This document provides an overview of CalPERS payroll and membership training for public agencies. It discusses CalPERS membership qualifications including time base, current membership status, and excluded positions. It covers enrollment timelines, reciprocal membership, and the definition of new versus classic members. The document also reviews the importance of correct and timely payroll reporting for calculating service credit and benefits. It discusses compensation earnable, special compensation, pensionable compensation, and reporting overtime pay correctly. Finally, it notes payroll deadlines, fees for late or inaccurate reporting, and resources for additional information.
This is my Powerpoint Presentation Desk presented to the People Management Society(PMSoc) BSBA-Human Resources Management students of De La Salle University Dasmariñas last 02 June 2021 (“HR SYNERGIA 2021: A Glimpse into the Past, Present, and Future of the Business World with an HR Lens)
The document outlines the schedule and topics to be covered in a payroll law seminar presented by Wade Farquhar. The day-long seminar will cover topics such as employment standards, deductions and remittances, documentation requirements, and penalties for non-compliance. There will be breaks in the morning, afternoon, and a one-hour lunch break. Evaluations will be distributed at the end and participants will be dismissed at 4pm.
The document provides an overview of payroll law and best practices. It discusses determining worker status, payroll basics like opening accounts and calculating compensation, legal requirements around withholdings, deductions, and documentation. Labour laws around minimum wage, hours of work, overtime, holidays and leaves are examined. Guidelines are provided for hiring and termination processes and ensuring proper payment.
Kemper valve & fittings corp trade rapid response presentation CarmindBurns
This document provides an orientation for workers receiving Trade Adjustment Assistance benefits. It summarizes the agencies presenting, local area services available, and contact information for the Job Center of Lake County. The document then details the benefits available through TAA including Trade Readjustment Allowance income support, employment and case management services, available training options, job search and relocation allowances. It provides eligibility periods and requirements for each benefit and next steps to enroll in benefits and contact career planners for assistance.
This presentation about Sri Lanka accounting standards 19, employee benefits. most of the areas are discuss on this. objectives,short term,post,long term, termination. employee benifits.
Dane Rianhard from TriBridge Partners presented this slide via webinar on Affordable Care Act Compliance for 2014 and Beyond. The presentation includes information for small companies, companies with 50 - FTEs and companies with over 100 employees. The deck also includes information on private exchanges.
Watlow Electric Manufacturing Company Trade Rapid Response Presentation.pptxCarmindBurns1
This document provides information about Trade Adjustment Assistance (TAA) benefits for workers laid off from Watlow Electric Manufacturing Company. It summarizes the various benefits available through the TAA program including employment services, training funding, income support through Trade Readjustment Allowance, Reemployment Trade Adjustment Assistance wage subsidies, and allowances for job searching and relocation expenses. Contact information is provided for workers to enroll in the program and access these benefits to help them return to work.
This is my Powerpoint Presentation Desk presented to the People Management Society(PMSoc) BSBA-Human Resources Management students of De La Salle University Dasmariñas last 02 June 2021 (“HR SYNERGIA 2021: A Glimpse into the Past, Present, and Future of the Business World with an HR Lens)
The document outlines the schedule and topics to be covered in a payroll law seminar presented by Wade Farquhar. The day-long seminar will cover topics such as employment standards, deductions and remittances, documentation requirements, and penalties for non-compliance. There will be breaks in the morning, afternoon, and a one-hour lunch break. Evaluations will be distributed at the end and participants will be dismissed at 4pm.
The document provides an overview of payroll law and best practices. It discusses determining worker status, payroll basics like opening accounts and calculating compensation, legal requirements around withholdings, deductions, and documentation. Labour laws around minimum wage, hours of work, overtime, holidays and leaves are examined. Guidelines are provided for hiring and termination processes and ensuring proper payment.
Kemper valve & fittings corp trade rapid response presentation CarmindBurns
This document provides an orientation for workers receiving Trade Adjustment Assistance benefits. It summarizes the agencies presenting, local area services available, and contact information for the Job Center of Lake County. The document then details the benefits available through TAA including Trade Readjustment Allowance income support, employment and case management services, available training options, job search and relocation allowances. It provides eligibility periods and requirements for each benefit and next steps to enroll in benefits and contact career planners for assistance.
This presentation about Sri Lanka accounting standards 19, employee benefits. most of the areas are discuss on this. objectives,short term,post,long term, termination. employee benifits.
Dane Rianhard from TriBridge Partners presented this slide via webinar on Affordable Care Act Compliance for 2014 and Beyond. The presentation includes information for small companies, companies with 50 - FTEs and companies with over 100 employees. The deck also includes information on private exchanges.
Watlow Electric Manufacturing Company Trade Rapid Response Presentation.pptxCarmindBurns1
This document provides information about Trade Adjustment Assistance (TAA) benefits for workers laid off from Watlow Electric Manufacturing Company. It summarizes the various benefits available through the TAA program including employment services, training funding, income support through Trade Readjustment Allowance, Reemployment Trade Adjustment Assistance wage subsidies, and allowances for job searching and relocation expenses. Contact information is provided for workers to enroll in the program and access these benefits to help them return to work.
The document discusses various methods for evaluating jobs within an organization, including qualitative approaches like job ranking and classification that group jobs based on skills and responsibilities, and quantitative approaches like point factor and factor comparison methods that assign numerical values or points to different job characteristics to determine internal pay equity. Job evaluation is an important part of developing a compensation system and ensuring fair pay across roles based on objective analyses of job requirements rather than individual employee assessments.
Executive compensation refers to remuneration packages for senior management and executives. It typically includes a base salary, annual performance bonus, long-term stock incentives, retirement benefits, and perks. Long-term stock incentives, like stock options and performance-vested stock, make up the largest part of compensation and aim to reward executives for achieving strategic goals that maximize shareholder value over 3-5 years. Performance-based pay seeks to tie compensation to company and stock performance.
This document provides an agenda and schedule for a payroll seminar occurring today. The seminar will cover topics such as tax withholding and reporting laws, labour and employment standards related to payroll processing, situations that lead to penalties and interest, payroll documentation and record keeping requirements, and how to audit-proof payroll documentation. There will be several breaks throughout the day between sessions. The schedule also lists times for lunch and the distribution and completion of evaluation forms at the end of the day.
Payroll Webinar: Paying Overtime Under the FLSA: Part 2Ascentis
This is the second of a two-part webinar that will help you better understand the requirements and procedures involved in overtime calculation. Calculating overtime pay for nonexempt employees sounds so simple. But not so fast. The truth is that overtime rules and the mathematics required to arrive at the correct calculation can be extremely tricky. Our speaker will share her expertise and best practices for managing these calculations.
Penalties for overtime violations can be severe with the possibility of fines, imprisonment or both! Add civil suits to the mix and the results can be devastating to any business, no matter how large or small. Just to keep it interesting, most states use the same definition to calculate overtime as the FLSA does. So, even one, single error can earn you double the penalties.
The document discusses various methods for evaluating jobs within an organization, including qualitative approaches like job ranking and classification that group jobs based on skills and responsibilities, and quantitative point factor and factor comparison methods that assign scores to jobs based on compensable factors like skills, responsibilities, and working conditions to determine appropriate pay rates. Job evaluation helps organizations understand the relative worth of different jobs and develop fair compensation systems.
The document discusses compensation strategies at Alameda Health System (AHS). It notes pay disparities between employees at AHS' core facilities and those acquired from Alameda and San Leandro Hospitals. Achieving pay parity across the system would cost an estimated $5.7 million, with $4.9 million needed for Alameda Hospital employees alone. The recommendations are for AHS to achieve pay parity more quickly than the originally planned 5 years, in order to improve quality of care, recruitment, retention and employee engagement across the integrated system.
Executive compensation refers to remuneration packages for senior management and executives. It typically includes a base salary, annual performance bonus, long-term stock incentives, retirement benefits, and perks. Long-term incentives, like stock options and performance-vested stock, make up the largest part of compensation and are intended to reward executives for achieving strategic goals that maximize shareholder value over 3-5 years. Performance-based pay aims to tie compensation to company and stock performance.
HR Webinar: Benefits Update: 2020 Open Enrollment ConsiderationsAscentis
As we enter the busy Open Enrollment season for 2020 coverage, as a professional community, we face more uncertainty than in any year in recent memory. While the ACA still governs the design and administration rules of most healthcare plans, exceptions are now available for some employers. The individual mandate is effectively repealed, impacting both employee plan selection behavior and ACA reporting requirements. The relatively simple and straightforward subject of Health Reimbursement Accounts (HRAs) has morphed into a complex assortment of financial vehicles (QSEHRAs, ICHRAs, EBHRAs). And as Wellness Programs are gaining near-universal popularity, some big-name employers are in the news for toeing the line of the design rules for these plans. In this session, we'll review some key and late-breaking developments benefits professionals need to know!
Architecture, Engineering & Construction Seminar - 2015CBIZ, Inc.
This document outlines a 7 step process for transition planning:
1. Assemble a team of key company personnel and professional advisors.
2. Formulate a long-term action plan that determines objectives, valuation methods, timeline, and who will assume ownership.
3. Ownership can be transferred to family/heirs through gifts, bequests, or sale during life or at death.
4. Ownership can be transferred to employees through stock sales, compensation plans, or an ESOP.
5. If ownership is shared, buy-sell agreements are important to restrict transfers and establish valuation and exit terms.
6. Buy-sell agreements can use redemption, where the
HR Webinar: HR Professional’s Role in Managing Leave of AbsenceAscentis
Requests for leaves of absence rank among the most frequently encountered challenges faced by the HR professional because employers must contend with a patchwork of employee-friendly statutes, including federal, state and local leaves – it’s important to understand how these leaves coordinate because they often contain overlapping and sometimes conflicting employee rights and employer obligations.
This document discusses employee benefits and their administration. It defines employee benefits as compensation paid by employers apart from salary, like healthcare or retirement plans. Benefits are essential for attracting and retaining talent. The document then lists examples of common benefits and discusses taxation issues. It outlines four major administration considerations: who is eligible, choice levels, financing options, and legal defensibility. Choice levels can range from standardized to cafeteria-style flexible plans. Financing can be fully employer paid, contributory, or employee paid.
The Department of Labor has announced new rules increasing the minimum salary level for white collar exemptions under the Fair Labor Standards Act. Effective December 1, 2016, the minimum salary will increase from $455/week to $913/week, or from $23,660/year to $47,476/year. Up to 10% of the salary can come from non-discretionary bonuses paid quarterly. The minimum salary threshold will increase every three years. Additionally, the minimum salary for highly compensated employees increases from $100,000/year to $134,004/year, and will increase every three years.
This document discusses employee benefits and their administration. It defines employee benefits as compensation paid by employers apart from salary, like healthcare or retirement plans. Benefits are essential for attracting and retaining talent. The document then lists examples of common benefits and discusses taxation issues. It outlines four major administration considerations: who is eligible, choice levels, financing options, and legal defensibility. Flexible "cafeteria plans" give employees choice but also risks like increased costs. Overall administration requires balancing adequacy, competition and expenses.
This document outlines the roles and responsibilities of organizational leadership regarding payroll. It states that leadership needs to understand and engage in the payroll process, as payroll is usually the largest expense. Leadership is ultimately responsible for payroll compliance and best practices. The document then details specific responsibilities of executive leadership and boards. It provides guidance on setting up and complying with payroll processes such as policies, taxes, new hires, terminations, benefits and reviews.
Final regulations recently announced by the Obama Administration give two levels of delay to employers who had previously been required to offer insurance coverage to their employees next year. With this second round of delays, come a second wave of questions from employers.
This week, Attorney Michael James and Rehmann Group’s Don McAnelly addressed key Affordable Care Act regulations and deadlines in a webinar.
QuickBooks Full Service Payroll - Royalwise Course SlidesRoyalwise Solutions
Are you still printing checks and manually calculating payroll taxes?!? Let Alicia Katz Pollock teach you how to save time and eliminate payroll headaches with QBO’s built-in Full-Service Payroll.
QuickBooks Online’s built-in Payroll has timesheets, direct deposit, automatic tax payments, and even pays Contractors for you. The subscription levels offer HR services, same-day deposit, QuickBooks Time, and guaranteed accuracy.
Take the course at:
https://learn.royalwise.com/user_catalog_class/show/647880?title=QBOs-Full-Service-Payroll
Healthcare Reform: A Practical and Strategic Look at the ImpactSikich LLP
These slides cover the information below. You can also view the live recording of this video here:
https://vimeo.com/69172281
- What we know today about healthcare reform
- Healthcare reform's impact on payroll, HR, and benefits
- Notice of Exchanges
- Updated COBRA notice
- Employer mandates
- Wage and hour update
- Areas of focus for 2013 and beyond
This document summarizes a seminar on healthcare reform compliance. It discusses tracking employee hours and classifying employees to determine employer shared responsibility under the Affordable Care Act. Large employers must offer affordable minimum essential coverage or pay penalties. Employers must use measurement, administrative and stability periods to determine variable hour employee eligibility. The seminar covers compliance dates, reporting requirements, and audits.
Affordable Care Act: What Does It Mean For Large EmployersFidelityQuickpay
This document discusses the impact of the Affordable Care Act (ACA) on large employers. It explains that under the ACA, large employers are defined as those with 50 or more full-time equivalent employees. Large employers face potential penalties if they do not offer affordable health insurance to full-time employees or if any full-time employees receive premium subsidies. It provides deadlines for 2014 compliance with the ACA's coverage requirements and outlines key steps employers should take to prepare, such as determining whether to offer coverage and analyzing potential costs and penalties.
Affordable Care Act: What Does It Mean For Small EmployersFidelityQuickpay
The document discusses key implications of the Affordable Care Act for small employers, including:
- Small employers are defined as having 1-100 employees and are not required to provide health insurance but may be eligible for tax credits if they do.
- Existing plans can be grandfathered to avoid some new rules, but changes may cause plans to lose this status.
- New rules take effect from 2012-2015 regarding dependent coverage, annual/lifetime limits, wellness programs, and out-of-pocket maximums.
- Employers must notify employees of health insurance exchange options and provide coverage information to the government.
- Small employers should analyze health plan options, communicate changes to employees, and consider outsour
This document provides information about salary deductions and monetary benefits for public school teachers in the Philippines. It discusses mandatory salary deductions including GSIS, HDMF, PhilHealth, and tax withholdings. It also outlines several monetary benefits teachers receive such as uniforms/clothing allowance, mid-year bonus, year-end bonus and cash gift, and productivity incentive. Sample computations are provided to demonstrate how deductions are calculated from a teacher's monthly and annual salary.
Significant changes to overtime regulations may 25 2016Allyson Lewis
The document discusses changes to overtime regulations and how they will impact employees' exempt status. It explains the criteria for being exempt as an executive, administrative, professional, or highly compensated employee. It also covers partial overtime exemptions and provides examples of employees who may or may not qualify for different exemptions.
The document discusses various methods for evaluating jobs within an organization, including qualitative approaches like job ranking and classification that group jobs based on skills and responsibilities, and quantitative approaches like point factor and factor comparison methods that assign numerical values or points to different job characteristics to determine internal pay equity. Job evaluation is an important part of developing a compensation system and ensuring fair pay across roles based on objective analyses of job requirements rather than individual employee assessments.
Executive compensation refers to remuneration packages for senior management and executives. It typically includes a base salary, annual performance bonus, long-term stock incentives, retirement benefits, and perks. Long-term stock incentives, like stock options and performance-vested stock, make up the largest part of compensation and aim to reward executives for achieving strategic goals that maximize shareholder value over 3-5 years. Performance-based pay seeks to tie compensation to company and stock performance.
This document provides an agenda and schedule for a payroll seminar occurring today. The seminar will cover topics such as tax withholding and reporting laws, labour and employment standards related to payroll processing, situations that lead to penalties and interest, payroll documentation and record keeping requirements, and how to audit-proof payroll documentation. There will be several breaks throughout the day between sessions. The schedule also lists times for lunch and the distribution and completion of evaluation forms at the end of the day.
Payroll Webinar: Paying Overtime Under the FLSA: Part 2Ascentis
This is the second of a two-part webinar that will help you better understand the requirements and procedures involved in overtime calculation. Calculating overtime pay for nonexempt employees sounds so simple. But not so fast. The truth is that overtime rules and the mathematics required to arrive at the correct calculation can be extremely tricky. Our speaker will share her expertise and best practices for managing these calculations.
Penalties for overtime violations can be severe with the possibility of fines, imprisonment or both! Add civil suits to the mix and the results can be devastating to any business, no matter how large or small. Just to keep it interesting, most states use the same definition to calculate overtime as the FLSA does. So, even one, single error can earn you double the penalties.
The document discusses various methods for evaluating jobs within an organization, including qualitative approaches like job ranking and classification that group jobs based on skills and responsibilities, and quantitative point factor and factor comparison methods that assign scores to jobs based on compensable factors like skills, responsibilities, and working conditions to determine appropriate pay rates. Job evaluation helps organizations understand the relative worth of different jobs and develop fair compensation systems.
The document discusses compensation strategies at Alameda Health System (AHS). It notes pay disparities between employees at AHS' core facilities and those acquired from Alameda and San Leandro Hospitals. Achieving pay parity across the system would cost an estimated $5.7 million, with $4.9 million needed for Alameda Hospital employees alone. The recommendations are for AHS to achieve pay parity more quickly than the originally planned 5 years, in order to improve quality of care, recruitment, retention and employee engagement across the integrated system.
Executive compensation refers to remuneration packages for senior management and executives. It typically includes a base salary, annual performance bonus, long-term stock incentives, retirement benefits, and perks. Long-term incentives, like stock options and performance-vested stock, make up the largest part of compensation and are intended to reward executives for achieving strategic goals that maximize shareholder value over 3-5 years. Performance-based pay aims to tie compensation to company and stock performance.
HR Webinar: Benefits Update: 2020 Open Enrollment ConsiderationsAscentis
As we enter the busy Open Enrollment season for 2020 coverage, as a professional community, we face more uncertainty than in any year in recent memory. While the ACA still governs the design and administration rules of most healthcare plans, exceptions are now available for some employers. The individual mandate is effectively repealed, impacting both employee plan selection behavior and ACA reporting requirements. The relatively simple and straightforward subject of Health Reimbursement Accounts (HRAs) has morphed into a complex assortment of financial vehicles (QSEHRAs, ICHRAs, EBHRAs). And as Wellness Programs are gaining near-universal popularity, some big-name employers are in the news for toeing the line of the design rules for these plans. In this session, we'll review some key and late-breaking developments benefits professionals need to know!
Architecture, Engineering & Construction Seminar - 2015CBIZ, Inc.
This document outlines a 7 step process for transition planning:
1. Assemble a team of key company personnel and professional advisors.
2. Formulate a long-term action plan that determines objectives, valuation methods, timeline, and who will assume ownership.
3. Ownership can be transferred to family/heirs through gifts, bequests, or sale during life or at death.
4. Ownership can be transferred to employees through stock sales, compensation plans, or an ESOP.
5. If ownership is shared, buy-sell agreements are important to restrict transfers and establish valuation and exit terms.
6. Buy-sell agreements can use redemption, where the
HR Webinar: HR Professional’s Role in Managing Leave of AbsenceAscentis
Requests for leaves of absence rank among the most frequently encountered challenges faced by the HR professional because employers must contend with a patchwork of employee-friendly statutes, including federal, state and local leaves – it’s important to understand how these leaves coordinate because they often contain overlapping and sometimes conflicting employee rights and employer obligations.
This document discusses employee benefits and their administration. It defines employee benefits as compensation paid by employers apart from salary, like healthcare or retirement plans. Benefits are essential for attracting and retaining talent. The document then lists examples of common benefits and discusses taxation issues. It outlines four major administration considerations: who is eligible, choice levels, financing options, and legal defensibility. Choice levels can range from standardized to cafeteria-style flexible plans. Financing can be fully employer paid, contributory, or employee paid.
The Department of Labor has announced new rules increasing the minimum salary level for white collar exemptions under the Fair Labor Standards Act. Effective December 1, 2016, the minimum salary will increase from $455/week to $913/week, or from $23,660/year to $47,476/year. Up to 10% of the salary can come from non-discretionary bonuses paid quarterly. The minimum salary threshold will increase every three years. Additionally, the minimum salary for highly compensated employees increases from $100,000/year to $134,004/year, and will increase every three years.
This document discusses employee benefits and their administration. It defines employee benefits as compensation paid by employers apart from salary, like healthcare or retirement plans. Benefits are essential for attracting and retaining talent. The document then lists examples of common benefits and discusses taxation issues. It outlines four major administration considerations: who is eligible, choice levels, financing options, and legal defensibility. Flexible "cafeteria plans" give employees choice but also risks like increased costs. Overall administration requires balancing adequacy, competition and expenses.
This document outlines the roles and responsibilities of organizational leadership regarding payroll. It states that leadership needs to understand and engage in the payroll process, as payroll is usually the largest expense. Leadership is ultimately responsible for payroll compliance and best practices. The document then details specific responsibilities of executive leadership and boards. It provides guidance on setting up and complying with payroll processes such as policies, taxes, new hires, terminations, benefits and reviews.
Final regulations recently announced by the Obama Administration give two levels of delay to employers who had previously been required to offer insurance coverage to their employees next year. With this second round of delays, come a second wave of questions from employers.
This week, Attorney Michael James and Rehmann Group’s Don McAnelly addressed key Affordable Care Act regulations and deadlines in a webinar.
QuickBooks Full Service Payroll - Royalwise Course SlidesRoyalwise Solutions
Are you still printing checks and manually calculating payroll taxes?!? Let Alicia Katz Pollock teach you how to save time and eliminate payroll headaches with QBO’s built-in Full-Service Payroll.
QuickBooks Online’s built-in Payroll has timesheets, direct deposit, automatic tax payments, and even pays Contractors for you. The subscription levels offer HR services, same-day deposit, QuickBooks Time, and guaranteed accuracy.
Take the course at:
https://learn.royalwise.com/user_catalog_class/show/647880?title=QBOs-Full-Service-Payroll
Healthcare Reform: A Practical and Strategic Look at the ImpactSikich LLP
These slides cover the information below. You can also view the live recording of this video here:
https://vimeo.com/69172281
- What we know today about healthcare reform
- Healthcare reform's impact on payroll, HR, and benefits
- Notice of Exchanges
- Updated COBRA notice
- Employer mandates
- Wage and hour update
- Areas of focus for 2013 and beyond
This document summarizes a seminar on healthcare reform compliance. It discusses tracking employee hours and classifying employees to determine employer shared responsibility under the Affordable Care Act. Large employers must offer affordable minimum essential coverage or pay penalties. Employers must use measurement, administrative and stability periods to determine variable hour employee eligibility. The seminar covers compliance dates, reporting requirements, and audits.
Affordable Care Act: What Does It Mean For Large EmployersFidelityQuickpay
This document discusses the impact of the Affordable Care Act (ACA) on large employers. It explains that under the ACA, large employers are defined as those with 50 or more full-time equivalent employees. Large employers face potential penalties if they do not offer affordable health insurance to full-time employees or if any full-time employees receive premium subsidies. It provides deadlines for 2014 compliance with the ACA's coverage requirements and outlines key steps employers should take to prepare, such as determining whether to offer coverage and analyzing potential costs and penalties.
Affordable Care Act: What Does It Mean For Small EmployersFidelityQuickpay
The document discusses key implications of the Affordable Care Act for small employers, including:
- Small employers are defined as having 1-100 employees and are not required to provide health insurance but may be eligible for tax credits if they do.
- Existing plans can be grandfathered to avoid some new rules, but changes may cause plans to lose this status.
- New rules take effect from 2012-2015 regarding dependent coverage, annual/lifetime limits, wellness programs, and out-of-pocket maximums.
- Employers must notify employees of health insurance exchange options and provide coverage information to the government.
- Small employers should analyze health plan options, communicate changes to employees, and consider outsour
This document provides information about salary deductions and monetary benefits for public school teachers in the Philippines. It discusses mandatory salary deductions including GSIS, HDMF, PhilHealth, and tax withholdings. It also outlines several monetary benefits teachers receive such as uniforms/clothing allowance, mid-year bonus, year-end bonus and cash gift, and productivity incentive. Sample computations are provided to demonstrate how deductions are calculated from a teacher's monthly and annual salary.
Significant changes to overtime regulations may 25 2016Allyson Lewis
The document discusses changes to overtime regulations and how they will impact employees' exempt status. It explains the criteria for being exempt as an executive, administrative, professional, or highly compensated employee. It also covers partial overtime exemptions and provides examples of employees who may or may not qualify for different exemptions.
This document discusses employee compensation and benefits. It outlines the objectives of compensation as focusing employee effort, attracting quality employees, retaining top performers, and motivating employees. The main components of compensation are salaries, wages, and benefits received in exchange for work. Benefits can include health insurance, retirement contributions, disability insurance, and more. Determining pay rates considers factors like the employee's job, market rates, and job evaluation methods that compare roles. Both direct compensation like salaries and bonuses, and indirect compensation like benefits and equity programs are discussed. The document also covers nontaxable benefits and how benefits are classified.
The document summarizes the results of a survey on severance practices in Canada. It finds that most companies anticipate higher levels of employee terminations in the coming year due to organizational changes and individual performance issues. Common reasons for terminations include restructuring, poor performance, changes in business strategy, and financial reasons. The document provides tips on severance planning, common severance structures, legal requirements for severance packages, and best practices for terminations.
Are you involved with the management of a 401(k) plan that is required to have an audit conducted? Please join Danielle Gisondo, CPA, Marilea Campomizzi, CPA and Rebecca Ferris, CPA for a presentation on what to expect the first time your plan needs an audit and what you should be doing now for an easy audit.
This document discusses rewarding performance through compensation strategies. It explains traditional and contemporary compensation strategies, different types of pay plans like profit sharing and stock options, and considerations for setting performance measures, tax treatments, non-financial incentives, and global compensation. The key points are that compensation strategies should unite goals, performance measurements, and rewards; contemporary strategies use incentive-based compensation for all employees; and stock-based compensation plans reward long-term performance and management ownership.
This document discusses various types of benefits and services that companies provide to employees. It covers indirect financial payments like paid time off, insurance benefits, retirement benefits, and services. Specific benefits mentioned include sick leave, health insurance, pensions, childcare, flextime, telecommuting, and more. It also addresses issues around developing a benefits plan such as costs, eligibility, communication. The benefits discussed aim to attract, retain and reward employees while controlling costs for the company.
The document provides information from a webinar on advanced wage and hour law for dealerships. It discusses recent large settlements in wage and hour lawsuits against major companies. It outlines the differences between a Department of Labor investigation and a private employee lawsuit. It also discusses various types of wage and hour class actions and provides examples of state laws with higher minimum wages or different overtime exemptions than federal law. The webinar addresses issues like wage payment laws, wage deductions, and ensuring pay plans comply with applicable laws.
The Department of Labor released its final rule on May 18, 2016, revising the overtime exemption regulations of the Fair Labor Standards Act (FLSA) and making as many as 4.2 million employees eligible for overtime pay. Workers classified as exempt but making $47,476 or less will now be eligible for overtime earnings effective December 1. The goal was to simplify and modernize the rules, making it easier for workers and employers to understand and apply them. The salary threshold update was to preserve the original intent of the FLSA in offering overtime protection to those who qualify.
While the FLSA has always had its share of complexities, the final rule is no different and poses particular challenges to employers. The new regulations will most likely bring change for both employers and employees as many review the impact on budgets, workflow, employee schedules, and employee morale. For small businesses, institutions of higher education, and nonprofit organizations, the new requirements present a difficult challenge. As employers sort though the potential effects of the final rule, any changes to job duties, schedules, and compensation / benefits will need to be communicated to employees.
This document discusses wages and salary administration. It covers developing a pay system by reviewing job descriptions and conducting job evaluations. It also discusses factors that affect wage levels like comparable industries, cost of living, and union pressures. The purpose of wages and salary administration is to attract, retain, and motivate employees while meeting financial and legal requirements. It distinguishes between direct compensation like base salary and indirect compensation like benefits. Principles of compensation administration include maintaining equity, competitiveness, and meeting employee expectations.
Professional Employer Organization.pptssuser5e5e6c
This document discusses the benefits of using a Professional Employer Organization (PEO) to handle various human resources and payroll responsibilities for businesses. It notes that PEOs can save businesses time and money by taking over benefits administration, payroll processing, compliance with employment laws, and other administrative tasks. This allows business owners to focus on their core operations rather than human resource functions. The document provides statistics on costs associated with benefits and payroll administration and outlines the specific services a PEO can provide, including benefits, payroll processing, compliance support, and other HR services.
For more information visit https://www.brightpay.co.uk
Do your clients know about the upcoming increases in minimum pension contributions? Payroll bureaus will need to make sure that their clients understand these changes. Phasing will apply to all employers who have employees enrolled into a workplace pension scheme.
On the 6th April 2018, employers are required to increase the total contributions into their employee’s pension pot from 2% to 5%. Employers will contribute 2% with the employee minimum rate increasing to 3%. Minimum contributions will undergo a further increase next year on the 6th April 2019, with the total minimum contribution increasing from 5% to 8%, representing a 3% employer and 5% employee contributions.
This webinar will take you through what's involved with the latest increases in contributions and a look at how new employers will handle their auto enrolment duties.
Our agenda includes:
Are you ready for the forthcoming contribution increases?
How to support your clients and their employees with the changes
Your ongoing duties
Helping your new employer’s clients get to grips with AE
How BrightPay will handle these changes
A quick peek at BrightPay Connect
Similar to CalPERS Payroll and Membership Training (20)
The document summarizes Common Core implementation in California and the role of classified leaders in supporting the transition. It discusses where the state is at with Common Core and Smarter Balanced assessments, and the role of classified leaders in areas like technology, facilities, budgeting and personnel. It also provides an overview of the Local Control Funding Formula and Local Control Accountability Plans, which give local control over funding and set priorities for student outcomes.
Strategies for learning about those you leadcelinstitute
The document provides a flowchart for addressing problems by starting with remembering facts, understanding concepts, applying procedures, and checking additional sources if issues persist. It encourages working through an example as a group to see if the chart helps identify potential problems in applying a procedure. The chart is intended as a printable reference for addressing issues.
Acsa cel fsusd human resources acsa-022814v1celinstitute
The document summarizes the reorganization and transformation of the Human Resources department of the Fairfield-Suisun Unified School District. Key points include:
- The HR department underwent a reorganization to improve efficiency, effectiveness, and customer service.
- Changes included restructuring staff and the physical workspace, increasing cross-training, and advancing technology usage.
- The goals were to improve recruitment, retention, and support of employees from hire to retirement.
The document discusses strategies for communicating about school budgets in an effective and strategic manner. It emphasizes the importance of explaining budget decisions and spending in terms that stakeholders can understand, and framing discussions around student outcomes and district priorities. It also stresses developing two-way communication, building trust through transparency and accountability, and using communication to support the achievement of strategic goals.
Twitter and LinkedIn and Pinterest... Oh My!celinstitute
This document discusses building a professional learning network (PLN) using social media platforms like Twitter, LinkedIn, and Pinterest. It provides information on setting up accounts, who to follow on each platform to expand one's PLN, and types of content to share like articles, presentations, and community work. The goal is to connect with others, engage in free professional development, and stay informed on educational trends to continue learning.
The document describes an icebreaker activity called "Sort and Mingle" which has two phases. In the sort phase, participants alternate moving in different directions based on different criteria. In the mingle phase, participants form groups based on similar responses to categories announced and then share answers with the full group. The activity aims to get participants mingling and sharing details about themselves. It then describes a follow up activity "What We Have in Common" where table groups make lists of things they share in common and regroup to make new lists without repeating items.
The document describes different styles associated with the four cardinal directions - North, South, East, and West. North styles are action-oriented and like to take risks and plunge into new activities. South styles focus on relationships and want to make sure everyone is heard before acting. East styles value tradition and order and like to consider the big picture. West styles want to have all the details and information before taking action.
The document appears to be a survey or questionnaire containing questions about various topics related to a person's job and leadership role in a school district. It includes questions about challenges they are facing, important people in their life, how they handle stress and provide feedback, leadership styles, professional development, goals, and strategies their district is using. The questions cover both professional and personal subjects.
When bad things happen to good schoolscelinstitute
This document provides tips for school leadership on communicating effectively during a crisis. It emphasizes that crises will inevitably occur and handling the response and communication is crucial. Key recommendations include prioritizing student and staff safety, keeping the community informed in a transparent yet private manner, using simple and empathetic language, and building trust over time through consistent communication. The goal is to minimize damage to the school's reputation by demonstrating care, competence, and open yet legally compliant exchange of information.
This document provides materials for a presentation on having hard conversations. It includes:
- An agenda that covers welcoming participants, having participants discuss a hard conversation case study they face, why people hesitate to have hard conversations, questions to ask before deciding to have a conversation, using professional behaviors as a foundation, action planning, quick scripts, and reflection.
- A biography of the presenter Jennifer Abrams, who is an educational and communications consultant specializing in topics like having hard conversations, new employee support, and collaboration skills.
- Slides that discuss tensions that can arise in hard conversations, the impacts of not speaking up, questions to ask oneself before deciding to have a conversation, using outcome mapping to plan for
A Pledge to End Discrimination AB 1266celinstitute
The document provides an overview of AB 1266, a California law that prohibits discrimination against transgender students. It discusses key issues schools may face, including how to handle student records and names, use of restrooms and locker rooms, participation in sports, and addressing parent or staff opposition. Survey results show high rates of harassment faced by transgender students. The document outlines legal protections for students and guidance for schools in supporting transgender students while respecting all students' rights.
Developing and Staying on YOUR Positive Messagecelinstitute
The document provides an agenda and notes from a presentation on developing and maintaining a positive message when communicating with the media and on social media. Key points covered include tips for working with the media, using message boxes to frame discussions around important issues, and strategies for conducting interviews and responding to hostile questions. Specific social media platforms like Facebook, blogs, and Twitter are also discussed.
This document discusses several ethical dilemmas that may arise for educational leaders, including:
1) A situation where eighth grade boys at a middle school allege that their female science teacher has appeared in adult videos online. The principal must determine how to handle the situation and whether it merits discipline or dismissal.
2) Other potential scenarios like firing a principal without stating the reason, a school board member having sexual relations with staff, not properly reporting a child abuse allegation, or administrators cheating on state performance tests.
3) The document provides advice for navigating these tough ethical dilemmas, such as avoiding conflicts of interest, office pressure, and ethical debt. It emphasizes using fair and thoughtful processes, considering who is affected,
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
6. CalPERS Membership Qualifications
What is the time base of the appointment?
Are they a current member of CalPERS?
Is the position excluded from your contract?
7. Appointment Time Base and Tenure
• Immediate Membership on Hire Date
- Permanent Full Time on date of hire
- Part-time, 20 hours per week, one year or longer
- Temporary Full Time, in excess of 6 months
- GC 20305
8. Current Member of CalPERS
• Immediate Membership on Hire Date
- Contributions or Service Credit on account
-
Once a member, always a member
-
GC 20305(a) (1)
12. Definition of a New Member
• Never been a member of any public retirement system
• Moved between public retirement systems and had a six months break
in service
• Moved between public employers within the same retirement system
and had a six month break in service
• All schools are considered to be one employer
13. Definition of a Classic Member
• Members who are not “new members” are a “classic members”.
• Classic members will retain all existing benefit levels
• Classic members will be tested against the “new member” definition
upon each new appointment
16. Employer Responsibilities
• Update my|CalPERS of any changes to employees’ employment status
- Unpaid Leave of Absence
- Permanent Separation
- Address Change
- Position Change
18. Timely Enrollment of Employees Into CalPERS
• Employees must be enrolled within 90 days of qualifying
for membership
• If they are not enrolled in a timely manner it may result
in you paying both member and employer contributions
• Administrative fee of $500.00 plus both contributions with interest
23. CalPERS or CalSTERS Right of Election
School positions are divided into two basic types:
•
Certificated: An employee in a position requiring certification qualifications by or
pursuant to the Education Code. Credentialed employees (e.g., teachers,
administrators, health care, library media workers, etc.) are all in certificated positions.
•
Classified: An employee in a non-certificated position
(e.g., office workers, custodial staff, cafeteria workers, etc.).
Employees in certificated positions are eligible for membership in CalSTRS,
while classified employees may be eligible for membership in CalPERS.
26. The Importance of Correct & Timely Payroll
Service Credit
Benefit Factor
Final Comp
= Monthly Retirement Allowance
Two of the three factors used in calculating your monthly Retirement
allowance are from your payroll.
27. Inaccurate Payroll Reporting
• If you report incorrect pay rates and earnings
for your employees, you may cause:
- Service credit accrual discrepancies
- Delays in member retirement processing
- Inaccurate retirement estimates
- Incorrect payment of benefits
- A delinquency fee for late payroll reporting
31. The Nine Criteria - Must meet all nine
1.
2.
3.
4.
5.
6.
7.
8.
9.
Available to all members in a group or class
Contained in a written labor policy or agreement
Part of normally required duties
Performed during normal hours of employment
Paid periodically as earned
Historically consistent with pay for the job classification
Not paid exclusively in the final compensation period
Not final settlement pay
Not creating an unfunded liability over and above the
CalPERS actuarial assumptions.
33. Pensionable Compensation
New member’s pensionable compensation limited to:
• Normal monthly rate of pay or base pay
• Paid in cash to similarly situated members of the same group
• Paid for Services Rendered during Normal Hours
• Pursuant to a publicly available pay schedule
• Excludes bonuses, overtime, pay for additional services
outside of normal working hours and other types of pay
• Retirement boards have the authority to exclude other forms of
compensation inconsistent with the statutory definition
34. Incorrect Payroll Reporting
Month
July
August
September
October
November
December
January
February
March
April
May
June
TOTALS
Pay Rate
Member Earnings Service Credit Earned
$0.00
$0.00
0.000
$0.00
$0.00
0.000
$2,600.00
$2,275.00
0.088
$2,600.00
$2,275.00
0.088
$2,600.00
$2,275.00
0.088
$2,600.00
$2,275.00
0.088
$2,600.00
$2,275.00
0.088
$2,600.00
$2,275.00
0.088
$2,600.00
$2,275.00
0.088
$2,600.00
$2,275.00
0.088
$2,600.00
$2,275.00
0.088
$2,600.00
$2,275.00
0.088
$26,000.00
$22,750.00
0.880
$26,000.00 ÷ 12 months = $2,167.00 incorrect final comp
35. Correct Payroll Reporting
Month
July
August
September
October
November
December
January
February
March
April
May
June
TOTALS
Pay Rate
$0.00
$2,600.00
$2,600.00
$2,600.00
$2,600.00
$2,600.00
$2,600.00
$2,600.00
$2,600.00
$2,600.00
$2,600.00
$2,600.00
$28,600.00
Member Earnings
$0.00
$569.00
$2,275.00
$2,275.00
$2,275.00
$2,275.00
$2,275.00
$2,275.00
$2,275.00
$2,275.00
$2,275.00
$1,706.00
$22,750.00
Service Credit Earned
0.000
0.022
0.088
0.088
0.088
0.088
0.088
0.088
0.088
0.088
0.088
0.066
0.880
$28,600.00 ÷ 12 months = $2,383.00 correct final comp
36. Proper Reporting of Overtime Pay Rates
Employees working less than 40 hours per week
• Working overtime hours and paid overtime rates
• Only Report the overtime hours up to 40 hours
• Only report the “straight-time” rate
• Only report the “straight-time” earnings
•
GC 20635.1
39. Retired Annuitant
• Must report payroll, but no contributions, or service credit earned
• Hourly pay rate, no benefits
• Must not exceed 960 hours in a fiscal year
• Performed for a limited duration, extra help
• As of 1/1/2013 must have 6 month break in service
• Independent Contractor vs. Retired Annuitant
42. Missing Payroll or Late Payroll
Earned Period Reports
– Due within 30 calendar days of reporting period
• Administrative fee of $200.00 billed
– Earned Period Report not submitted when due
– Will be assessed monthly until payroll report submitted
43. Incomplete and /or Inaccurate Reports
• my|CalPERS provides notice of errors
– Errors in Employer’s staging area
– $200.00 administrative fee assessed if errors not corrected
and posted within 60 days of notice
– Fee is billed monthly until entire payroll report is corrected and posted
– Contracting Agency billed
44. Underpayment of Contributions
Employer and Member
• Within each Fiscal Year
-
-
Payments of less than 90% when due, will be billed for
underpayment to equal 100%
Interest assessed if bill is not paid within 30 calendar days
Interest receivable is interest bearing until paid
Contracting Agency billed
45. Underpayment of Contributions
Employer and Member
• End of Fiscal Year
– If pay <99% when due, billed for underpayment to 100%
– Interest receivable is interest bearing until paid
– Contracting Agency billed
46. Fee Waivers
• Future Fee Waiver Request
– Submit Request (Payroll Reporting Schedule page)
– Each Request must be for one Earned Period Report
– Future Fee Waiver requests for more that one Earned Period
Report will be rejected
– Legitimate reason for waiver
(i.e., out of the Employer’s control)
48. Other Provisions
• Prohibit the purchase of air-time
- Additional Retirement Service Credit (ARSC)
• Prohibit retroactive benefit increases
-
Excludes COLA’s
Includes optional benefit provisions that are service based
• Prohibit pension holidays
- Requires the combined employer and employee contributions to cover the
annual normal cost
49. Service Retirement Eligibility
• Classic Members and all Safety Members
- Age 50 with
- 5 Years of Earned Service Credit
• New Members
- Age 50 Safety
- Age 52 Miscellaneous
- 5 Years of Earned Service Credit
50. Circulars
• 200-055-12 released December 3, 2012
- Summary of General Provisions
• 200-060-12 released December 11, 2012
- Benefits and Contributions for new school members
• 200-062-12 released December 27, 2012
- Details of pensionable compensation items for new members
• 200-063-12 released December 31, 2012
- Instructions for certifying impairment of MOU’s
- Forms for Member self-certification of reciprocity
• 200-002-13 released January 4, 2013
- Reporting Permanent Separation Dates and Validating Participant Appointment Details
in my|CalPERS
50
52. Additional Employee Support
• Beneficiary Designation
Forms
Call CalPERS
Immediately
• CalPERS Special Power
of Attorney
• Report an Imminent Death or
Terminal Illness
• Death of an Active Member
(Complete PERS-BSD-738)
53. Resources
• Public Employees’ Retirement Law (PERL)
• Public Agency and School Reference Guide
•
•
•
•
•
•
State Reference Guide
Circular Letters
CalPERS Employer Bulletin
CalPERS Web site – www.calpers.ca.gov
my|CalPERS Online Services, Calculators and Tools
CalPERS Customer Contact Center (888-225-7377)
54. Social Networking
• Follow us on Twitter: http://twitter.com/CalPERS
• Find us on Facebook: http://facebook.com/myCalPERS
• View videos on YouTube: http://youtube.com/CalPERSNetwork
The Forms and Publications Center is where you can go to review, download and/or print any forms, publications, circular letters and or resolutionsIn the area labeled “Employers”, you will also be able to access your reference guide.
Membership Qualifications: This is another business related responsibility for employers….. Determining whether or not a person qualifies for membership is based on several different factors. Some positions are excluded from membership by law and some may be excluded by your agencies contract with CalPERS. Still others are optional and the employee may elect to become a member. Some positions require the employee to work a specific number of hours before becoming a member. Lets take a look some membership qualifications
Under the “Person Information” tab you may search if a prospective employee is a member of CalPERS. You may use their existing CalPERS ID if known or their social security number.In the second panel labeled “anticipated or actual hire date”, you can enter a proposed hire date to complete your search.Select “continue”
Once the potential “new hire” is queried…this screen will pop up next. The result will identify if the individual is in the my|CalPERS system.You will be provided some basic information to include:The individuals nameTheir membership status, you will see member yes or member noYou can also determine if they are vested in CalPERS with 5 years of Service CreditAnd if they are an optional member or retired?No results found will display if the individual is not in the system.
It is also the responsibility of the employer to UPDATE my|CalPERS with any changes to an employees’ employment status; Unpaid Leave of Absence, Permanent Separation, Address Change or Position Change.
When making an appointment change make sure you are filling in all fields with red asterisks.If are permanently separating a member, fill in the event field with that reason. If you need to place a member on leave, fill in the field with “begin leave”Types of leave - Educational , FMLA, Industrial Disability, Military, Mat/paternityNon industrial DL, Other leave, State disability, Service leave ,Sabbatical, Unpaid, Workers comp.When a member is permanently separated, document the number of unused sick leave hours this member had at the time of separation. If the wrong amount is input, the system will provide an error message.Error message: “The sick leave entered exceeds the average 8 hrs per month based on the employee’s total earned service credit. Incorrect reporting may cause an overpayment in retirement benefit”.
CalPERS retirement benefits are funded by…Employer contributionsMember contributionsCalPERS Investment returnsIt is your responsibility to ensure your employees are enrolled and reportedaccurately and timely. Your payroll contains two of the three factors used in calculating your monthly retirement. Those two factors are…Service CreditFinal CompensationAt the time of retirement, the amount of the employees service credit will be multiplied by their benefit factor, that percentage is then multiplied by the Final Compensation, which is an average of the employees pay rate over a 12 or 36 consecutive month period.This will determine the amount of the total benefit they’ll receive as a retirement allowance. Some of the things that can occur if it isn’t reported timely or correct are…
INACCURATE PAYROLL REPORTINGIf you report incorrect pay rates and earnings for your employees, you may cause:• Service credit accrual discrepancies• Service credit inaccuracies• Delays in member retirement processing• Inaccurate retirement estimates• Incorrect payment of benefits• A delinquency fee for late payroll reporting.
To report compensation to CalPERS, the employer must ensure it meets the statutorily defined definitions found in the PERL.Compensation:• Funds controlled by the employer• Performed during normal working hours• Statutorily approved absencesCompensation earnable:Consists of payrate & special comp.Publicly available pay schedule-Approved by the governing body in a public meetingIdentifies every position, amount and time baseRetained for at least five yearsDoes not reference another documentSpecial comp.- Payments received for special skillsContained in written labor policy or agreementAvailable to a group or classReport as earned
Pay rate is the amount of compensation a member is paid for a unit of time (i.e., hour, day or month) during normal working hours and must be listed on a publicly available pay schedule (CCR 570.5). The payrate must be available to everyone in a group or classThe pay rate should remain stable throughout a fiscal year except for pay raises, demotions, or changes of position. If a member works in more than one position or receives a raise in the middle of a pay period, report amounts earned under each pay rate separately.CalPERS considers full-time employment to range from 34 to 60 hours per week
CCR 571 (b)(1) states that all items of special compensation must…duly approved in public meeting –Specifies condition of payment – so we know how much you are paying for that specific Special Comp.Immediately accessible – If requested by anyone, it is available at time of requestIndicates an effective and date of any revisions – Must clearly display an effective date along with any revision dates that may have occurredRetained for at least 5 years for public inspection – Longer would be better, but at minimum 5 yearsDoes not reference another document in lieu of disclosing the item
Pensionable compensation of a new member of any public retirement system means the normal monthly rate of pay or base pay of the member paid in cash to similarly situated members of the same group or class of employment for services rendered on a full time basis during normal working hours, pursuant to publicly available pay schedulesMore info can be found in GC 7522.34
EPMC may continue to be reported for classic members pursuant to existing PERL provisions. Agencies who wish to eliminate or reduce EPMC for classic members are able to do so under existing law through collective bargaining and contract amendments. Existing PERL statutes allow employers to periodically increase, reduce, or eliminate employer paid member contributions.To add Special Compensation, you must select the Blue link…”View Special Compensation”
You will add or delete each special compensation type and amount to anemployee’s payroll record, an employee’s payroll record may contain multiplecategories and types of special compensation. Each special compensationitem should be separated into its own line item. Do not combine special compensation
*Please pay attention as this is the 3rd class objectiveOne of the new items you must report are the hours for Retired Annuitants . When reporting Retired Annuitants please remember you Must report payroll, but no contributions, or service credit They will receive an Hourly pay rate, no benefitsThey Must not exceed 960 hours in a fiscal year Performed for a limited duration, extra help Part of the Pension Reform requires that as of 1/1/2013 there must be a 180 day break in service*Reporting them in your payroll is a new process, it allows us to track the number of hours they work. Currently we are not sending out notification to you the employer or the retired annuitant, so please track the hours as well, this should change.
Some additional Payroll Information are Deadlines, Fees and Extension
Earned Period Reports must be submitted by each Employer or before 30 calendar days after the end of the previous service period. If an Employer fails to submit their Earned Period Reports on time, CalPERS will assess an administrative fee of $200.00 for every Earned Period Report that is delinquent. The $200.00 administrative fee will be assessed every additional 30 calendar days until the late or missing Earned Period Report is submitted. Adjustment reports will not be subject to this part of administrative fees.
Each Employer has 60 calendar days from the date the my|CalPERS system gives an errormessage on the payroll record. Any payroll error(s) remaining in the staging area uncorrectedafter 60 calendar days will generate a $200.00 administrative fee until all errors are corrected andposted. For each 30 day period after that, if the same error(s) continue to remain in the stagingarea and are not corrected, an additional $200.00 administrative fee will be assessed.
WITHIN THE FISCAL YEARWithin the fiscal year, if an employer fails to pay at least 90% of contributions on time, CalPERS may assess interest on the amount outstanding from thedate the contributions were due to the date they were actually received. The interest rate used will be the “Actuarial Interest Rate” as defined in CaliforniaPublic Employees’ Retirement Law (PERL). When an Employer is assessed interest on underpayment of contributions, they will have 30 calendar days to submit payment. If payment is not made before 30 days, the assessed interest will be applied to the outstanding contribution balance displayed on the Billing and Payment Summary page of my|CalPERS.15 days - IRS
At the end of the fiscal year, June 30, if an employer fails to pay at least 99% of the contributions by July 30, CalPERS may assess interest on the amountoutstanding. The interest rate used will be the “Actuarial Interest Rate” as defined in the PERL. The employer will have 30 calendar days to submitpayment. If payment is not made before 30 calendar days, the assessed interest will be applied to the outstanding contribution balance displayed on the Billing and Payment Summary page of my|CalPERS.
CalPERS may, for good cause, grant an extension of time for the payment ofcontributions and/or the posting of each Earned Period Report. This is provided that the Business Partner sends a payroll schedule extension request for each Earned Period Report via my|CalPERS Payroll Schedule page at least 10 working days before the due date. Each payroll extension request must be for one Earned Period Report at a time. An extension request covering multiple Earned Period Reports will be rejected. CalPERS may waive assessed fees upon satisfactory proof of conditions existing beyond the Business Partner’s control. Normally, CalPERS does not consider internal procedures or payment processes used by an Employer as acceptable justification for incomplete or erroneous reporting and/or underpayment of contributions. Requests to waive assessed fees should be submitted via my|CalPERS.
Retirement benefits and calculationsHow to perform retirement calculation What is included in the retirement calculationService credit purchases
ARSC No back dating benefitsER still need to pay contributions unless they are over 120%
For the majority of CalPERS Members, the most common form of retirement is Service Retirement. The eligibility will be different for our classic vs new members
Beneficiary Designation If a member passes away before retirement, their wishes are determined by using the BSD 241. This form allows the member to designate beneficiaries other than the statutory beneficiaries provided by retirement law. Please provide it to all your employees upon entering CalPERS. Please note that a life event will revoke previous designations and the member should complete a new beneficiary form. Life events include marriage, divorce, registration or termination of Domestic Partnership and birth or adoption of a child.CalPERS Special Power of Attorney CalPERS has a special durable power of attorney form for use by members and beneficiaries. This special power of attorney enables you to appoint another person to speak with CalPERS on your behalf. This person may obtain information about your benefits, select a retirement option, change your mailing address, sign tax withholding forms, and conduct other retirement business on your behalf. Please provide to all your employees upon entering CalPERS. Reporting an Imminent Death or Terminal Illness If you become aware of an employee’s terminal illness or imminent death , immediately contact CalPERS. Imminent death or terminal illness implies that the member is not expected to live more than 90 days. This also applies to cases where death may not necessarily be imminent, but competency to act on one’s own behalf may become impaired thereby jeopardizing later desired retirement action. A CalPERS representative will meet with the member in their home or hospital room to assist in completing a retirement application if the member is unable to visit their local Regional Office. Death of an Active Member Upon learning of an employee’s death, immediately contact CalPERS we will assist the family.
Read slide
Along with the many ways you can contact CalPERS, a great way of keeping up on the latest information is the use of social networking. You can now Follow us on Twitter and you can Like us at Facebook.You can also find great informational videos by going to the Video Center on our website. All of our video content is published to the CalPERS YouTube channel. On YouTube, you can subscribe to our videos, share them, and embed them in your own sites.