Archive by Author

Does anyone really care about performance evaluations?

3 Dec

Perhaps it’s what occurs during the annual performance evaluation meeting with the employee? Let’s look at a typical scenario. The manager delivers the annual feedback; the employee is “surprised” because he or she hasn’t heard any of that feedback all year long and now the employee “challenges” their manager on the evaluation claiming his or her evaluation isn’t “fair.” Aha, there’s the dreaded confrontation associated with the review. Here it is. Face-to-face confrontation. Why would the manager fear this confrontation? Perhaps, it’s the fact that manager is suddenly put into a defensive position? Could it be that the manager failed to provide regular feedback to the employee throughout the year and has no choice but to deal with it now? Is that fair? How would that manager feel if this was done to her? Maybe this has happened to the manager before, and now the manager believes it’s perfectly acceptable to do the same thing to her direct reports? Maybe it’s a new manager who believes he knows what he is doing, but really doesn’t have a clue? Did ego come into play at all? There could be a lot of reasons.In any case, employees need guidance. They need regular feedback.

Whether that feedback is positive or negative, employees need and want to hear it. The manager needs to “manage” and learn to deal with it. How do managers expect to receive positive behavior from their employees without any reinforcement from the manager on the feedback of their behavior? How does an employee know what is expected of him or whether or not he needs to improve upon a certain behavior if he has not been given any direction throughout the year? You can clearly see how these disconnects occur.

Aside from the myriad of legal issues that often arise from continued performance feedback “avoidance,” its helpful (and necessary) for managers to educate themselves on how to deliver feedback. A lot of this is common sense. So, why do many managers feel it’s the responsibility of human resources to educate them on why employee performance feedback is so important? Why do managers tell human resource professionals, “I haven’t received any training on it so I didn’t know I should be doing it”? Why do managers feel they do not have accountability for this aspect of their management function? Like any other skill, performance feedback training needs to be cultivated. Since each and every person and situation is different, it’s impossible for the human resource professional to facilitate definitive training needed to cover every situation.

It’s up to human resources to guide and counsel their management teams. What that means is that human resources should be relied upon to guide and counsel management on decisions that affect their people and the overall business. Unless it is a first-time manager, human resources can help to provide the education needed to get the manager up to speed and on the right path. There must be accountability on management’s part to take ownership of their direct reports by providing regular feedback to them, then seek human resource guidance and counsel on issues where the desired outcome of an employee’s performance has not or cannot be achieved through the development plans that the manager has set forth for the employee to follow to get that performance back on track.

Visit www.sagehrms.com to see all of the available solutions to help you manage the total employment lifecycle process.

What makes a good employee handbook?

1 Dec

Employee Training is Affordable Way to Improve ROEIIf written correctly, the employee handbook can be a terrific resource for the employer and the employee. There are several elements that should be included within that relate to the company’s history/mission, values, policies, procedures, and benefits. Make no mistake about it, the handbook is often viewed as a means of protecting the company against discrimination and unfair employment practice claims but will also provide an outline of the general expectation that the employer has for its employees. Don’t confuse the employee handbook with a policy and procedure book. The two are different. A policy is a written statement that reflects the employer’s standards and objectives relating to the various employee activities and employment related issues. You can see clearly there is a difference. It is advisable for you to include legal counsel input as you craft an employee handbook. The handbook should be generic enough for the employees to know what is expected of them but provide enough guidance leading them to where they can go for the actual written policies of the company (which may exist in other department specific documents and/or standard operating procedure guides). Including legal counsel will ensure your policies conform to updated federal and state guidelines.

Employers should ensure the handbook is distributed to every employee within the organization (regardless of specific levels or job titles) and secure a written acknowledgement of their employees who have received the handbook, thus ensuring that all employees have read and understood the contents. Once the employer receives the acknowledgment, it should be secured in each employee’s personnel file. This is a very important step. A checklist should be developed to ensure that every employee’s acknowledgment (complete with signature) has been received. Written returned employee handbook acknowledgments should be readily available for you but completely secured with limited access. Keep in mind that state laws vary on electronic record retention schedules. Again, partnering in with your legal counsel will ensure your company remains compliant.

Handbooks should never be construed as an employment agreement; which could affect the employer’s “at-will status” with the employee. Handbooks should always be reviewed by legal counsel before distribution to the employees. Consult professional legal guidance for clarity in defining the differences between state and federal laws.

What if an employee handbook already exists at a company?

If your job now includes responsibility for employee handbooks, all the employer’s policies and procedures should be reviewed again to ensure they contain all of the provisions that the employer wants contained within as well as ensuring all applicable state and/or federal provisions have been included.  No assumptions should be made. Begin the process from scratch and cross-reference with the handbook that already exists. If the policies in the current handbook don’t make sense to you, they more than likely won’t make sense to an employee once reissued (or may be misunderstood by current employees). Rewrite the policy and provide your draft to legal counsel for review. If a policy doesn’t exist, write one. Partner with the appropriate department leads to which any policy affects. Have them review it first and then partner with your legal counsel. Prepare as much of the draft as you can as this will save a lot of cost. Here’s an example. If it’s a policy that supports the payment of paid time off and the payroll eepartment within the organization will be the department that supports and ultimately administers the policy on a daily basis, have that department head review it to ensure it clearly conveys the intent of the policy and that it can actually be administered by that department in the manner in which it is written and intended to be administered. Again, the emphasis will be to ensure that your legal counsel has had the opportunity to review this prior to any policy issuance to the employees. This will also help ensure compliance.

What else should be in there?

Most employee handbooks include a message such as from the company owner, CEO, president, or other higher entity within the organization. It’s usually a welcome message that contains something about the company’s mission, purpose, or intent. It’s a great way to establish positive associate relations.

Of course, other important statements should be included such as, EEO, employment at-will, FMLA, COBRA, EEOC, anti-discrimination laws, ADA, and FLSA. Many other important considerations and legal mandates could apply in certain states. Again, it would be advantageous for you to have legal counsel review prior to issuance to the employees. Use all of the sources available to you; inclusive of any professional human resource organizations. If you’re not a member of any professional organization, join one that that is reputable and that you are comfortable with. Ask other professionals within your field. They will be able to help you select an organization that you can contact for introductory information. Professional human resource organizations will be able to assist you with tasks that are common to professionals within your industry. They may also be able to provide samples, templates, toolkits or checklists of items that you may have forgotten or for topics and/or items you weren’t even aware of because you are new to the field or performing this task.

Considerations for distribution to employees

Posting to your company intranet is a great way to communicate the handbook, however you need to be sure that there has been a mechanism created that can legally obtain the employee’s signed written acknowledgement. You’ll also need to consider how you will distribute the handbook to new employees.  Create a checklist to cross-reference the written acknowledgments you receive. You should receive an acknowledgement from every person of your organization, regardless of level or position within the company. Employee acknowledgements should be housed in a secure location, with access kept to a minimum.

Updating the handbook in between cycles

So, you’ve just finished updating your employee handbook and distributed it to the employees and you have now been made aware of a new major policy. Simple: create an addendum. Once you have had legal counsel review it, post the update to your intranet, recirculate the policy to the employees and be sure to include the addendum in your next major handbook update. Check with your legal counsel to inquire if you need to obtain any written acknowledgments from the employees. Be sure to clearly reference any previous policy that has been updated. Clearly convey that the new policy replaces any other versions that may have been previously circulated. Make sure the addendum contains a date or current revision schematic (if you use one). It should be extremely clear which policy governs and be easily cross-referenced with the new policy. Sometimes it’s helpful to provide a small paragraph that outlines exact changes to the policies. These help outline the differences between the policies.

Summary

Partner in with department heads who are responsible for administering a particular policy. Ensure you take their feedback into consideration and have them approve any and all final drafts of policies.

Review all drafts for clarity, consistency, and typos.

Use current revision schematics or calendar dates where necessary.

Ensure that a draft of the final employee handbook is provided to the executive that you directly report to so he or she has the opportunity to ask questions or provide feedback.

Obtain legal review; this is extremely important.

Obtain signed written employee handbook acknowledgements from every person and level within the organization.

File all signed written acknowledgements in a secure location; limiting access to only those who will absolutely need it.

Consult professional human Resource organizations for guidance in preparation or for best practices.

Visit www.sagehrms.com for solutions that can help you manage the total employment life cycle.

 

 

Why employee self-service matters

18 Nov

HR Trend AnalysisWhat is employee self-service? You hear that term a lot, but if you are a relatively small employer and/or new to the HR role, do you really know? I didn’t until someone explained the concept and informed me that there was actually a product that could tie into my core HRMS to do the things I had been doing manually for years, then disseminate the necessary information to my managers and executives for approval or notification. Wow, talk about a surprise! How many personnel action forms have you completed for address changes, emergency contacts, phone number changes, and so on? You know the drill. A PA form is needed for everything! Plus, as HR, we are taught to “document” everything for use at some later point in time. Imagine … Employees key in their changes to personal information from the comfort of their desks (or even their homes), then, these changes follow some type of logical expression or pathway that you’ve preset in the system to automatically route to the appropriate individual(s) for approval or notification. Employees are able to access other pieces of HR information, which includes skills, job history, and performance reviews. Managers have instant access to employee data for both direct and indirect reports. They can review attendance information, employee performance, salary history, time off requested and much more. Really, the possibilities are endless.  Again … .whoaaaaa, cool! For some companies I’ve worked for, I was the person actually introducing and/or creating the PA form. What I mean by creating the PA form is taking a form and actually crafting it into an MS Word or other application (that is similar to being an artist or graphic designer using the computer), then training everyone on the PA form use, or just offering to complete the PA form for the managers to save them time for whatever change it is they needed to make within the HRMS. Can you say time consuming? Have you ever held that role? If you work in a small company, sure you have!

So, what’s the lesson learned or key takeaway here? Employee self-service products really can and do save you time and money. More importantly, though, they yield a healthy Return on Employee Investment by creating the best circumstances for each individual in the organization to perform at his or her best potential. For some employees within the organization empowerment makes all the difference in the world. By giving your employees ownership of their personal information and enabling them to input their own changes directly into the HRMS when it’s convenient for them to do so, you promote workplace satisfaction, thereby increasing your Return on Employee Investment. In addition, by encouraging your employees to use employee self-service to gain access to the relevant information they need when they need it, you can begin to enhance company communication and improve motivation. Plus, increasing employee engagement correlates directly with a positive impact on key metrics within the business, which will ultimately help the organization reach its goals.

The first step you need to take, though, is actually seeing an employee self-service product in action and then talking to a few people who are similarly situated to you with respect to the size of your organization and your specific role within it. It’s really that simple. I admit I was reluctant to the process at first because I thought I’d been doing a pretty good job of things on my own; however, once I realized (and saw for myself) that I could streamline this process entirely, while empowering my employees in the process, then I could begin to retool the next big labor intensive HR process.

Take the first step and start here … Visit our website: http://www.sagehrms.com/ or call Sage at 866-271-6050 and learn more about how this product will help you.

 

Have you lost your work-life balance or is it already gone?

3 Nov

HR Work Life BalanceAs an HR/Payroll professional, how many times in your career have you heard someone say, “I need to get a life outside of this place?” or “All I do is work, work, work,” or “my kids don’t even know who I am anymore” or “I need a mental health day.” Sound familiar? Sure it does. Maybe you have even joked about it with your friends or said it to yourself. In any case, it looks like your life has gotten a little off balance.

That’s okay. It happens a lot in HR/payroll. Why? Let’s face it. Depending upon your role in the profession, this can literally be a 24/7 proposition. How are you going to say to someone who needs your help with their HR or payroll issue (an issue that really can’t wait like a paycheck that didn’t make it into a direct deposit account, someone’s health deduction was taken out twice on their check, an employee who had the wrong state’s taxes taken from their check, a hospitalized child where the parent is having a problem with his or her medical insurance not being accepted at the hospital, a “tomorrow surgery” with a rejected referral today, or an employee who has just told you that she has been harassed by a coworker)–so do you say to those employees, “yeah . . . hey, I’ll get to that tomorrow morning, promise.”

Okay, we all know that doesn’t fly and for those of you who know you can’t actually do it tomorrow (and are one of those who will think about these issues on your own time), and that means most of us in this profession, this is where too many of these situations can lead to your work- life balance getting thrown off, and burnout is most likely to occur. Aside from seeking the traditional forms of assistance for yourself, you need to start fixing this by trying to simplify your work as much as you can. If the type of person you are doesn’t allow you to “turn off” the 24/7 needs of others, then you need to simplify those parts of your job that have not been allowing you to focus more on the human aspect of the job that you enjoy the most. So, where do you begin?

First, assess how much paper you currently use in your process. Aside from enjoying the freedom of being able to “go green,” is there a process or two that you can bring online? Can you relinquish some of the control and allow the managers and employees in your company to take ownership for some input and entry of process? You can do it! Did you know that there are tools available that are classified as “employee self-service” tools that enable you to streamline some of the more repetitive tasks in your role? For example, instead of calling the HR department with routine inquiries, your employees and managers can be more self-sufficient when they can access information, such as time off, current benefits, and current job details—anytime, anyplace over the Internet or company intranet. These tools can even empower you to dynamically and securely provide on-demand workforce data to executives, managers, and others; all of this can even be done without IT support.

Help yourself the way that you help your employees, managers, and others day in and day out. Check out www.sagehrms.com or call 866-271-6050. Allow Sage to show you really how much can be taken off your plate so you can get the much needed balance back into your life.

 

How was I supposed to know there was a tool out there to help me? The joke was on me.

23 Oct

When Nothing Really is SomethingLet me share another story with you. Once upon a time, I was responsible for handling the entire open enrollment process (while I was the HR person at a previous employer). Really, I was. If you actually know what you are doing (or at least think you have a good handle on the majority of it), are great at process-oriented tasks, pay strict attention to detail, and have the right resources allocated to you to get the job done, it’s a total walk in the park. This sounds easy enough to anyone you tell about how you handle your open enrollment, right? Are you laughing now? Sure you are. I’m laughing too. We all know there a lot of moving parts to this process and so much can go wrong during it but, as we all know, at the end of the process; there is no getting around those open enrollment election forms submitted by the employee. Of course, more process or more employees, means more paper.

You gather and collect your final open enrollment election forms, maybe even keep track of them on a spreadsheet, send it to your benefits broker or insurance carrier, and it’s all a done deal, and everyone has all the benefits they need, right? I’m laughing again; are you? A mistake on a form here; a change from an employee there, wait, was there a form that should have been included but now isn’t? Sure there is. Wait, what happened? Yikes! Does this sound familiar? How manual is your process? Take it from me, mine was a very manual process but, what did I know? Then, there is that aha moment where find out that there are actually tools that can take you away from these manual processes and slide you easily into a streamlined time-saving process that also saves you money. Okay, I found out there is such a process, but way after the fact. I found out so much after the fact that I don’t even handle HR at my current company but now feel compelled to save you time while you may be still struggling to find a better way to handle your open enrollment process.

Sage has two products that can take a lot of the hassle out of your open enrollment process. Sage Benefits Enrollment and Sage Benefits Messenger can totally change the way you feel about handling your open enrollment process. Take the first step and view these two on demand webcasts. You’ll see for yourself how these products can significantly reduce the time you spend dealing with your open enrollment process. And, to give you a personalized frame of reference on this, the voice that narrates these on demand webcasts is mine.

Been there, done that!

22 Oct

Woman Working From HomeI’ll never forget the day I started with my new company (several years ago). My first project was to canvass for new external talent, track candidate skills, coordinate interviews and then onboard the new hires. Sounds easy enough, doesn’t it? It was for a while. Until my job role quickly expanded into other areas of HR, we started hiring like crazy and as we grew in size, I now needed to formulate processes to support the varying federal and state legislation (based on our new company size). Time out! I knew using a spreadsheet to keep track of everything wasn’t going to cut it any longer. Instead of waiting, I decided to dive right into looking for a HR and recruiting solution that would support the company’s growth, fulfill legislative obligations and keep my sanity in check! I knew I needed to do it quickly but at the same time, didn’t want to act hastily. Since I’ve had the opportunity to use many solutions prior to this role, I knew where I needed to look. Hence, my reason for writing this blog piece.Let me save those of you who either are new to the role or the HR/payroll profession or have not had the opportunity to use any automated HR/payroll systems in your past. There are a couple of products that I can specifically recommend to you to help automate your processes. If you are looking to wean yourself off of using spreadsheets to keep track of candidates and/or processes and you use multiple formulas to calculate and report on things, look into Sage HRMS and Sage HRMS Cyber Recruiter. Right away, these products will help you solve these issues (as well as a myriad of others).

Oh, yeah, getting back to my story. Remember, I was telling you about that first project I was tasked with doing in my new job several years ago? The one where I was canvassing for new external talent, tracking their skills, coordinating all interviews, and then onboarding them as they were hired using a spreadsheet: that story. Well, unfortunately, my computer crashed, and I lost everything I had worked on that first month into my new job. Words can’t accurately describe how I felt at that exact point in time. Let’s just say, it wasn’t a pleasant experience at all!

Don’t wait for something like that to happen to you; visit www.sagehrms.com or call 866-271-6050 and have them show you how they can make your life easier, automate your processes, and keep everything centralized so you can create reports without using formulas and linking spreadsheets.

Need a big reason to get a time and attendance system in place? Read on . . .

13 Oct

The Mistakes of Dealing With MistakesOn 10/8/14, the U.S. Supreme Court heard oral arguments on a case that involved time that may or may not be compensable under the Fair Labor Standards Act (FLSA). In this case, the Supreme Court reviewed a decision in which the Ninth Circuit court ruled that employers, under the Fair Labor Standards Act (FLSA) and Portal-to-Portal Act, must compensate employees for the time spent in security screenings at the end of their shifts.

I won’t get into all of the details of the case, but this case proves that it is evident. Compliance with the FLSA continues to remain a top challenge for HR/payroll professionals. In a recent article, the Society for Human Resources (SHRM) reported that inquiries related to the FLSA exceed those of all other federal employment statues other than the Family and Medical Leave Act (FMLA). Until some of the rules of these acts are rewritten to make them clearer and easier to understand for everyone who has a stake in the process, it would be in any employer’s best interest to institute an automated time and attendance solution to properly capture and report time.

A time and attendance system allows you to collect, analyze, and take immediate control of your employees’ attendance and labor data. They are invaluable for ensuring compliance with labor regulations regarding proof of attendance. Plus, there are auditing functions contained within them to guarantee accuracy and compliance for payroll information.

While the outcome of this case is still pending, securing a great time and attendance system, instituting best practices, and keeping an eye on pending legislation should be at the top of every HR and payroll professional’s list.

Check out www.sagehrms.com today to gain control over time and labor data.

 

Does anyone really care about performance evaluations?

30 Sep

Avoid a Dysfunctional Performance ReviewWhy do manager’s consistently tell human resources that they dread writing and delivering performance evaluations? This is a question that human resource professionals struggle with every time they hear it. Most studies conducted by professional human resource organizations have proven that companies that provide regular feedback to their employees have higher retention rates and see greater improvement in overall performance than those that rely on annual evaluations. So, why do human resource professionals consistently need to prove this fact to their management teams? Why  are managers so fearful?

Perhaps it’s what occurs during the annual performance evaluation meeting with the employee? Let’s look at a typical scenario. The manager delivers the annual feedback; the employee is “surprised” because he or she hasn’t heard any of that feedback all year long and now the employee “challenges” their manager on the evaluation claiming his or her evaluation isn’t “fair.” Aha, there’s the dreaded confrontation associated with the review. Here it is. Face-to-face confrontation. Why would the manager fear this confrontation? Perhaps, it’s the fact that manager is suddenly put into a defensive position? Could it be that the manager failed to provide regular feedback to the employee throughout the year and has no choice but to deal with it now? Is that fair? How would that manager feel if this was done to her? Maybe this has happened to the manager before, and now the manager believes it’s perfectly acceptable to do the same thing to her direct reports? Maybe it’s a new manager who believes he knows what he is doing, but really doesn’t have a clue? Did ego come into play at all? There could be a lot of reasons.

In any case, employees need guidance. They need regular feedback. Whether that feedback is positive or negative, employees need and want to hear it. The manager needs to “manage” and learn to deal with it. How do managers expect to receive positive behavior from their employees without any reinforcement from the manager on the feedback of their behavior? How does an employee know what is expected of him or whether or not he needs to improve upon a certain behavior if he has not been given any direction throughout the year? You can clearly see how these disconnects occur.

Aside from the myriad of legal issues that often arise from continued performance feedback “avoidance,” its helpful (and necessary) for managers to educate themselves on how to deliver feedback. A lot of this is common sense. So, why do many managers feel it’s the responsibility of human resources to educate them on why employee performance feedback is so important? Why do managers tell human resource professionals, “I haven’t received any training on it so I didn’t know I should be doing it”? Why do managers feel they do not have accountability for this aspect of their management function? Like any other skill, performance feedback training needs to be cultivated. Since each and every person and situation is different, it’s impossible for the human resource professional to facilitate definitive training needed to cover every situation. It’s up to human resources to guide and counsel their management teams. What that means is that human resources should be relied upon to guide and counsel management on decisions that affect their people and the overall business. Unless it is a first-time manager, human resources can help to provide the education needed to get the manager up to speed and on the right path. There must be accountability on management’s part to take ownership of their direct reports by providing regular feedback to them, then seek human resource guidance and counsel on issues where the desired outcome of an employee’s performance has not or cannot be achieved through the development plans that the manager has set forth for the employee to follow to get that performance back on track.

Visit www.sagehrms.com to see all of the available solutions to help you manage the total employment lifecycle process.

Stop Talking and Listen For a Change

13 Jan

Positive and Constructive CriticismWhat do you look for in a good candidate?  That’s the magic question.  There is an easy answer.  It’s the candidate who is the best qualified candidate to do the job, right?  Well, yes in that respect but, there are other factors to consider.  Aside from the legal-type considerations, and believe me there are plenty, there is something called behavioral interviewing that you should really consider.

So, what is behavioral interviewing?  Long story short, it’s getting the candidate to talk about their previous (work related) experiences and describe past projects, success stories, failures, reflections and how they may have handled their failures differently with a more favorable outcome.  What does all this mean to the interviewer?  It means you need to SHUSHHHHHHH…listen to the candidate talk.  One of the most interesting things that occur during interviews is that the interviewers talk more than the candidates do.

Stop for a minute and think back to every job you’ve ever interviewed for.  How many times has that happened to you?  My guess is that it’s happened a lot of time throughout your career.  Why does this phenomenon occur?  Well, the easy answer is that most people don’t like long gaps of silence. It falls outside of their conversational comfort zone.  They like to “fill up” the dead air space.  Additionally, listening is not the same as hearing.  You can hear a lot of things but, are you really listening?  Have you really honed the skill of being able to filter out all external stimuli thus being able to focus on only one thing solely?  Most people would probably not admit to being able to do that though.  Let’s face it, we are told continuously by our teachers, peers, mentors and supervisors that being able to multi-task adds great value to our job and works well for meeting overall objectives.  In the interview though, not only could your multi-tasking be mis-interpreted by the candidate as being rude (for example looking at your email, sending a quick text or answering a call), you are also missing out on actually listening to the candidate talk about their experiences.

Bottom line, ask your question.  Hopefully, its open ended and behavioral based.  Then, listen to the candidate’s response.  Process their response, and then ask another probing question to their response.  Do this until you are satisfied that you have a good feel for the fit in matching the candidate’s professional experiences to your company’s mission and where you want that candidate to add the most value for you.

After all, you want to feel extremely comfortable that you know this person will grow to be your star top performer!

How Far Do You Reach in Your Outreach Programs?

6 Jan

Have you ever heard someone say, “It’s all cannon-150x150about the journey, not the destination”?  Sure you have.

If you’ve never heard the term “outreach program”, it’s all about seeking to hire qualified women, minorities and veterans into your open positions.  Mostly, government contractors and others doing business with the Federal Government are required to create Affirmative Action Plans as part of their ongoing recruitment efforts.  As part of those plans, there are some components that deal with outreach.  As part of their compliance efforts, that’s how some companies try to fill positions with qualified candidates from specific sectors within the labor market.  So, how does that saying fit into a company’s outreach program?  It’s all about setting out to do what you say you are going to do with respect to informing segmented groups about your company and “reaching out” to them with your job opportunities.  It’s as simple as that.  If you create and follow a comprehensive plan or program that branches out to these specific sectors and you aren’t successful (through no fault of your own) on attaining your goals it may go a long way in assisting you during an audit by demonstrating to the auditor that you put forth your best effort in trying or at the very least, demonstrate how far you were willing to “reach out” to the various groups in your program.  But, how far do you reach?  That’s what’s up for debate currently in the legislation.

If you earnestly go about creating a solid outreach plan, attend diversity job fairs, volunteer to speak at various diversity group meetings and/or training sessions, partner with your local department of labor office and take the time to meet the reps at your local veteran’s office, you should be on track to a great plan.

For more information on how you can track your progress in support of your goals, check out www.sagehrms.com and see how the Sage HRMS system can generate the reports you need to get the job done!

Switch to our mobile site