Posts Tagged ‘PCS’

Free Seminars Hosted By Venture Bank

Friday, May 11th, 2012

Venture Bank LogoMay 20 – 26, 2012 is National Small Business Week.  Venture Bank is proud to be a supporter of small businesses in the Twin Cities, and in celebration will be hosting a series of free seminars on important business topics.  Sign-up for one or all!

Register for these free seminars here:
http://www.venturebankonline.com/smb2012

Breaking Into Exporting – May 9, 2012

Featuring: Matt Woodlee of the US Department of Commerce and
Carlos Sosa of the US Small Business Administration

With the federal government having embarked on the National Export Initiative with the goal to double exports by the end of 2014, there are vast amounts of resources and opportunities for businesses to expand internationally… Learn More

Legal Implications of Social Media – May 17, 2012

Featuring: Erin Swanson of Swanson Law

Do you currently use, or have you considered using social media such as Facebook, Twitter and LinkedIn for your business? With the big buzz around social media, it’s important to be aware of the legal issues that exist for businesses when using social media to market their companies and screen potential job applicants.
Learn More

 

Consultant Panel – May 22, 2012

Featuring: Nathan Austin of MyTech Partners,
Rochelle Shirk of Savvy Planning,
Patrick Strother of Strother Communications, and
Ben Marks of Marks Group

Are you considering hiring a consultant to assist with some aspect of your business? How do you know that you really need that consultant? And, what does hiring them really entail? Many businesses find themselves asking these same questions. Learn More 

 

Succession Planning – May 30, 2012

Featuring: Al Boyden of Boyden Consulting and
Jon Schindel of Seiler & Schindel PLLC

Succession planning and emergency preparedness planning is imperative for business owners. Many businesses fail because they were forced to be reactive to a sudden disaster, so it is important to be proactive and have plans in place for all business risks. Learn More 

Legal Disclaimer: This article is intended for informational purposes only and by no means should replace or substitute other legal documents (governmental or non-governmental) reflecting similar content or advice. If you have any questions concerning your situation or the information provided, please consult with an attorney, CPA or HR Professional.

Do you have Your Employees’ Respect?

Monday, April 30th, 2012

Employee Respectby Caron Beesley, SBA.GOV

Ever feel that your employees don’t respect you?  You may think: “So what!” But that would be a mistake.

The trouble is that when an employee starts to lose respect, your authority and control can quickly be undermined. Even if you are not aware of a problem employee, the effect can be toxic. Productivity levels drop, accountability diminishes, and the problem behavior can spread to others.

Why Do Employees Lose Respect for Their Employers?

Accepting that your employees may not respect you isn’t easy. There can be many reasons for it, some of which come down to you and some may not.  For example, an employee may harbor a grudge after being passed over for a promotion or receiving a poor performance review. Or – and here’s a bitter pill to swallow – maybe your management style doesn’t command respect.

But I thought I Was a Good Manager?

You don’t have to be an ogre to lose your employees’ respect. Failing to see the signs of stressed employees, having personal favorites, or ignoring the fact that an employee desperately needs training are all actions that can potentially alienate an employee. And, if alienated for too long, employees might just decide you are not worth their respect anymore. This is when problems arise.

What are the Signs of a Problem?

If your employees repeatedly slack off, talk back, or fail to complete tasks on time, then you have a problem. Of course, there may be underlying reasons for their behavior, but the very fact that they believe they can get away with these attitudes might also indicate that you have lost their respect.

Consider this example:

As a relatively new manager, I supervised a young person who began turning up late for work or not at all.  She also wasted time gossiping with team members and missed deadlines. After tolerating repeated excuses for this behavior, it quickly became clear that she’d become comfortable that she was “getting away with it” and had lost all respect for me as a manager.

Once HR had agreed to intervene, we approached the situation thinking that the problem lay squarely at her door.

However, when confronted in a disciplinary meeting, it became clear that my management style played a role in encouraging her behavior. She explained that she was overwhelmed with the workload and that she wasn’t used to my delegation style. Now, this may not sound a good enough reason to skip work and lose respect for your manager, but because my actions caused her stress she became isolated. Even worse, because I allowed her to “get away with” the negative behavior for too long, she perceived me as weak and lost all respect for me.

How to Earn or Win Back Respect

Winning back the respect of an employee like the one just described isn’t easy. In my case, no amount of coaching or adjustment in management style worked and unfortunately a company decision was made to let the employee go. The employee simply wasn’t the right fit or prepared to reinvest herself in the business. Likewise, it was a lesson learned for me about seeing the signs and intervening sooner rather than later.

But there are things you can do to develop, maintain, and even recover the respect of your employees without resorting to disciplinary measures.

Consider the following:

  • Acknowledge the Problem – Use one-on-one or group meetings to make it known that you see the problems and are willing to make adjustments. Be open and prepared for hard discussions and invite feedback. It may be hard to hear, but it shows you are listening.
  • Gauge the Extent of the Problem – Your first step is acknowledging there’s an issue. If you have trusted employees or a mentor, engage their confidence to assess how bad the situation is and what they think you can do to turn things around.
  • Have a Plan – Present your employee(s) with a plan for how things are going to change. This means laying ground rules, both for you and for them. Consider what you can do to earn more respect. Most important of all – show respect to earn respect! Give your employees more frequent face time, empower them through delegation of key tasks, and so on.
  • Make your Expectations Clear – Explain clearly what you expect in return and that continued disrespect and poor performance will have disciplinary consequences.
  • Follow-Through – Give it time; there are no quick fixes. Have regular reviews with employees and your managers to gauge progress (on both sides).

Legal Disclaimer: This article is intended for informational purposes only and by no means should replace or substitute other legal documents (governmental or non-governmental) reflecting similar content or advice. If you have any questions concerning your situation or the information provided, please consult with an attorney, CPA or HR Professional.

7 Tips for Controlling and Preventing Employee Absenteeism

Monday, April 30th, 2012

Employee Absenteeismby Caron Beesley, SBA.GOV

Absenteeism in the workplace is a problem all managers encounter, and although absences are often due to legitimate reasons, they can get out of control if they’re not managed carefully.

Persistent unexcused absenteeism, particularly when it involves just a few individuals, not only lowers productivity and increases everyone else’s workload, but it can precipitate a sour atmosphere in the workplace.  It’s something that needs to nipped in the bud.

Statistics vary on the monetary impact of absenteeism, but the U.S. Bureau of Labor Statistics says it tends to be highest among service occupations, such as healthcare, food service, cleaning, and so forth, and administrative staff.

Absences occur for many reasons – burnout, stress, low morale, job hunting, etc. – and need to be addressed quickly. The following tips may help:

1. Is the Absence for Genuine Reasons?

Ever wondered if there was a good reason behind that call you just got from an absent employee excusing himself from work for the day? Often there is a genuine reason and your gut instinct can guide you on this one. However, if you are noticing an excessive pattern and finding it hard to take your employee’s word for it, then it’s time to take action. If an employee is simply not bothering to show up or give you advance notice, then an intervention is essential. Start keeping a paper trail and records of absences.

2. Give Absent Employees an Opportunity to Explain Themselves

The first thing you can do is give employees an opportunity to explain themselves. When they return to work, have a one-on-one discussion about their absence and express your concern. This is not a disciplinary discussion, but more of a fact-finding mission. Your goal is to understand what’s happening and try to solve the issue. For example, if stress is a factor, then you may need to discuss strategies that can help, such as shifting workloads, reducing responsibilities, etc.

Very often, employees are pleased that they have been given an opportunity to air their problems or grievances. But be warned, you may learn things that you don’t want to hear, particularly if it turns out that your management style is the problem. Try to remain objective during the discussion and use it as a platform to change things.

3. Put a Performance Improvement Plan in Place

If the tactic above doesn’t work, then you need to put a performance review plan in place that sets specific goals for improvement, attendance being one of them. Put the plan in writing and clearly explain the timeframe of the plan and the consequences of not fulfilling its requirements.

4. Develop and Communicate a Clear Leave / Sick Leave Policy

A written policy won’t stop absenteeism, but it will help you deal with it more effectively. It will also demonstrate to all employees that you don’t tolerate absenteeism. Use the document to clearly explain paid and unpaid leave policies and the consequences of unexcused absences. If you have a company newsletter or intranet, use these to promote your policy.

Note that the law doesn’t require you to provide common leave benefits, but it does require employers to provide leave under the Family and Medical Leave Act (FMLA). Be sure you know what the law is. Read more about the FMLA leave entitlement qualifying medical events in SBA’s Employee Benefits Guide (scroll down to “Leave Policy”).

5. Assess your Management Style

It’s hard to acknowledge, but one of the more common reasons for employee dissatisfaction is management style. Could your style be encouraging employees to harbor grudges or lose morale? Step back and assess what you can do differently. Is your open door policy really that open? Do employees really feel valued? Plan on setting side more management time for your team, discuss their professional goals, and share your vision for the continued growth of your business and their role in it.  For tips on assessing your management style and ideas to shake it up some, read 4 Tips for Effective and Inspiring Business Leadership.

6. Consider Introducing Incentive Plans

While their are no guarantees that you can control absenteeism, initiatives such as incentive plans and programs such as flex-time, wellness programs, and project completion perks, are proven to increase morale and productivity. They also send a clear message to your employees that they have a recognized and valuable role to play in your business as a whole. The following articles have tips on how to recognize, nurture, and incentivize employees:

7. Terminating Repeat Offenders

If you’ve exhausted all these intervention measures and aren’t seeing improvement, then termination may be your only option. Follow your HR policy to the letter on this one and refer to the law as it pertains to terminating employees, final pay checks, and more.

Legal Disclaimer: This article is intended for informational purposes only and by no means should replace or substitute other legal documents (governmental or non-governmental) reflecting similar content or advice. If you have any questions concerning your situation or the information provided, please consult with an attorney, CPA or HR Professional.

Finding the Best Backup Option for Your Data

Monday, April 30th, 2012

Computer Backupby Caron Beesley, SBA.GOV

How are you backing up your small business data? If you are like most small businesses, you could be compromising your business and its data on a daily basis.

A 2011 survey by Carbonite, a provider of online backup solutions, found some facts about data loss that may surprise you:

  • Forty-eight percent of American small businesses with between two and twenty employees have experienced data loss, up from 42 percent in 2010.
  • Top causes of data loss include hardware/software failure (54 percent), accidental deletion (54 percent), viruses (33 percent) and theft (10 percent).
  • Thirty-one percent of business owners surveyed think backing up company data is a hassle.

Scary, huh?

If you’ve ever lost a laptop, or been left stranded by malware or some other problem, then you already know the detrimental effect it can have on your business. For many, it can mean disaster.

So what are your options for backing up business data so you can access and restore files on the fly in the event of a data loss incident?

Finding the Best Backup Approach

The backup market is huge, so before you start looking into your options, develop a backup approach that meets your needs. Ask yourself the following questions:

  • Do you need to back up your entire operating system or just essential data (employee records, financial records, documents and databases)? The answer will help determine how much data you need to back up. For example, an operating system can take up a lot of space, but if you have a copy of it, on an installation disk, for example, you may not need to back it up.
  • What are your vulnerabilities or primary concerns? According to the Carbonite survey, most businesses still use external hard drives and USB sticks to store data. Backing up data to one location only can be risky, so assess whether your business needs an extra layer of protection.  Consider backing up your most critical data to both an online backup service and a local device which could also house your less critical assets.
  • How often do you need to perform a backup? What window of vulnerability can you tolerate? For businesses, a daily or weekly backup is a good idea – especially if you are fairly active in creating or updating files and documents.

Backup Options – Mix it Up!

There are endless options for backing up data, but it’s a good idea to build in some redundancy and shoot for at least two methods that will divide and conquer your data backup needs. Here are some options:

1.  External Hard Drives or Disks

Disks have long been used as a go-to backup device, but they are also notorious for failing to capture all your data. Plus, it’s a manual process.  A better option would be to back up to an external storage device. For $60 or thereabouts, you can buy a desktop device that stores almost 1 Terabyte of storage.  These devices also offer the convenience of scheduling automatic backups for those of us who’d otherwise forget.

2.  Backing Up to the Web

Cloud storage and other online solutions offer the reassurance of a remote backup strategy that complements your local backup strategy. This is a burgeoning market and backup options and pricing vary. Depending on your storage and user needs, you can expect to pay anything from $120 to $700 per year. You can keep your pricing low by using web-based storage services to back up what you don’t feel comfortable storing locally.

Providers include Carbonite, Amazon S3, DropBox and Mozy.  In addition to basic backup services, many offer various bells and whistles, including the option to access data from mobile devices, backup multiple PCs from one account, and share large files with teams. If you’re worried about not being able to access your data because of a dropped internet connection, DropBox lets you access your files offline.

Another increasingly popular option is to build your own personal cloud with the help of a wireless network and sturdy storage devices currently available in the market.

3.  Server Backup

If you use a server in your business to run email, databases or business applications, backing it up is a must. You can do this using backup software that saves data to disks or tape. Another option often favored by small businesses that don’t have ready access to IT support services is a cloud-based solution. Data is simply uploaded via the web and the cloud provider takes care of IT maintenance. The downside is that data transfer can be slow even with a broadband connection.

Be Proactive About Your Backup Strategy

At the end of the day, business data is one of your most valuable assets. So whichever backup option you use, be sure to continuously review what data needs to be protected. Set up automatic backups and monitor them to ensure they aren’t failing. Lastly, keep an eye on your backup space consumption and have a plan in place to upgrade when the time comes.

Legal Disclaimer: This article is intended for informational purposes only and by no means should replace or substitute other legal documents (governmental or non-governmental) reflecting similar content or advice. If you have any questions concerning your situation or the information provided, please consult with an attorney, CPA or HR Professional.

 

How to Deal with Difficult Employees in the Small Business Workplace

Monday, April 30th, 2012

Difficult Employeeby CeceliaT,  SBA.GOV

If your employees spend 40 or more hours together each week, then it inevitably follows that not all of them are going to get along with each other or even with you!

Difficult employees take all forms – whether it’s taking one too many long lunch breaks or spending a little too much time taking care of personal business during office hours.

Difficult behavior rarely goes unnoticed by other employees and, if not addressed quicky, can prickle one too many feathers and lead to potentially explosive situations.

As a manager, it is your responsibility to recognize and deal with difficult employees, here are some tips for doing so.

Evaluate the Problem

Whether you have a problem with an employee or someone else on your team does, don’t rush to judgment or use punitive measures until you have evaluated the situation. We all have off-days or quirks that come to the forefront when we are under stress.  Ask yourself whether this is a one-off or is a pattern of behavior evolving? Has it reached a peak? In which case, you may need to intervene right away.

Investigate Further

Whether you have noticed problem behavior or another employee has brought it to your attention – look into the problem further. Acting on gossip and hearsay can be disruptive in itself and can encourage the same kind of behavior from other employees. Don’t sweep the problem under the carpet and hope it will go away. Ask other managers or people close to your business whether they have witnessed the behavior.

Plan your Next Steps

Confronting the situation quickly and head-on is a must. However, be sure to plan your approach. For example, don’t confront an employee in front of his peers, schedule some time for a one-on-one meeting behind closed doors. If you have an HR team, consult them first to determine whether they need to be present.

Confronting Problem Behavior

Plan what you intend to say, sticking to the facts as you know them and allowing time for the employee to respond. And remember, you are confronting and seeking to address the behavior, not the individual. During your meeting, focus on the goals of the team and how behavior such as this compromises the team.  Emphasize your position of authority and leadership by stressing what you want from your employees, rather than dwelling on the negative. For example:

Rather than saying:

You are wasting my time and money by spending too much time on Facebook during business hours.

Instead, emphasize the kind of behavior you are seeking:

I need my team to work together without distractions to help us achieve our goals.

Ask your Employee to Explain their Behavior

Try to encourage your employee to explain their behavior – and listen.

You might be surprised at the answers, for example an employee who once worked for a small business repeatedly turned up for work late and did nothing but catch up on gossip for the first hour of the day. When confronted with the problem, she accepted that her behavior fell short, but she also made a point that she felt overwhelmed in the morning by the volume of email in her Inbox and simply found herself “putting off” addressing it. Together we developed a plan to better manage her workload and help her manage her Inbox so that first hour of the day could be used more productively.

Work Together Towards Resolution

Instead of just telling your employees what you want to see change, ask them how they think they can do things differently – so that they move forward with a corrective behavior that they feel they can own as opposed to punishment laid at their feet.

Don’t expect everything to get fixed immediately, monitor and continue to review behavior and follow-up with additional one-on-one sessions. If you see improvement, note it and continue to work together.

More Serious Issues

If your problem employee is exhibiting more serious issues such as bullying, stealing, repeatedly abusing their position, etc. you many need to go beyond these methods and suggest a professional intervention. Organizations such as SCORE offer mentorship and advice to small business owners to help them in all aspects of business ownership. You might consider seeking their advice to help you deal with deeper problems, or at least help steer you towards other approaches you may take.

If you reach a point where the employee is not able or willing to change her behavior, then you may need to consider formal warnings or termination. To ensure you handle terminations appropriately and within the law, read SBA’s comprehensiveguide on terminating employees.

Legal Disclaimer: This article is intended for informational purposes only and by no means should replace or substitute other legal documents (governmental or non-governmental) reflecting similar content or advice. If you have any questions concerning your situation or the information provided, please consult with an attorney, CPA or HR Professional.

3 Tips for Growing Your Business During Tough Times

Monday, April 30th, 2012

3 Tips for Growing Your Businessby Caron Beesley, SBA.GOV

The idea of starting a business during a recession or growing a business during tough times may sound like the ultimate challenge for any entrepreneur or small business owner. Yet, time and time again, small businesses prove that with agility, planning, and the right resources, tough times aren’t just survivable – they can spur growth.

Take for example SBA’s 2011 National Small Business Person of the Year, Rick Cochran, whose Vermont-based Mobile Medical International (MMI), provides advanced medical care to underserved areas.

From humble beginnings in his basement, Cochran created a design and prototype for a mobile surgery unit and quickly expanded his market. Cochran hit a rough patch in 1999 when financing ran dry and the company nearly closed its doors. Much of Cochran’s core team – inspired by his own perseverance, optimism and faith – worked without pay. They were reimbursed later, when the company rebounded.

During his tenure in business, Cochran has benefited from the support of three SBA loans. Driven by his perseverance, today MMI’s staff has grown to 54 employees with gross revenues of more than $14 million.

Strategies for Growth in Tough Times

Independent strategies for survival and growth vary, but there are many common denominators and tactics characteristic of small business success during tough economic times. Here are a few strategies and tactics to consider:

1. Focus on Core Strengths

Diversification into new products and markets is a core growth strategy, but in tough times it usually pays to stick to what you do best and refine your business’ strengths in key product or market areas.

2. Find the Right Team

In order to grow, you’ll need the right team behind you, and you need to be lean. Finding the right talent the first time means that a smart hiring strategy should be part of your growth plan. Some Small business owners have the knack for identifying the right employee fit. Some don’t. Understanding the talents you need to help you grow can be challenging. Consider consulting a mentor – a business acquaintance or someone from a professional and free mentoring organization like SCORE. These folks have walked in your shoes and can help.

3. Look for Ways to Cut Costs

From buying used office furniture to moving back into the home office, savvy business owners can save money on just about everything. Here are just a few ideas:

- Market Smarter – Cut your marketing budget and develop a smart marketing strategy. Can you refine your online marketing plan and focus on using your Facebook page to grow and nurture your specific target demographic? If your business depends on local custom, consider more community marketing activities that will put your business in front of your target customers. Sponsoring charitable events in your community or setting up a fundraiser for a good cause can generate great exposure for your business.

Use technology, such as online videos, as a sales and marketing approach to replace expensive brochures and collateral. This blog is loaded with cost-effective tips and tactics that you can apply across your marketing efforts: A “Complete” Guide to Small Business Marketing (featuring the best of SBA.gov’s blogs).

Smarter marketing also means having more oversight over campaigns and programs with a view to return on investment. Don’t just let campaigns run their course; get more from your dollars by adjusting your tactics, segmenting your lists, and delivering targeted messages. Rieva Lesonsky’s guest blog explains how to Give your Marketing a Checkup.

- Cut Your Business Expenses – It sounds obvious, but a review of all your outgoing expenses can point the way to quick savings. Create a list of necessary expenses and optional expenses. Pay close attention to how your employees spend your money. Use plastic – it may sound contrary to a cost-saving plan, but credit cards can give you perks such as miles and other benefits. You can put limits on cards so employees can’t overspend.

- Automate Your Systems – Automating systems, such as accounting, invoicing and payroll, can save time and money. Here are some tips for doing that:

Setting up a Payroll System – A 10 Step Guide for Small Business
Going Beyond the Spreadsheet – Automate Your Billing Process with Online Software
Selecting the Right Accounting Software

-Use Technology Wisely – Cut back on business travel and other communication expenses by using free web conferencing tools like Skype. What about cloud computing? Migrating business functions online (or to the cloud) can realize big savings. Even your tablet computer can help you cut staffing costs! These blog posts offer more tips:

4 Ways Technology Helps You Run Your Business
How to Use your Tablet Computer as a Small Business Tool
Cloud Computing – What Can It Do for Your Small Business?

- Hire a Virtual Assistant – Virtual assistants are a low-cost way of handling business administration functions, freeing up your time, reducing staffing costs, and making sure you have the back-up you need to keep your business running smoothly.

- Buy Surplus – Can you save money on office equipment and electronics buying from eBay or buying government surplus?

Legal Disclaimer: This article is intended for informational purposes only and by no means should replace or substitute other legal documents (governmental or non-governmental) reflecting similar content or advice. If you have any questions concerning your situation or the information provided, please consult with an attorney, CPA or HR Professional.

Join PCS at Waterpark of America on Monday, April 16!

Wednesday, April 11th, 2012

Big QuackPCS is once again sponsoring the 5th annual Big Quack event at the Waterpark of America next Monday, April 16. Tickets need to be purchased in advance, as they will not be available at the door.

Click Here For Details of April 16th Event

The Big Quack is an annual fundraiser for the Food Allergy Support Group of Minnesota, which is an organization dear to PCS.  This annual fundraiser helps this group continue to offer programs to kids with food allergies and their caregivers. Visit www.foodallergysupportmn.org for more information.

This event invites you to bring your kids to the Water Park of America to swim and watch a rubber duck race on Monday, April 16th, 6:00-8:30 pm. Tickets are only $8 per person! All tickets must be purchased in advance through the website.

Can’t attend? You can also donate to the organization though their online fundraising page for the event by clicking here.

Donations are tax-deductible, and go to the many programs that the Food Allergy Support Group of Minnesota offers to the food allergy community. As an organization, they rely on donations to fund those programs every year. After sustaining things for 9 years with all volunteers, they’ve recently hired their first employee and are looking for a second. It’s an exciting time of growth that they need help to be able to sustain.

Food Allergy Support Group of MN

Global Cash Card Announces Mobile Web

Monday, March 26th, 2012

Global Cash Card02/21/2012

Global Cash Card, the proven specialist in customized paycard solutions, announces the launch of Mobile Web, a website formatted specifically for mobile devices allowing cardholders to securely login to their account anytime, from anywhere and access important information on demand.

“The primary driver to develop this function was that smartphones and tablets are growing in popularity,” said Danny Jung, Senior Systems Architect at Global Cash Card.

Based on a recent study conducted by Global Cash Card, 30% of the company’s website traffic comes from mobile devices. This is a 150% increase over last year’s findings. Global Cash Card anticipates mobile device traffic to increase dramatically as smartphones and tablets saturate the market.

“It is very important to be as inclusive as possible, and to that end, we support all devices, iPhones, iPads, iPods, Android, Blackberry, and even Kindle,” said Jung. “The goal of the Mobile Web is to make the experience easier for users; we don’t want them to have to go home to use their computer or find an ATM to check their balance, or even have to call our customer service.”

Cardholders simply log on to www.globalcashcard.com from a mobile device and are automatically directed to the user-friendly mobile site, which is tailored to their specific device, to view their balance, transaction history, and/or paystub information, as well as transfer funds to another card, bank account, or payee.

In addition to Mobile Web, Global Cash Card offers Two-Way Texting. By sending simple text commands, account information such as balances, purchases, pay amounts, and debited transactions are responded back instantly.

Mobile Web is a free service offered through secure connections, encrypted data transfers and other best practices that provide users with the utmost security for their mobile devices.

For more information visit our website or contact:

John De Leeuw
Business Development Manager
763.746.1938 Direct
Email John

About Global Cash Card

Payroll Control Systems has partnered with Global Cash Card™ to provide PayCards for our Clients and their employees.

Global Cash Card™ is the proven specialist in customized paycard solutions that are simple to implement and easy to use. The company is a wholly owned subsidiary of World Processing, Ltd, a leader in electronic financial transaction technology. Global Cash Card is a direct processor that offers Debit MasterCard cards and Visa Prepaid cards. The company develops and owns the proprietary software, which enables the products and services it offers.

Final Ruling to Improve Transparency of Fees and Expenses in 401(k)-Type Retirement Plans

Monday, March 26th, 2012

401k FeesFebruary 2012

The Department of Labor’s Employee Benefits Security Administration (EBSA) released a final rule that will help America’s workers manage and invest the money they contribute to their 401(k)-type pension plans. The rule will ensure: that workers in this type of plan are given, or have access to, the information they need to make informed decisions, including information about fees and expenses; the delivery of investment-related information in a format that enables workers to meaningfully compare the investment options under their pension plans; that plan fiduciaries use standard methodologies when calculating and disclosing expense and return information so as to achieve uniformity across the spectrum of investments that exist among and within plans, thus facilitating “apples-to-apples” comparisons among their plan’s investment options; and a new level of fee and expense transparency.

Background

  • EBSA is responsible for administering and enforcing the fiduciary, reporting, and disclosure provisions of Title I of ERISA.
  • The agency oversees approximately 708,000 private pension plans, including 483,000 participant-directed individual account plans such as 401(k)-type plans.
  • A “participant-directed plan” is a plan that provides for the allocation of investment responsibilities to participants or beneficiaries.
  • An estimated 72 million participants are covered by these participant directed plans, which contain nearly $3 trillion in assets.
  • While workers in these plans are responsible for making their own investment decisions, current law does not adequately ensure that all workers are given the information they need or ensure that information, when provided, is furnished in a format useful to workers, particularly information on investment choices including associated fees and expenses.
  • In April 2007, EBSA published in the Federal Register a Request for Information (72 FR 20457) soliciting the views, suggestions and comments from participants, plan sponsors, plan service providers and members of the financial community, as well as the public in general, on whether and to what extent rules should be adopted or modified, or other actions should be taken, to ensure that participants and beneficiaries have the information they need to make informed decisions about the management of their individual accounts and the investment of their retirement savings.

Overview of Final Rule

  • The final rule provides that the investment of plan assets is a fiduciary act governed by the fiduciary standards in ERISA section 404(a)(1)(A) and (B), which require plan fiduciaries to act prudently and solely in the interest of the plan’s participants and beneficiaries.
  • The final rule also provides that when a plan allocates investment responsibilities to participants or beneficiaries, the plan administrator must take steps to ensure that such participants and beneficiaries, on a regular and periodic basis, are made aware of their rights and responsibilities with respect to the investment of assets held in, or contributed to, their accounts and are provided sufficient information regarding the plan and the plan’s investment options, including fee and expense information, to make informed decisions with regard to the management of their individual accounts.
  • A plan administrator must provide to each participant or beneficiary certain plan-related information and certain investment-related information. These categories of information are described below.

Plan-Related Information

The first category of information that must be disclosed under the final rule is plan-related information. This general category is further divided into three subcategories as follows:

General Plan Information

  • General plan information consists of information about the structure and mechanics of the plan, such as an explanation of how to give investment instructions under the plan, a current list of the plan’s investment options, and a description of any “brokerage windows” or similar arrangement that enables the selection of investments beyond those designated by the plan.

Administrative Expenses Information

  • An explanation of any fees and expenses for general plan administrative services that may be charged to or deducted from all individual accounts. Examples include fees and expenses for legal, accounting, and recordkeeping services.

Individual Expenses Information

  • An explanation of any fees and expenses that may be charged to or deducted from the individual account of a specific participant or beneficiary based on the actions taken by that person. Examples include fees and expenses for plan loans and for processing qualified domestic relations orders.

The information in these three subcategories must be given to participants on or before the date they can first direct their investments, and then again annually thereafter.

Statements of Actual Charges or Deductions

In addition to the plan-related information that must be furnished up front and annually, participants must receive statements, at least quarterly, showing the dollar amount of the plan-related fees and expenses (whether “administrative” or “individual”) actually charged to or deducted from their individual accounts, along with a description of the services for which the charge or deduction was made. These specific disclosures may be included in quarterly benefit statements required under section 105 of ERISA.

Investment-Related Information

The second category of information that must be disclosed under the final rule is investment-related information. This category contains several subcategories of core information about each investment option under the plan, including:

Performance Data

  • Participants must be provided specific information about historical investment performance. 1, 5 and 10-year returns must be provided for investment options, such as mutual funds, that do not have fixed rates of return. For investment options that have a fixed or stated rate of return, the annual rate of return and the term of the investment must be disclosed.

Benchmark Information

  • For investment options that do not have a fixed rate of return, the name and returns of an appropriate broad-based securities market index over 1-, 5-, and 10-year periods (matching the Performance Data periods) must be provided. Investment options with fixed rates of return are not subject to this requirement.

Fee and Expense Information

  • For investment options that do not a have a fixed rate of return, the total annual operating expenses expressed as both a percentage of assets and as a dollar amount for each $1,000 invested, and any shareholder-type fees or restrictions on the participant’s ability to purchase or withdraw from the investment.
  • For investment options that have a fixed rate of return, any shareholder-type fees or restrictions on the participant’s ability to purchase or withdraw from the investment.

Internet Web site Address

  • Investment-related information includes an internet Web site address that is sufficiently specific to provide participants and beneficiaries access to specific additional information about the investment options for workers who want more or more current information.

Glossary

  • Investment-related information includes a general glossary of terms to assist participants and beneficiaries in understanding the plan’s investment options, or an Internet Web site address that is sufficiently specific to provide access to such a glossary.

Comparative Format Requirement

Investment-related information must be furnished to participants or beneficiaries on or before the date they can first direct their investments, and then again annually thereafter. It also must be furnished in a chart or similar format designed to facilitate a comparison of each investment option available under the plan. The final rule includes, as an appendix, a model comparative chart, which when correctly completed, may be used by the plan administrator to satisfy the rule’s requirement that a plan’s investment option information be provided in a comparative format.

Miscellaneous

  • The rule provides plan administrators protection from liability for the completeness and accuracy of information provided to participants if the plan administrator reasonably and in good faith relies upon information provided by a service provider.
  • After a participant has invested in a particular investment option, he or she must be provided any materials the plan receives regarding voting, tender or similar rights in the option.
  • Upon request, the plan administrator must also furnish prospectuses, financial reports and statements of valuation and of assets held by an investment option.
  • The general disclosure regulation at 29 CFR § 2520.104b-1 applies to material furnished under this regulation, including the safe harbor for electronic disclosures at paragraph (c) of that regulation.
  • The final rule would also make conforming changes to the disclosure requirements for plans that elect to comply with the existing ERISA section 404(c) regulations.

Economic Benefits of the Final Rule

  • The Department estimates that the rule will be economically significant.
  • The anticipated cost of the rule is $425 million in 2012 (2010 dollars), arising from legal compliance review, time spent consolidating information for participants, creating and updating Web sites, preparing and distributing annual and quarterly disclosures, and material and postage costs to distribute the disclosures.
  • A significant benefit of this rule is that it will reduce the amount of time participants spend collecting fee and expense information and organizing the information in a format that allows key information to be compared; this time savings is estimated to total nearly 54 million hours valued at nearly $2 billion in 2012 (2010 dollars).
  • Over the ten-year period 2012-2021, EBSA estimates that the present value of the benefits provided by the final rule will be approximately $14.9 billion and the present value of the costs will be approximately $2.7 billion.

Effective and Applicability Dates

  • The July 1 effective date of the final regulation relating to service provider disclosure under section 408(b)(2) will impact when disclosures must first be furnished under the final rule on fee disclosures for participants. The transitional rule for the final rule on fee disclosures for participants was revised in July 2011 so that the first disclosures would follow the effective date of the 408(b)(2) regulation.
  • Consequently, for calendar year plans, the initial annual disclosure of “plan-level” and “investment-level” information (including associated fees and expenses) must be furnished no later than August 30, 2012 (i.e., 60 days after the 408(b)(2) regulation’s July 1 effective date).
  • The first quarterly statement must then be furnished no later than November 14, 2012 (i.e., 45 days after the end of the third quarter (July through September), during which initial disclosures were first required). This quarterly statement need only reflect the fees and expenses actually deducted from the participant or beneficiary’s account during the July through September quarter to which the statement relates.

Contact Information

For questions about the rule, contact EBSA’s Office of Regulations and Interpretations at 202-693-8500.

This fact sheet has been developed by the U.S. Department of Labor, Employee Benefits Security Administration, Washington, DC 20210. It will be made available in alternate formats upon request: Voice telephone: 202-693-8664; TTY: 202-501-3911. In addition, the information in this fact sheet constitutes a small entity compliance guide for purposes of the Small Business Regulatory Enforcement Fairness Act of 1996.

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Legal Disclaimer: This article is intended for informational purposes only and by no means should replace or substitute other legal documents (governmental or non-governmental) reflecting similar content or advice. If you have any questions concerning your situation or the information provided, please consult with an attorney, CPA or HR Professional.

What You Need to Know about the Small Business Health Care Tax Credit

Monday, March 26th, 2012

Heath Care Tax CreditIRS Newsroom Article #223666

How will the credit make a difference for you?

For tax years 2010 through 2013, the maximum credit is 35 percent for small business employers and 25 percent for small tax-exempt employers such as charities. An enhanced version of the credit will be effective beginning Jan. 1, 2014. Additional information about the enhanced version will be added to IRS.gov as it becomes available. In general, on Jan. 1, 2014, the rate will increase to 50 percent and 35 percent, respectively.

Here’s what this means for you. If you pay $50,000 a year toward workers’ health care premiums – and if you qualify for a 15 percent credit, you save … $7,500. If you save $7,500 a year from tax year 2010 through 2013, that’s total savings of $30,000. If, in 2014, you qualify for a slightly larger credit, say 20 percent, your savings go from $7,500 a year to $12,000 a year.

Even if you are a small business employer who did not owe tax during the year, you can carry the credit back or forward to other tax years. Also, since the amount of the health insurance premium payments are more than the total credit, eligible small businesses can still claim a business expense deduction for the premiums in excess of the credit. That’s both a credit and a deduction for employee premium payments.

There is good news for small tax-exempt employers too. The credit is refundable, so even if you have no taxable income, you may be eligible to receive the credit as a refund so long as it does not exceed your income tax withholding and Medicare tax liability.

And finally, if you can benefit from the credit this year but forgot to claim it on your tax return there’s still time to file an amended return.

Click here if you want more examples of how the credit applies in different circumstances.

Can you claim the credit?

Now that you know how the credit can make a difference for your business, let’s determine if you can claim it.

To be eligible, you must cover at least 50 percent of the cost of single (not family) health care coverage for each of your employees. You must also have fewer than 25 full-time equivalent employees (FTEs). Those employees must have average wages of less than $50,000 a year.

Let us break it down for you even more.

You are probably wondering: what IS a full-time equivalent employee. Basically, two half-time workers count as one full-timer. Here is an example, 20 half-time employees are equivalent to 10 full-time workers. That makes the number of FTEs 10 not 20.

Now let’s talk about average wages. Say you pay total wages of $200,000 and have 10 FTEs. To figure average wages you divide $200,000 by 10 – the number of FTEs – and the result is your average wage. The average wage would be $20,000.

Also, the amount of the credit you receive works on a sliding scale. The smaller the business or charity, the bigger the credit. So if you have more than 10 FTEs or if the average wage is more than $25,000, the amount of the credit you receive will be less.

If you need assistance determining if your small business or tax exempt organization qualifies for the credit, try this step-by-step guide.

How do you claim the credit?

You must use Form 8941, Credit for Small Employer Health Insurance Premiums, to calculate the credit.

If you are a small business, include the amount as part of the general business credit on your income tax return.

If you are a tax-exempt organization, include the amount on line 44f of the Form 990-T, Exempt Organization Business Income Tax Return. You must file the Form 990-T in order to claim the credit, even if you don’t ordinarily do so.

Don’t forget … if you are a small business employer you may be able to carry the credit back or forward. And if you are a tax-exempt employer, you may be eligible for a refundable credit.

Links to Prior Articles:

January, 2011 Article

September, 2010 Article

Legal Disclaimer: This article is intended for informational purposes only and by no means should replace or substitute other legal documents (governmental or non-governmental) reflecting similar content or advice. If you have any questions concerning your situation or the information provided, please consult with an attorney, CPA or HR Professional.