Employers with PEOs Prepared for New Immigration Regulations

—PEOs Clarify Compliance Issues, Review Workplace Policies—

Employers could face a new wave of federal and state immigration laws once legislators reach agreement. Companies that work with professional employer organizations (PEOs) will be prepared for any new regulation that may emerge from the debate.

PEOs specialize in advising their business clients about how to practically comply with applicable state and federal employment regulations.  Small to mid-sized businesses cannot afford to ignore employment regulations, but they may not understand the ramifications until the government notifies them about a violation.  PEOs advise them about the regulations and how to comply.  That’s a powerful service that most businesses want and need.

The employment verification (I-9) process has special significance given the recent crackdown on illegal employment of unauthorized aliens by the Department of Homeland Security (DHS) and Immigration and Customs Enforcement (ICE).  The PEO verifies the employment eligibility and identity of all employees covered by its contract with a business.  The PEO assures that a Form I-9 has been completed for each employee and that I-9 records are properly maintained.

Business owners concerned about illegal workers want to work with PEOs to help ensure their records are clear, accurate and well maintained. They cannot afford a raid that could shut them down. 

PEOs also enable their business clients to cost-effectively outsource the management of human resources, employee benefits, payroll and workers’ compensation.  They provide the professional advice and proactive practices that improve a business’s compliance and create a better workplace.  While this support will not provide ironclad guarantees against errors and lawsuits, it will help to minimize the potential.

Solid human resources practices help a business minimize risk and create a positive working environment.   PEOs work with business owners to formulate and follow HR practices that comply with current laws on hiring, firing and disciplining employees. For example, a PEO can provide guidance with respect to structuring compensation so that it adheres to the state and federal wage and hour laws.  The PEO can also provide guidance on the rules and practices surrounding criminal and credit background checks, the Americans with Disabilities Act (ADA), the Age Discrimination in Employment Act, COBRA, ERISA, and the complex rules for 401(k) plans, such as the safe-harbor and nondiscrimination-testing provisions.

For more information on StaffScapes, go to www.staffscapes.com.  StaffScapes is a member of the National Association of Professional Employer Organizations (NAPEO). 

California Employment Training Panel (ETP) recognizes the value a PEO brings to small business and is reviewing policy on funding ETP programs with PEO’s and there clients under a c0-employment relationship.The Employment Training Panel is considering funding employers that contract with a Professional Employer Organization (PEO) to perform employment-related services. Following a presentation by members of the PEO community at its January meeting, the Panel recognized that it is increasingly common for small and mid-sized employers to retain PEOs for payroll, Human Resources, and other administrative services.

The PEO representatives explained to the Panel that the contracts between employers and PEOs identify shared risks and responsibilities, and create a legally valid “co-employment” recognized by the courts. In general, PEOs charge services fees, but the client companies still make the hiring decisions and set out the salary and benefits for each employee. PEO services may range from processing personnel documents to negotiating for insurance coverage options. The PEO handles paperwork, while client companies are still in charge of the day-to-day business operations.

The Panel also heard from Christine Cobb, Director of Development at Sparkhill, LLC, in written comments. Sparkhill is a small production company within the entertainment industry, and contracts for payroll and related administrative services with a PEO. In the past, Sparkhill was considered ineligible to participate in ETP-funded training under a Multiple Employer Contract, due to questions about eligibility stemming from its co-employment relationship. In a letter to the Panel, Ms. Cobb stated that “although we contract out our payroll services, we are still paying payroll and other taxes to the state and should be able to take advantage of ETP as a result . . .”

Speaking to this issue, Chairman Barry Broad observed that “employers using the administrative services of a PEO should not be prohibited on that basis alone from applying for ETP funding.” He asked ETP staff to prepare guidelines for Panel’s consideration in March. The guidelines will address employer eligibility and performance standards for a pilot program to fund training in this area. The guidelines will clearly distinguish the co-employment model from temporary agency employment.

The Panel has no plans to revise its long-standing policy against contracting with temporary agencies for training employees of client companies due to concerns about job security, wage progression, and other employment issues

See Also

• ETP News Link
  ETP Funding of PEO’s

We are often asked to link Human Resources best practices with outcomes for your business. Here are what studies have found these practices result in:

• Companies using more high performance employee management practices have 22% better sales growth than low use firms

• Companies using more high performance employee management practices have 23% better profit growth than low use firms

• Companies using more high performance employee management practices have 67% lower employee turnover than low use firms.

• Businesses can increase value by up to 47% by using effective HR practices.

• The cost to replace an employee ranges from 50% to 200% of that employee’s salary.

Sources: Pfau and Kay, The Human Capital Edge, 2002 and Cornell University—  Research Report #4, 2005.

So the next time someone asks you why you are concerned about human resources best practices, tell them it is the secret to your success!

Making a case for a Professional Employer Organization – PEO

It is difficult to change from “the way things have been done.” Here are a few good reasons why it makes sense to talk to a PEO about partnering with, or creating strategies to use a PEO.

Consolidation – Reduce the amount of employment related vendors you use, and use only one, the PEO.

Greater Collaboration – More experience and expertise in human resources and employment issues than small businesses have on staff.

Better use of personnel- Let your staff concentrate on what they were hired for, and let the PEO focus on the employment headaches.

Stronger Compliance -  PEOs stay on top of the ever changing employment laws and regulations.

Document storage and maintence- employee file, I-9, HIPPA compliance

Added Value- Have the best systems and best people working for you to handle all employment needs

Disaster Protection – Off site storage and processing of employment related matters.

Making a case for a Professional Employer Organization – PEO

It is difficult to change from “the way things have been done.” Here are a few good reasons why it makes sense to talk to a PEO about partnering with, or creating strategies to use a PEO.

Consolidation – Reduce the amount of employment related vendors you use, and use only one, the PEO.

Greater Collaboration – More experience and expertise in human resources and employment issues than small businesses have on staff.

Better use of personnel- Let your staff concentrate on what they were hired for, and let the PEO focus on the employment headaches.

Stronger Compliance -  PEOs stay on top of the ever changing employment laws and regulations.

Document storage and maintence- employee file, I-9, HIPPA compliance

Added Value- Have the best systems and best people working for you to handle all employment needs

Disaster Protection – Off site storage and processing of employment related matters.

Controlling cost and optimizing resources with a PEO.

Is your business generating a small profit? Are human resources and benefits eating away at that profit? Insurance benefits are the one area that is increasing the most over the past few years.  Professional Employer Organizations remove the burden of employment and help small companies get a handle on ever increasing employee benefits and government compliance. A commonly overlooked cost are is when employers hire or have to fire an employee.

In today’s market place employers need to have certain controls in place to help maintain profits. With more people available to work then in the past few years employers need to make smart hiring and firing decision.  A simple way to increase the probability that you are hiring a good employee is to do reference checks and pre employment drug screening. Recent court rulings have stated that employers may give out more information to prospective employers than in the past. A PEO like StaffScapes can assist in the hiring process making it easier for employers to find the best employee.

The second area that PEO’s can help employers is when it is time to fire an employee. We all hate firing an employee but at times it must be done. Be sure the employee is treated with respect by setting consistent expectations for all employees. Establish a separation policy. Properly mange the separation by having a trained person assist on the separation along with the employees imitate supervisor. Conduct a exit interview to try and gather information that may give your business directions on improvements that need to be made. Lastly promptly handle all post separation details to insure the employee receives his or her last check, is notified of any continuing insurance coverage available, and any workers compensation benefits due if any.  A PEO will be able to help in the correct steps involved in hiring and firing employees.

The link below provides employers with information about the unemployment process. If not familiar or if you need further assistance contact StaffScapes today at 303.466.7864.

StaffScapes a full service PEO serving Colorado and the Rocky Mountain region.

See Also

• Unemployment Claims
  UI Claims process

Business owners more than ever are selecting PEO’s to allow them to better focus their energy on income generating activities.

Business owners want to focus their time and energy on the “business of their business” and not on the “business of employment.” As businesses grow, most owners do not have the necessary human resource training; payroll and accounting skills, the knowledge of regulatory compliance, or the backgrounds in risk management, insurance and employee benefit programs to meet the demands of being an employer. PEOs give small-group markets access to many benefits and employment amenities they would not have otherwise.

Five tips for both the employer and employee. Part two Employee

No one that I know of is comfortable with the thought of preparing for a staff reduction.  Both employers and employees are often placed into unchartered waters.  Everyone has questions and finding or knowing the answers often seems as easy as walking through quicksand.  I have a unique perspective as I have personally been on the receiving end of the “thank you for your dedication and oh sorry, you don’t get the five year service award company water bottle” and the “economic times are forcing us to reduce staff, now what do we do?” sides of the current and difficult times we are facing today.  So, to help navigate, here are a few suggestions:

For the Employee

1. Acknowledge that everyone is subject to being chosen as one of the “non-essential” personnel no matter how talented you are or how long you have worked for your employer.  Don’t fall victim to believing you won’t be affected.  Even if you survive the reduction, you and your colleagues will still experience fear, stress and increased work loads due to the forced actions.
2. Prepare in advance.  Do an audit on your personal life and create a budget if you don’t already have one.  Review your expenses and determine what you might be able to cut back on and put that money away now. Remember when Mom said to “save for a rainy day?”  I hate it when I realize Mom was right!  But honestly, putting away 3-6 months of expenses makes the difference between stressing out and freaking out!  No matter what your income, saving even a little will help.  And if you are not affected by the economic downturn, you will have a nice little savings that you wouldn’t have otherwise achieved.
3. Evaluate your options.  If you do become one of the growing statistics and are laid off, take a deep breath.  Next, take a little time to think about what you like to do, what you want to do and what you need to meet your lifestyle goals.  I guarantee that you will experience a flood of emotions and they will occur at various times through the process—even when you don’t expect them.  But, stay the course and adversity will eventually become opportunity and in time you will look back at the journey and realize that it may just be the best time of your life!
4. Have a plan.  Put together a job search map to help you get from point A to point B.   Network with friends, family and contacts.  At first you might not want to tell people what has happened because of embarrassment.  Speaking from personal experience, being a part of a lay-off is nothing to feel embarrassed about.  It happens to the best of us and it is unfortunately a common thing right now.  Some of the most talented people I know have been released of their duties.  Utilize unemployment services such as training seminars and job postings. Post your resume on job boards and target companies that you want to contribute your talents to.  Spend dedicated time daily to your search and customize each application to what the employer is seeking.  In essence, show them how you will help fill their need and provide concrete examples from past performance.
5. Enjoy & have fun.  What?  How can you enjoy and have fun when everything is falling apart?  I understand this reaction and understand it very well.  It isn’t easy to experience the after affects of the storm.  Things like fearing or experiencing  bankruptcy or foreclosure, wondering how you are going to keep the lights on or if you can afford to feed your children are all a part of dealing with job loss.  However, to deal with these stressors, you have to find a way to balance the negative with the positive.  Use some of the extra time you now have to do the things you have wanted to do but didn’t have time to do.  Now is the time to get in touch with who you are or who you want to be.  Complete that soul searching and find your vocation and not just a job.  Get back in shape and enjoy the natural beauty around you while working out.  Visit your local library and let your favorite author take you away to a time and place that is stress free.  Learn that new hobby or consider taking classes to update your skills or change your career entirely.  Complete those home projects that have been on your “to do” list for years.  View this time as a gift.  It’s hard to think of loosing your job as a gift, but sometimes, what we don’t ask for ends up being exactly what we need!

If navigating your way through challenging Human Resources issues has you perplexed or you want to free up time to focus on you business, call StaffScapes for your FREE Human Resources audit and see how we can help you.  800-551-7607.

By:  Eugena Bellamy, StaffScapes

It’s everywhere.  Every day you probably follow a group, friend someone you haven’t talked to in 15 years, tweet that your newest video is posted on You Tube TM and make sure that you are LinkedIn TM.  Keeping up with Social Media is a part-time job of its own.  It’s fun, it promotes you and what you are doing and it can keep you in touch with those in your life.  However, setting aside all of the positive aspects of Social Networking, as a business owner you must consider how this impacts you and your bottom line. 

Almost all employees have their own dedicated computer or access to a computer while on the job.  This makes it very easy to have access to the web and its opportunity for “surfing” when time should be devoted to work.  Surfing the internet while on a break or during a lunch hour is acceptable for some companies and can have positive effects on productivity.  Where it crosses the line is when an employee devotes more than their allotted break time to their social media status updates.  If you are paying your employees for time spent in non work related tasks, you are loosing revenue.  You don’t have to invest in surveillance equipment or micro-manage your employees.  But, what you should do is have a policy in place that clearly defines acceptable usage of company owned equipment and make sure that each employee clearly understands the consequences of unauthorized usage.  Should you need to reprimand an employee or terminate their employment, having a policy in place will pave the way to ensuring your decisions are supported by the Department of Labor. 

For more information on establishing company policies, contact StaffScapes at 303-466-7864 or info@staffscapes.com.

I turned on the news last night and watched as picture after picture was displayed showing the aftermath of the violent storms and devastating tornados that made their way across Oklahoma.  It happens every year across our great nation.  Buildings are destroyed, people are killed, and families go from enjoying an evening meal together to figuring out where they will sleep after their homes have been demolished.  Having been through several severe storms myself including the tornado that hit Windsor, CO in May, 2008, I am reminded that it is important to have a plan in place to deal with natural disasters when they occur.  As a business, it is your responsibility to provide a safe environment for your employees at your location.  You can’t prevent a natural disaster, but your can prepare for how to respond when the need arises.  Here are 3 Keys to help you get started:

1.  Have a written emergency evacuation procedure that includes floor plans and indicate exit locations and fire extinguishers.  Communicate these procedures with your staff

2.  Have an emergency kit stocked and accessible in each building of your business.  Include in this kit, contact phone numbers for medical treatment facilities in your area

3.  Have a designated location for all staff members to report to immediately after an emergency is declared.  Keep a staff roster with emergency contact information in an easily accessible location and account for all individuals by roll call to ensure safety and well-being of all employees

For more tips and information on preparing for an emergency, please contact us at 303-466-7864 or Eugena.Bellamy@StaffScapes.com for a complimentary copy of our whitepaper on developing your Emergency Response Plan.

Apple™ promotes its new Apple iPad™ as the “best way to experience the web, e-mail, photos and video.  Hands Down.”  We agree.  We also think that StaffScapes is the “best way to handle your human resources needs.  Period.”  Hundreds of people count on us weekly to be their “partners to answer questions regarding Human Resources, employee relations, process payroll, assist with workers’ compensation and unemployment claims and much more”, said Jim Thibodeau, President of StaffScapes, Inc. 

From today through Labor Day, StaffScapes will be providing one Apple iPad™ to any person or company that refers a qualifying* new client and who begins services by September 6, 2010.  This promotion is open to any client, employee, friend, relative or business associate of StaffScapes, Inc. Some restrictions apply.  For rules and regulations, please contact StaffScapes, Inc.  303-466-7864 or info@StaffScapes.com.

*see rules and regulations for qualified requirements.

Let’s face it, litigation is a fact we all have to deal with.  And, if you are a business owner, chances are even greater that at some point in your career you will be directly impacted.  Lora Manternach, Benefits Administrator for StaffScapes, Inc. recently attended a legal updates seminar presented by Fisher & Phillips, LLP.  Here’s a few key statistics that they shared that you need to know:
 
1.    Lawsuits are up almost 400% over the past 20 years
2.    Most common target for lawsuits is private employers with 5-100 employees
3.    In federal court, 67% of all awards exceed $100,000 with the average compensatory damages awarded at almost $500,000

One large area of litigation centers around EEOC (Equal Employment Opportunity Commission) claims.  As expected, filings have increased and in fact set a record high of 95,402 in 2008.  This marked a 15.2 % increase from the year before.  The response is that the EEOC has become more aggressive aided by a $23 million dollar budget increase.  After hiring an additional 300 employees, the EEOC has collected $274 million, filed 290 “merit” lawsuits, focused additional attention to class actions and systemic violations and worked to change enforcement policies.

What’s the best way to mitigate potential claims?  We recommend establishing policies and procedures and/or making sure current handbooks are up to date.  Keeping consistent is key in how you deal with daily operational situations.  For further assistance, please contact StaffScapes, Inc. at 303-466-7864 or info@StaffScapes.com.

You probably walk by it everyday.  That wall in the break room that is covered with posters.  Posters that you probably never look at.  Posters that may not have been updated since parachute pants were popular.  Many businesses do not know what is required of them and many do not know the degree of fines that could be leveled upon them if they are not compliant. 

Did you know that posters must be visible in a common area where employees will visit frequently?  For example, the break room or by the time clock.  If your business has multiple locations or operates on several floors, each requires their own set of posters to be easily viewed and accessible.  Where applicants apply for employment, the FMLA (Family Medical Leave Act),  EEO (Equal Employment Opportunity), and EPPA (Employee Polygraph Protection Act) posters are required to be posted as well.

What about other languages in addition to English?  Posters are not required to be in another language unless your business employs a non-English speaking workforce.

What are some of the fines for not having or not updating required posters and not adhereing to their policies?

*Fines from $100 to $70,000 depending on the infraction.
*Not posting the OSHA Job Safety & Health poster can get you a fine of up to $70,000.
*Federal FMLA non-compliance gets you a fine of $100 per offense.
*Violations of the Fair Labor Standards Act, (Minimum Wage) are up to $10,000 per violation. 
*Violations of the Employee Polygraph Protection Act could result in you having to appear in court and pay a penalty of up to $10,000 per violation.

Can you afford to not be compliant?  Here at StaffScapes, one of the benefits that we provide our clients include a packet of all required posters as well as updates mailed as soon as new laws are passed that dictate changes.  You know, the changes you planned to make but never did.  Now, with StaffScapes, you don’t have to worry about it.

For an updated list of all required posters, including the FLSA (Fair Labor Standards Act), FMLA (Employee Rights and Responsibilities under the Family and Medical Leave Act) and the EEO (Equal Employment Opportunity is the Law), please view the following links for Federal and State of Colorado Requirements.

For further assistance or more information, please contact StaffScapes, Inc. at 303-466-7864 or info@StaffScapes.com.

Summer is here!  With no papers to write or tests to take, many high school and college students are hanging out at the pool enjoying their much anticipated time off.  But many others are looking to earn some extra money and a chance to improve their skills.  For many employers, this is a great opportunity to get caught up on tasks without the need to hire an employee long-term.  Due to the planned length of employment and the demographic involved, some employers easily confuse these jobs believing that the on the job training students receive qualifies as an internship and may offer the position as unpaid.  The Fair Labor Standards Act (FLSA) has specific requirements you need to know when evaluating the type of position you have available.  To qualify for an unpaid internship, the following criteria must be met according to the Department of Labor:

1.    The internship must be similar to the training the student would receive in an educational environment.
2.    The experience will benefit the intern.
3.    The intern does not take the place of another employee and is supervised by existing staff.
4.    The employer receives no immediate advantage from employing the intern and may in fact have their operations interrupted due to the training involved. Typically, more supervision and training is required for the intern compared to other employees. 
5.    The intern is not guaranteed a job at the end of the internship period.
6.    The employer and the intern understand that the intern is not eligible for wages for the time spent in the internship.

If all of the above criteria are not met, chances are the position would be viewed as an employment relationship and would be subject to wage and hour laws.  For more information, please review this Fact Sheet.

For further assistance or more information, please contact StaffScapes, Inc. at 303-466-7864 or info@StaffScapes.com

Cell phones are a way of life.  We update our Facebook accounts, check e-mail, find a restaurant, text our significant others and even occasionally talk to someone.  But increasingly, cell phones are becoming a vehicle for what is being labeled as “textual harassment” or harassment via text messages.  It’s easy to discount, thinking that this is a simple issue and one that won’t ever affect you, but “textual harassment” is becoming a problem for all age groups and it is an issue that employers must deal with.

Employees today are using their cell phones as new weapons for sending threatening and abusive messages to co-workers.  They are spreading non truths about others including their supervisors and/or the companies they work for.  They are sexually harassing colleagues and employees alike and even bullying co-workers.  Considering all of this, it is important for employers to have clear policies in their handbooks that detail what is and is not acceptable when it comes to texting.  This form of harassment can also apply to social media posting. When drafting your policies, consider the usage of not only personal cell phones but also privacy issues related to company paid for and company reimbursed cell phones as well. Once your policies are in place, you should establish training for staff members that explains your position and outlines procedures for complaints to management.  Dealing with reports immediately, documenting the complaint, investigating the claim and evaluating the evidence for potential corrective action will go a long way in defending you and your company should the EEOC get involved. 

StaffScapes is experienced in dealing with claims of textual harassment and works with its clients to have clear policies established.  For more information or assistance for your company, please call StaffScapes at 303-466-7864.

Medical Marijuana has become a popular topic of discussion, especially in the work place. Employers are being forced to take a closer look at their drug policies and make decisions on how this could impact their policies.  Some interesting statistics below found on the Colorado Medical Marijuana Registry website.

• 33,614 new patient applications have been received to date since the registry began operating in June 2001. Twenty-seven (27) applications have been denied, 23 cards have been revoked, 279 patients have died, and 2,366 cards have expired, bringing the total number of patients who currently possess valid Registry ID cards to 30,919.
• Seventy-four percent of approved applicants are male.
• The average age of all patients is 40. Currently thirteen patients are minors (under the age of 18).
• Patients on the Registry represent all the debilitating conditions covered under Amendment 20. Severe pain accounts for 91% of all reported conditions

Are some of these patients in your workforce?  Maybe it’s time to review and update your policies.  Contact StaffScapes for assistance with policy development, drug free workplace programs, handbooks, and other human resource needs.

AETNA announced this week that as of Friday, it would cease offering small group insurance plans in Colorado to companies with fifty employees or less.  According to a 9News story, a press release was issued in which Anjie Coplin, a spokesperson for Aetna said that the withdrawal from this market was based on several factors, including the inability to offer affordable plans. 

In addition to not offering new policies, the company will begin moving existing clients off of their plans.  This move is estimated to affect one thousand companies which will cause changes for an undisclosed number of families.  Reports indicate that other carriers may issue plan coverage to former Aetna policy holders. 

Are all unemployed candidates a risk to hire?  Were they laid off or fired solely for performance?  If they have been out of work for some time, does that mean that they are unqualified since no one has hired them yet?  These are valid questions, however, many applicants in today’s market are typically available longer and are still excellent candidates. 

So, how can you fairly evaluate candidates and eliminate the non-qualified and hire the top performers?  According to an article in Staffing Industry Review by Margaret Steen, Ms. Steen offers the following 10 questions to ask and/or consider during your interview to find the best unemployed candidate(s):

1. How does the candidate explain being out of work?
2. What is the candidate doing while unemployed?
3. In which round of layoffs was the person let go?
4. What does the candidate’s employment pattern show?
5. Where has the candidate worked in the past?
6. Was the candidate referred to you?
7. Does the candidate have the right skills?
8. Are there subtle red flags?
9. What do you learn from an extensive reference check?
10. What does the candidate’s body language tell you?

These points of discussion or observation should help you communicate with candidates to clearly determine the reasons for separation, skills and the probability for the potential new hire to not only contribute to your business but also have some longevity. 

Selling.  Whether you like it or not, each and every one of us must sell no matter what our position within the company is.  You may not be the company “closer”, in other words, the one to ask for the sale and complete the transaction, but you do sell.  Selling is nothing more than the Art of Influence and assisting people with their decisions.  We sell every time we answer the phone.  Don’t see how that is selling?  Think about the last time you called a business and the person on the phone lacked service with a smile, knowledge or organization.  Did they earn your business?  If you are scared by this little four letter word, try a little word play.  Change sales to help.  Is it easier for you to help a customer make a decision on the best product for their needs? 

Recently, our sales team attended a webinar presented by Clay Kelly, a leading expert in our field of Professional Employer Organizations.  He encouraged applying the following to our daily planning for a successful 2011.  We agreed and decided to share the tips with you too.

1. FOCUS!  Don’t let little distractions derail your production and ultimate success.

2. WORK HARD!  Push yourself to do just a little more every day and you will end the year with more calls, more appointments, more referrals and more business. 

3. TIME MANAGEMENT!  Schedule smart so you can make every hour productive.  Block off time for calls each week and don’t allow yourself to get distracted.

4. PLAN!  Plan your day, week, month and year.  Remember, those who don’t plan, plan to fail. 

5. PROSPECT INTELLIGENTLY!  Maximize your prospecting time.  At least 20% of your time should be devoted to this.  Get to know friends of contacts and their friends.  Be smart about your prospecting.  Research and plan ahead.

6. QUALIFY!  NEVER leave a meeting without setting the next meeting!  If the prospect cancels, push to get the meeting re-booked.  If they hesitate, flat out ask if there is a problem and if they are still interested or not. 

a. Qualify and get to the core issue…don’t drag it out.

b. If you leave 2 messages, on the 3rd, leave a message that says you don’t want to continue bothering them and this will be your last call.  Tell them that if you have mistakenly viewed their not being able to return calls as a no, please let you know.

7. GET INVOLVED!  Become an active part of groups that you enjoy.  Be it the Chamber, Church, local group etc.  Get on a committee and involve yourself in some leadership capacity.

8. ASK! Ask Better Questions! Remember that the majority of businesses do not go with the cheapest price. People buy from people whom they:
1)LIKE
2)TRUST
3)Who are CAPABLE of helping them

9. CONTROL! Do NOT leave anything for the prospect to complete!  It is your job to ask questions and have much of the paperwork completed in advance.  Know the decision time frame and process for every prospect you are following. 

10. SET EXPECTATIONS!  Educate your prospect on how you work and establish a timeline.

11. PREPARE FOR OBJECTIONS!  Have multiple responses for every objection.

12. Always ASK for the business!

Put these actions in to your plan this year and watch your success grow.  Do you have any other tips you would like to share?  If so, let us know!

To our success!

Did you know there is a new government program that will allow you to save for retirement?  The Retirement Savings Contributions Credit allows for up to a $1,000 credit for single individuals and $2,000 credit for married couples for contributions made to 401(k) or IRA programs during the 2010 tax year.  The plan is available for those workers who are 18 years of age or older and who meet the following income guidelines:

• Filers who are single or married filing separately, with adjusted gross income of $27,750 or less in 2010
• Filers who are the head of a household and have made less than $41,625 in 2010
• Filers who are married and filing a joint return and have a combined income of less than $55,500 in 2010

If you are eligible, here are some helpful tips for claiming your credit:

• If you use tax preparation software for your tax returns, you should use Form 1040A, Form 1040 or Form 1040NR. The credit is not available with Form 1040EZ.  Be sure to watch for and answer questions that refer to the saver’s credit, retirement savings contributions credit and/or credit for qualified retirement savings contributions.
• If you prepare your tax returns manually, you should complete Form 8880, Credit for Qualified Retirement Savings Contributions, to determine the credit rate and amount. Transfer the amount to the designated line on Form 1040A, Form 1040 or 1040NR.
• If you use the services of a professional tax preparer be sure to ask about the saver’s credit.

Additional online information can be found on the IRS website.