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A Better Partnership

Events

Apr 2013
29
April 29, 2013
Human Resources Seminar 2013

Amway Grand Plaza

 

8:00 - 9:00 am       General Session - Health Care Reform Update
    Breakout Sessions
9:15 - 10:15 am   1A) Monitoring and Controlling Benefit Costs - Staggering increases in the cost of benefit plans can threaten an employer's bottom line. Join us for a discussion on how to reduce the costs associated with health, welfare and retirement plans and how to remain in compliance with the law. We'll cover the importance of identifying and monitoring expenses, managing vendors, changing a plan’s design, cost sharing and avoiding expensive traps. We’ll also offer tips on how to talk about the changes with managers and owners.
    1B) Retirement Plan RFPs - What should be included in a retirement plan request for proposal (RFP)? Did you know that a thorough RFP may significantly reduce plan expenses? We’ll cover what questions to ask and what answers to look for when soliciting for a service provider. And we’ll use real-life examples to connect the plan sponsor’s fiduciary duties with the selection of service providers and overall plan administration.
10:30 - 11:30 am   2A) Lessons Learned: ERISA Fees and Expenses - Now that the Department of Labor’s new rules on disclosure for pension plans have been in place for a year and annual disclosure deadlines are on the horizon, we’ll discuss how the changes have affected employers and service providers. Some have fared far better than others.  We’ll also discuss ERISA-related litigation and the use of “ERISA accounts” to pay plan expenses.
    2B) What's New With HIPAA? - What’s new in the realm of HIPAA privacy and security? We’ll discuss updated regulations and guidance, offer some lessons to learn from recent HIPAA breaches and review enforcement actions.
11:45 - 1:00 pm   Lunch Program
1:00 - 1:45 pm   General Session -- Legislative Update
    Breakout Sessions
1:55 - 2:40 pm   3A) Implemention People Strategy - Want a seat at the executive table? Consider creating a “people strategy” that clearly supports your organization’s overall business strategy. Strategic enough to provide broad guidance yet tactical enough to provide answers to day-to-day issues, a people strategy requires a robust discussion about:
  • Employee hiring, development and retention
  • Tradeoffs between wages and benefits
  • Acceptability of employee turnover
  • Compensation strategy (pay for performance)
We’ll review the fundamentals of a good people strategy, which will help you implement your business strategy through your employees.
    3B) Performance Reviews - Poorly done performance reviews can actually do more harm than good.  This program will focus on developing an effective and legal performance review process.  This program will discuss developing a review performance appraisal form that is specific to your business.  It also will review the importance of a consistently applied system and ways to ways to implement such a system.  
    3C) Roadmap to Designing Compensation Plans - Given the fact that employees are compensated in myriad ways, what’s the best way to construct a thoughtful and attractive compensation plan that avoids potential legal stumbling blocks, such as the Fair Labor Standards Act, discrimination statutes, Section 409A and many others? We will cover job analysis, evaluation and pricing, designing performance-based compensation systems and benefits packages and various other routes.
2:50 - 3:35 pm   4A) The Challenges of FMLA and ADA - Join us for an in-depth look at the Family and Medical Leave Act and the Americans with Disabilities Act.  These complex and evolving laws are tops on the list of HR headaches. Through real-world examples, we’ll highlight the big issues, review developments and offer best practices and suggestions for compliance.
    4B) The NLRB for Nonunion Employers - Employers with nonunionized workforces once went about their business without giving much thought to the NLRB. But with union membership at an all-time low and right-to-work legislation on the rise, an activist NLRB is branching out and emphasizing that its rules apply to all employees, not just those in a union. We’ll discuss the NLRB’s perspective on social media, employee handbooks, at-will policies and harassment investigations.
    4C) Managing the Risks of Risk Management -- Making EPLI Coverage Work For You - More and more employers are opting for Employment Practices Liability Insurance (EPLI). We’ll discuss the pros and cons of EPLI coverage, whether it’s right for your organization and, if so, how you can craft a policy that fits your budget and meets your business objectives.
3:45 - 4:30 pm   5A) Wage/Hour Update -- Classifying Employees Correctly to Avoid Liability - The stakes are high for wage/hour liability, evidenced by the fact that the Department of Labor has stepped-up enforcement and employees are filing more lawsuits. A veteran employment counselor and an employment litigator team up to discuss prevention, defense, proper employee classification under the Fair Labor Standards Act and tips for managing risk.
    5B) FMLA/ADA (repeat of 4A) - Join us for an in-depth look at the Family and Medical Leave Act and the Americans with Disabilities Act.  These complex and evolving laws are tops on the list of HR headaches. Through real-world examples, we’ll highlight the big issues, review developments and offer best practices and suggestions for compliance.
    5C) Background Checks - When making hiring decisions, more and more employers are relying on background checks. But what’s legal and what’s not?  In an effort to balance an employer's “need to know” with an employee's privacy and Equal Employment Opportunity rights, many federal and state laws regulate the type and amount of information that employers may obtain. We’ll discuss the litigation risks associated with background checks what information employers can and cannot use.

Price:

Full Day:  $140 for clients/$190 for non-clients
Morning or Afternoon session only:  $80 for clients/$130 for non-clients

NOTICE. Although we would like to hear from you, we cannot represent you until we know that doing so will not create a conflict of interest. Also, we cannot treat unsolicited information as confidential. Accordingly, please do not send us any information about any matter that may involve you until you receive a written statement from us that we represent you.

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Please click the ‘ACCEPT’ button if you understand and accept the foregoing statement and wish to proceed.

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