3 legally required benefits • Social Security and Medicare • workers' compensation • unemployment compensation - Of these three, Social Security and Medicare are the most costly for employers. - Social Security and Medicare are operated by the federal government - Unemployment compensation is a joint‐federal and state program - Workers' Compensation is operated by state governments and requirements vary from state to state. Payouts also vary from state to state, so the amount of compensation an employee might receive for a job‐related injury in one state may be greater or less than that received by an employee with an identical injury in another state
Insurance-related benefits - percentages
- In 2019, on average, employers in the U.S. paid each of their employees $2.78 per hour in insurance-related benefits
Variable Pay Plans - Measurable performance
- In order to pay for performance, performance itself has to be measurable - step one is determining performance goals and how goal accomplishment will be measured, the more objectively quantifiable the measure, the better
Pay for Performance - Team
- In some work environments, work goals are set for the group and accomplishments are truly a group effort
Pay for Performance - Individual
- Individual level plans include: piece‐rate pay plans, commissions, skill and knowledge-based pay, merit pay, bonuses and other incentives
Variable Pay Plans - Payouts are clearly linked to performance level
- It may sound simple, but it is nonetheless true, that variable play plans will only be effective if companies actually pay based on actual performance - If both high and average level performers both get the same pay raise or bonus, motivation will suffer and high performers will be less likely to continue high performance levels in the future
Factors for effective variable pay plans
- Measurable performance - Clearly communicated (and understood) - Linked to organization objectives - Consistent with organizational culture - Payouts are clearly linked to performance level - Clear differentiation based on performance level - Results in desired behaviors - Sufficient financial resources
Variable Pay Plans - Results in desired behaviors
- Numerous examples exist in which companies have implemented incentive pay plans and never achieved the outcomes they desired - In some cases, the results were actually counter productive
Variable Pay Plans - Clearly communicated (and understood)
- Once the performance goals and measures have been determined, this must be clearly communicated to employees - Employees must have a clear understanding of what it is they need to accomplish in order to get rewarded - Any ambiguity in terms of the performance goal, or the way in which it is measured, will reduce the likelihood that employees will be motivated to achieve the goal
Individual Incentives - Piece-rate Pay Plans
- Pay system in which wages are determined by multiplying the number of units produced by the piece rate for one unit - differential piece-rate system: pays employees one piece‐rate wage for units produced up to a standard output and a higher piece‐rate wage for units produced over the standard - Advantage: workers are more motivated to work as efficiently as possible in order to maximize their output - Disadvantage: quality of production often declines, thus, it is important to establish a standard for quality as well
Individual Incentives - Other
- Performance awards (Non‐cash incentives for performance) • Perks • Merchandise • Trips - Non‐cash awards can be as effective as cash awards in enhancing motivation and employee engagement as long as they are truly tied to performance and are perceived as fair - Recognition awards • Recognizes individual employees for their work - Service awards • Recognizes and rewards longevity with the company
Tennessee State Premiums and Experience Ratings
- Premium rates for Tennessee employers vary from 0.1 % to 10%, depending on - an employer's use of the system (i.e., their experience rating) - the balance in the Unemployment Compensation Trust Fund - Tennessee employers pay unemployment premiums to Tennessee on the first $9,000 the employer pays to each covered employee in a calendar year. - State tax is determined by using an experience rating system - employers who have more "experience" with unemployment pay higher rates - those employers whose past employees have filed unemployment compensation claims (typically due to layoffs) will pay higher unemployment compensation taxes
Organization Incentives - Gain Sharing
- Scanlon plans: Teams or groups are encouraged to suggest strategies for reducing costs - Gains are distributed across the organization - The gains that are distributed are typically tied to each employee's pay level - Example: if there is a cost savings realized, all employees might get a .05% gain‐sharing bonus. Thus, higher paid employees would get a bigger share of the gain. - have been effective in motivating employees to work more efficiently
Variable Pay Plans - Clear differentiation based on performance level
- Similar to above, is there is not a significant difference between the pay incentives received by high performers and average (or even low) performers, then the plan will not be effective in motivating employees to perform at high levels
Standardized Pay Adjustments - Seniority
- Some companies offer pay increases based on years of service - The greater the years of service, the greater the pay increase - some companies offer a yearly bonus which is based on years of service - this bonus is not a permanent increase in salary but the amount of the bonus increases every year
Individual Incentives - Other types of bonuses
- Spot - Referral - Hiring - Retention - Project completion
Organization Incentives - Profit Sharing
- System to distribute a portion of an organization's profits to employees - Primary Objectives • Increase productivity and organizational performance • Attract or retain employees • Improve product/service quality • Enhance employee morale - Drawbacks • Variability of profits from year to year • Profit results not strongly tied to employee efforts - Knowing that you do well when the company does well can be motivating for employees and lead to greater employee engagement and productivity. - However, profits are dependent on many things beyond the employees' control - Example: a company that has poor financial management practices can have losses despite a good product, a good sales team and a productive workforce
Variable Pay Plans - Linked to organization objectives
- The most important reason for the increasing popularity of performance‐based pay plans is that managers believe that they can enhance the ability of an organization to achieve its strategic objectives - Performance‐based pay helps align the goals of individual employees with the goals of the organization - Variable pay plans that fail to link individual goals with organizational goals will not be effective
Personal Service Benefits
- Tuition assistance 56% - Free snacks and beverages (company‐paid) - 31% - Legal assistance/services - 32% - Company‐owned vehicle for business and personal use - 22% - Organization‐sponsored sports teams - 20% - Pet health insurance - 15% - Employer‐sponsored personal shopping discounts 13% - On‐site cafeteria (fully or partially subsidized by the company) - 13% - Pets at work - 11% - On‐site convenience store - 8% - Dry cleaning services - 7%
worker's compensation - employers' premium
- Workers' Compensation laws vary from state to state - Employer premiums depend on: • the state's legislated benefit levels • the insurer's experience with the employer o Employers with poorer safety records within industries have higher rates. • the industry in which the employer operates o High risk industries have higher rates - In multi‐state situations, an employee is entitled to file a claim in one of the following, the state where: • their work is principally localized • they were injured • they live
Pay for Performance
- a.k.a. Variable Pay or Incentive Pay - Compensation that is tied to performance - Tying pay to performance can be attractive for both employers and employees • Employers: More output per employee, lower fixed costs (because only those employees who have high performance are getting high pay), and some risks shifted to employees • Employees: More pay when they do their jobs well - workers expect some permanent increases in pay and such permanent increases are necessary in order to keep up with inflation and to reduce turnover - Pay may be based on the performance of • an individual • a team • the organization
job sharing
- allows two or more people to share a single full-time job - Allowing two part‐time employees to do the work of one full‐time employee by sharing responsibilities, the work schedule and usually the office location
supplemental pay benefits - vacation and holiday pay
- as of March 2017 - paid vacations were available to 76% of private industry workers - the number of paid vacation days that employees receive tends to increase as their years of service increases - Note, vacations are NOT required by law - Only 76% of private industry workers had paid vacations available to them
Other types of bonuses - Hiring
- awarded to employees themselves as an incentive to get them to accept a job offer - often necessary in a tight labor market when candidates are in high demand and have multiple job offers
Other types of bonuses - Spot
- becoming more and more common today - recognize special employee achievements as they occur - Example: if an employee has overcome a particular challenge, at the completion of an important task, or if the employee helped get the company through a critical period
family-friendly (or work-life) benefits
- benefits such as child care and fitness facilities that make it easier for employees to balance their work and family responsibilities - enhance an employee's ability to engage in paid employment while managing life demands - Examples include: flexible work arrangements as well as offering family‐friendly benefits including: child care, elder care, wellness resources, programs and events, fitness programs, onsite convenience store, and other services (dry cleaning, shopping, travel planning, etc.) - An article in Harvard Business Review shows that organizations with work environments supportive of family have lower turnover, better safety and health records, and fewer reports of employee depression
social security (1935)
- federal program that provides three types of benefits: retirement income at the age of 62 and therefore; survivor's or death benefits payable to the employee's dependents regardless of age at the time of death; and disability benefits payable to disabled employees and their dependents. These benefits are payable only if the employee is insured under the Social Security Act. - For many years, all U.S. citizens who had contributed to Social Security were eligible for full retirement benefits at age 65 and limited retirement benefits at age 62. That was changed and a new schedule was put in place to gradually raise the age for full retirement benefits to the age of 67.
Standardized Pay Adjustments - Across-the-board increases
- given as a percentage raise based on financial budgeting determinations - Companies may also offer across the board increases based on changes in the market.
Pay for Performance - Organization
- include gain sharing, profit sharing, and employee stock option plans (ESOPs)
benefits
- indirect financial and nonfinancial payments employees receive for continuing their employment with the company - There was a time when benefits were referred to as "fringe benefits" because they weren't common, they were extras, or "on the fringe". Today, benefits are a common part of a companies total rewards package.
flexible benefits plan/cafeteria benefits plan
- individualized plans allowed by employers to accommodate employee preferences for benefits - A plan that allows employees, within limits, to chose from a "cafeteria" of benefit options - Rather than offering the same benefit package to all employees, cafeteria plans allow employees to choose the benefits they value most within a total dollar limit - Employees with families might prefer to spend more of their benefit dollars on health care insurance - Younger single employees may prefer to have lower cost health insurance coverage and use the difference on tuition reimbursement - While cafeteria benefit plans lead to greater employee satisfaction with benefits, they are more costly to administer, that is they require more time and effort from the HR staff working in the area of benefits When to Use: 1. Benefit needs of employees vary greatly 2. Employer wants to maximize employee satisfaction with benefit package 3. Employer is large enough to afford administrative expense
Other types of bonuses - Referral
- offered to current employees if they recommend a friend or relative for hire - As mentioned in the recruitment lecture, most companies will not award the referral bonus until the person who was referred has completed somewhere between 45 days of employment to 6 months of employment
Other types of bonuses - Retention
- offered to employees to keep them from leaving during a critical period - Example: a company is going through a particularly crucial business cycle, or a crucial production period, and the employee has just announced a better job offer. The company may offer the employee a retention bonus, to keep him/her until the crucial period is over.
Standardized Pay Adjustments
- pay incentive is NOT tied to performance - Based On: • Seniority • Cost-of-living adjustments (COLA) • Across-the-board increases
unemployment insurance (for compensation)
- provides benefits if a person is unable to work through some fault other than his or her own - is a joint federal‐state program - All administrative costs are paid by the federal government from FUTA taxes - The Tennessee unemployment insurance program is financed solely by employer premiums paid to the state and employer federal unemployment taxes paid to the Internal Revenue Service • The Federal Unemployment Tax Act (FUTA) is administered by the U.S. Department of Labor • The Tennessee unemployment insurance program is administered by the Tennessee Department of Labor and Workforce Development's Division of Employment Security
worker's compensation
- provides income and medical benefits to work-related accident victims or their dependents regardless of fault - Employers are required to provide insurance to pay for expenses resulting from work-related accidents, injury, or disease • The employer pays fully for this insurance coverage • The insurance is carried through private carriers or in some cases the states themselves
compressed workweek
- schedule in which employee works fewer but longer days each week - Employees work fewer but longer days, such as four 10‐hour days each week (4/40), or 9‐hour days with one day off every two weeks (9/80)
Employment Retirement Income Security Act (ERISA)
- signed into law by President Ford in 1974 to require that pension rights be vested and protected by a government agency, the PBGC - If an employer voluntarily offers benefits, it must comply with the Employee Retirement Income Security Act - ERISA governs benefit plans broadly, and not only pensions - preempts state laws even remotely relating to the regulation of benefit plans
Federal Unemployment Tax Act (FUTA)
- tax rate of 6% applies to the first $7000 paid to each employee as wages during the year - The tax applies to the first $7,000 employers pay to each employee as wages during the year. The $7,000 is often referred to as the federal or FUTA wage base - Generally, if an employer paid wages subject to state unemployment tax, then, that employer will receive a credit of up to 5.4%. If employers are entitled to the maximum 5.4% credit, the FUTA tax rate after credit is 0.6%
Other types of bonuses - Project completion
- would be awarded when a project is completed, regardless of when during the calendar year the completion occurred or how long the project took to complete
401(k) plan
A defined contribution plan based on section 401(k) of the Internal Revenue Code.
standard hour plan
A plan by which a worker is paid a basic hourly rate but is paid an extra percentage of his or her rate for production exceeding the standard per hour or per day. Similar to piecework payment but based on a percent premium.
defined contribution pension plan
A plan in which the employer's contribution to employees' retirement savings funds is specified
telecommuting
An arrangement by which employees spend all or part of the workweek working outside of the office, such as in their home or in a satellite location
straight piecework
An incentive plan under which a person is paid a sum for each item he or she makes or sells, with a strict proportionality between results and rewards
cash balance plans
Defined benefit plans under which the employer contributes a percentage of employees' current pay to employees' pension plans every year, and employees earn interest on this amount.
Employment Retirement Income Security Act (ERISA) - Benefits
ERISA categorizes benefits as: • Pension plans (to provide retirement income) • Welfare plans (covers all other benefits, including health care insurance, childcare subsidies, pre‐paid legal services, etc.) Benefits not covered by ERISA include: • Premium Pay • Sick Pay • Vacation Pay • College Scholarship Or Tuition Plans • Other Similar Benefits
pension benefits guarantee corporation
Established under ERISA to ensure that pensions meet vesting obligations; also insures pensions should a plan terminate without sufficient funds to meet its vested obligations
preferred provider organizations (PPOs)
Groups of health care providers that contract with employers, insurance companies, or third-party payers to provide medical care services at a reduced fee.
portability
Making it easier for employees who leave the firm prior to retirement to take their accumulated pension funds with them.
Individual Incentives - Merit Pay vs Bonus
Merit Pay - Pay increases are based on performance appraisal ratings in a previous time period - The merit increase awarded in one evaluation period carries over into the base salary for future evaluation periods Performance Bonus - A performance bonus is a reward that is offered on a one‐time basis for high performance - Does not become part of the employee's base pay - Assume John Smith currently makes $40,000 a year. If he were to get a 3% merit pay raise, his new salary would be $41,200. If instead his company offered a performance bonus, his pay would remain at $40,000 a year and he would receive a bonus check for $1200. - A performance bonus has been found to be more effective than merit pay increases in motivating employees to continue to perform at high levels over time. This is because, if they stop performing, they no longer get the bonus. In a merit pay situation, a worker could get good pay raises for a few years, and then slack off, but his/her pay would not go down, because merit pay increases are permanent.
Individual Incentives - Commissions
Percentage of the revenue generated by sales that is given to an agent or salesperson - Straight commission: Compensation is computed as a percentage of the value of the sales generated - Salary plus commission: Combines the stability of a salary with the performance aspect of commission - Advantages of straight commission: • no limit to earning potential • more flexibility, workers can choose to work when and • how often they want - Disadvantages of straight commission: • no pay until there is a sale • lack of certainty and stability in pay • it takes a while to establish a client base
earnings-at-risk pay plan
Plan that puts some portion of employees' normal pay at risk if they don't meet their goals, in return for possibly obtaining a much larger bonus if they exceed their goals
supplemental unemployment benefits
Provide for a "guaranteed annual income" in certain industries where employers must shut down to change machinery or due to reduced work. These benefits are paid by the company and supplement unemployment benefits.
Employee Assistance Program (EAP)
a formal employer program for providing employees with counseling and/or treatment programs for problems such as alcoholism, gambling, or stress
severance pay
a one-time payment some employers provide when terminating an employee
golden parachute
a payment companies make in connection with a change in ownership or control of a company
team-(group) incentive plan
a plan in which a production standard is set for a specific work group, and its members are paid incentives if the group exceeds the production standard
defined benefit pension plan
a plan that contains a formula for determining retirement benefits
flextime
a plan whereby employee's workdays are built around a core of mid-day hours such as 11:00 a.m. to 2:00 p.m.
profit-sharing plan
a plan whereby employees share in the company's profits
health maintenance organization (HMO)
a prepaid health-care system that generally provides routine round-the-clock medical services as well as preventive medicine in a clinic-type arrangement for employees, who pay a nominal fee in addition to the fixed annual fee the employer pays
employee stock ownership plan (ESOP)
a qualified, tax-deductible stock bonus plan in which employers contribute stock to a trust for eventual use by employees
piecework
a system of pay based on the number of items processed by each individual worker in a unit of time, such as items per hour or items per day
early retirement window
a type of offering by which employees are encouraged to retire early, the incentive being liberal pension benefits plus perhaps a cash payment
gainsharing plan
an incentive plan that engages employees in a common effort to achieve productivity objectives and share the gains
variable pay
any plan that ties pay to productivity or profitability, usually as one-time lump payments
merit pay (merit raise)
any salary increase awarded to an employee based on his or her individual performance
supplemental pay benefits
benefits for time not worked such as unemployment insurance, vacation and holiday pay, and sick pay
financial incentives
financial rewards paid to workers whose production exceeds some predetermined standard
savings and thrift plan
plan in which employees contribute a portion of their earnings to a fund; the employer usually matches this contribution in whole or in part
organization-wide incentive plan
plans in which all or most employees can participate, and that generally tie the reward to some measure of company-wide performance
annual bonus
plans that are designed to motivate short-term performance of managers and which are tied to company profitability
pension plans
plans that provide a fixed sum when employees reach a predetermined retirement age or when they can no longer work due to disability
group life insurance
provides lower rates for the employer or employee and includes all employees, including new employees, regardless of health or physical condition
sick leave
provides pay to an employee when he or she is out of work because of illness
work sharing
refers to a temporary reduction in work hours by a group of employees during economic downturns as a way to prevent layoffs
Employment Retirement Income Security Act (ERISA) - Title I
requires that employers: 1. Advise employees regarding the benefits they offer 2. Deliver promised benefits 3. Provide claims and appeal procedures 4. Manage benefits wisely and for the benefit of its employees, a fiduciary duty 5. Not interfere with or retaliate against beneficiaries
productivity
the ratio of outputs (goods and services) divided by the inputs (resources such as labor and capitol)
stock option
the right to purchase a stated number of shares of a company stock at today's price at some time in the future
unemployment insurance (for compensation) - Eligibility Requirements - Termination Reason - Part 2
• Has not quit voluntarily: If you quit your job, you won't be eligible for unemployment benefits unless you had good cause for quitting. Goodcause (a.k.a. constructive discharge) is determined by the Tennessee Department of Labor and Workforce Development (TDLWD) on a case‐by‐case basis. Depending on the circumstances, you may be found to have good cause if you left your position because of sexual harassment. Leaving your job to accompany a military spouse who is being relocated also typically qualifies as good cause. • Is able and available for work: Individuals who are no longer available or able to continue working are not eligible for unemployment. For example, if an individual has been laid off and is receiving unemployment and then his/her child becomes disabled and needs constant care and he/she is providing that care 24/7, he/she is no longer available for work and is therefore no longer eligible for unemployment • Is actively seeking work: To receive unemployment compensation benefits, individuals must demonstrate that they are able and available to work and that they are actively seeking work. So, if an individual is no longer able to work, for example, he/she is needed to care for a child suffering from a long term illness, then he/she is no longer eligible for unemployment compensation. The individual must also have proof that he/she has applied for jobs during the time he/she is receiving unemployment compensation
Personal Service Benefits - Examples of Extravagant Perks Source: Glassdoor Team February 3, 2016
• Spotify ‐ 6 months of paid parental leave, and costs for egg freezing and fertility assistance. • PwC ‐ $1,200 per year for student loan debt reimbursement. • Facebook ‐ $4,000 in "Baby Cash" to employees with a newborn. • Airbnb ‐ an annual stipend of $2,000 to travel and stay in an Airbnb listing anywhere in the world. • Salesforce ‐ 6 days of paid volunteer time off a year, and if they use all 6, they receive a $1,000 grant to donate to a charity of their choice. • Twitter ‐ on‐site acupuncture and improv classes
