Employer-Employee Relations Paper
There are many different relationships Charles Schwab keeps with its workforce. Schwab uses every type of employee: temporary, contractor, and permanent (or "regular"). Within these types of employees exists different methods of payment, both exempt and non-exempt. This paper will examine the definition of each type of employee and pay then examine how Schwab handles the relationship with each. Charles Schwab is also an at-will employer and discloses this at the time of employment offer acceptance. The paper will end with a summary of how Schwab addresses this with employee relations.
Schwab's staffing is cyclical with market conditions. This cycle creates large demands for employment which will have a 3 to 6 month term of employment. This fluctuation causes Schwab to use temporary and contractor employees to fill in employee demand gaps. Schwab is currently trying to increase the "regular" staff, know at Schwab as permanent employees. This nomenclature of permanent is clearly defined as a permanent position and not employee in the employee handbook. Due to this use of all three different types of employees, Schwab must use different policies for each level of employment.
A permanent employee at Charles Schwab is defined as a full-time employee who is entitled to full benefits, pay, and legal status as a full-time employee. A regular employee is one who is regularly scheduled to work 40 hours or more per biweekly pay period and whose position is designated to be active for more than six (6) months. Prior to completing the initial six month probation period, regular employees are considered "at will" employees whose employment may be terminated at any time that does not violate public policy. Regular employees are retirement and benefits-eligible (I seek, 2006). Schwab gives all permanent employees a numerical job code. Any code above 50 represents a permanent employee who is eligible for all the benefits offered: health benefits, retirement benefits, and all government mandated benefits.
A temporary employee at Charles Schwab is regulated by a whole different policy. Schwab uses temp agencies to fill these needs as the needs tend to be large and approach quickly. This presents a unique approach to policy as it is a blend of basic Schwab policy and the Temp agencies work policy. This creates joint liability between the two companies, the staffing firm and Schwab (Bennett-Alexander, Hartman, 2007).
Selecting new employees in nonunion operations. (1996). Management Report for Nonunion Organizations (Wiley), 19(5), 5-6.
Found in the case study entitled, Promotion from Within at Citrus Glen, is a staffing process concern. The Citrus Glen Company, based in Florida, is a juice producer that supplies orange and grapefruit to food processors, grocery stores, convenience stores and restaurants in the United States. With rapid growth over the last few years, the HR vice president, Mandarine “Mandy” Pamplemousse, has been worried about how to staff the ever-expanding array of positions for Citrus Glen. Her concern is how to hire and promote enough individuals who are qualified for the needed positions. When Mandy is trying to staff internally, she uses a contractor based in Charlotte, NC called, Staffing Systems International (SSI). When positions become available that are appropriate to staff internally, she sends a group of candidates for the position to SSI to participate in the assessment center. The candidates are in the assessment process for three days. Mandy receives the results with recommendations, a few days after
Truck driving is a much needed career to help transport goods across the United States and other local areas. Commercial Truck Driving is the career I choose to uphold. Trucking is a way of transportation needed to keep business going. Trucking has been a part of my family for years so I fell in love with trucks now I won’t to drive my own. This career has a good background, career requirements, job positions, and a good reflection.
Commission for Labor Cooperation (2002) “ United States Labor Law.” Viewed online on 11/18/2004 at http://www.naalc.org/english/publications/labormain.htm
Arlan has two well-qualified candidates to choice from. His first choice Jane Roberts, has an ideal amount of supervisory experience, but is weaker in customer service and is opposed to working on Saturday and Sundays, a necessity for Arlan’s managers. Jane is also closer in salary and benefits to Arlan’s current managers. The second choice, Betts Cook, is superior in customer service skills and more agreeable to work the weekends, but Arlan has reservations over her lack of supervisory experience. Betts is also closer to the top of Arlan’s salary range for managers and has better benefits than he offers. Arlan must take into consideration the costs to the employee in accepting an offer with 3Cs (Heneman, Judge, & Kammeryer-Mueller, 2012). Arlan needs to determine the extent he is willing to negotiate, what components of compensation he will use in negotiating, and the job offer tactic he plans to use in extending an offer to his top candidate.
Doortodoor Sports Equipment Company retains a higher percentage of employees in their Sales Part-Time (SP) and Assistant Sales Manager (ASM) positions. The company retains 60% of their SPs and 80% of their ASMs. While the organization retains 70% of their Regional Sales Managers (RSM), they lose 30% in turnover. The retention rate for RSMs is high, but the total number of employees in this position within the company is lower than other job categories resulting in the highest turnover rates in the company. The job category with the total highest exit rate is the Sales Full-Time (SF) category. The employees retained in this category amount to 50%. Within this category however, 10% of the employees trans...
Bennett-Alexander, D.; Hartman, L (2012) Employment Law for Business 7th Edition. New York, NY. McGraw-Hill Companies Inc.
conditions. During this leave the employee's benefits, position, health benefits and pay are protected as
The use of contingent workers is on the rise. The U.S. Bureau of Labor Statistics defines contingent workers as anyone who "does not have an explicit or implicit contract for long-term employment" (Phillips & Gully, 2011 pg 51). This definition includes independent contractors, freelancers, consultants, and temporary workers who may or not work for an agency. In the past 50 years, temporary workers have been crucial to many businesses, and their role in business is growing. Companies must recognize potential problems and concerns brought about by employing temporary workers, and adjust their approach to staffing.
Svensson, S. & Wolven, L-E. (2010) Temporary agency workers and their psychological contracts, Employee Relations, 32(2), 184-199
Remuneration management is defined as the sum received for an employment or service delivered, this includes the money received on a monthly basis as well as benefits given as rewards (investopedia,para.1 ). Individualism need to be taken into account when implementing these remuneration structures or reward schemes, equal pay plays a role in balancing earnings among the diverse workforce (Shen, Chanda, D’Neetto and Monga,2009,p.241). The Woolworth’s Holdings uphold remuneration policies which have the purpose of making sure to attract and hold on to the best talent, that they are congruent with the strategies of the company and are the determinants of performance during the short and long phases. The policy considers the board members and the employees. This policy manages employees of the company by giving...
Another large debate in the issues and impacts of obesity is the responsibility of employer’s. Especially for those whose obesity comes from a sedentary lifestyle. Or perhaps need the preventative measures of keeping obesity at bay. A hot topic on the rise is whether or not employers should be mandated to give employees a work-out period in their schedule. The employers could offer employee’s incentives for utilizing resources (a company gym, discounted memberships, and dietician, walking a company track) and by using the resources keep costs low. Though initially it could be costly to take on the responsibility to offer extra incentives to employee’s it could offer long term potential savings. (Villareal, Apovian, Kushner, and Klein 2005) Those whose companies offer various programs and actively engage in them express more happiness, productivity, a greater quality of life, and overall better health. Better health allows for employee’s to serve their employers better. They use less sick pay, keep insurance premiums low, and are more likely to be in tune with their daily job. So while the initial cost may be high, the long term financial gain of a happy, healthy, productive team is hard not to invest in!
Tomax Corporation has 400 employees and wishes to develop a compensation policy to correspond to its dynamic business strategy. The company wishes to employ a high-quality workforce capable of responding to a competitive business environment. Suggest different compensation objectives to match Tomax’s business goals.
To excel in the workplace, the expectations of an employee include more than what they do physically. They also include the mental and social aspects, particularly if that employee is expected to work with a diverse set of individuals to complete certain tasks. After all, all types of people seek out employment and discrimination in the workplace is unacceptable since all people deserve a chance to work for a living. Each individual has the responsibility to not only be able to work with others, but to make working with each other a pleasant experience so as to make teamwork and communication easier.With all parts of a company working smoothly, the success of the overall company is assured.