by admin | Apr 1, 2026 | HR, Human Resources
Most employers follow standard payroll schedules—monthly, weekly, semi-monthly, or biweekly—with biweekly cycles being the most common. Nearly half of organizations pay employees every other week.
In 2026, however, employers using a biweekly schedule may encounter an unusual twist. Because New Year’s Day in 2027 falls on a federal holiday, companies that typically issue Friday paychecks may need to move that payday earlier. This shift places the final paycheck on Thursday, December 31, 2026—potentially resulting in 27 pay periods instead of the usual 26.
This extra pay cycle doesn’t happen often—typically less than once a decade—due to the mismatch between the 365-day calendar year, leap years, and a 14-day pay schedule.
What This Means for Payroll
An additional pay period can create complications, especially for salaried employees who receive a fixed amount per paycheck. Employers generally take one of two approaches:
- Adjust salaries by dividing annual pay across 27 periods instead of 26
- Maintain current pay rates and issue an additional paycheck, increasing total compensation by about 3.85%
In most cases, benefit deductions (like health insurance) are still spread across the first 26 paychecks.
However, the extra cycle can introduce compliance and administrative challenges, including:
- Wage and hour law compliance under the Fair Labor Standards Act (FLSA)
- Proper handling of salaried employee pay structures
- Required employee notifications
- Accurate tax withholding
- Budget forecasting and payroll accuracy
- Benefits and contribution limits
Key Takeaway
The additional payroll cycle in 2026 may seem minor, but it carries meaningful implications for budgeting, compliance, and employee pay. Employers should review their payroll strategy early and consult legal or payroll professionals to ensure they remain compliant and prepared.
by admin | Mar 24, 2026 | Human Resources
As we move through 2026, the workforce is sending a clear message: Stability is the new priority.
New research from the Adecco Group
shows that employees are putting a premium on job security, fair pay, and long-term stability—much more than chasing the next opportunity.
Many have embraced “job hugging”,
choosing to stay where they are rather than jump for a slightly bigger paycheck.
The Great Stability: Why Employees Are Staying Put
Specifically, employees say they stay in their jobs because:
- They’re happy with their work-life balance.
- They like the company culture.
- They’re satisfied with their salary.
- They appreciate the flexibility in their current role.
- They value the upskilling and training they receive.
As the report notes, flexibility, fulfillment, and culture still matter—but they’re no longer enough on their own.
What Employees Value Most Now
Priorities have shifted in the last few years. With the pandemic largely behind us but the economy and society
still unsettled,
employees are sending a clear message.
With the results from the Addeco Group survey, they found that employees value:
-
Prioritize security over personal fulfillment.
Stable income and job security now outrank “purpose” as the top reasons people stay.
In an uncertain world, they need
stability at work.
-
Still want flexibility—but tailored to them.
Leaders often care more about where they work, while junior employees focus on when they work.
One-size-fits-all policies miss the mark.
-
Expect fair and transparent pay.
Blue-collar employees are more likely than white-collar workers to feel they’re paid fairly—but both groups want clarity and openness around compensation.
-
Want to grow where they are.
Many employees want internal mobility, but more than 60% of organizations struggle to move people into new roles.
There’s an opportunity to
build internal mobility
through better
skills gap analysis.
How Companies Can Lead in the Great Stability
Stability alone won’t keep people forever. Employees still need growth, purpose, and a healthy environment as their lives and careers evolve.
Here are four ways organizations can respond:
-
Invest in upskilling and internal mobility.
Many companies have people who could step into new roles, but lack the tools and visibility to make that happen.
At the same time, employees are increasingly taking development into their own hands, learning AI and building new skills on their own.
Companies that provide clear learning paths, targeted training, and internal job opportunities will hold onto their best talent rather than constantly hiring from outside.
-
Create an environment where employees thrive.
Most workers prefer employers committed to inclusion, well-being, sustainability, and purpose—but Adecco found satisfaction with those efforts is still low.
Organizations can stand out by offering real mental health support, visible DEI progress, and meaningful social responsibility,
then communicating those efforts clearly and consistently.
-
Personalize flexibility—think “when and how,” not just “where.”
Instead of generic hybrid or remote policies, give teams tools to shape their own work rhythms:
schedule flexibility, core hours, compressed weeks, or smart shift-swapping for frontline roles.
Let employees help design team norms—like meeting-free blocks and response-time expectations—and tie flexibility to clear performance outcomes.
-
Build a genuine “voice-to-action” loop.
Use short, frequent check-ins and listening sessions focused on what makes people want to stay—workload, manager support, recognition, flexibility, growth.
Then close the loop quickly with “you said, we did” updates so employees see tangible changes within weeks, not months.
The Great Stability isn’t about employees settling; it’s about employers rising to meet a new standard.
Organizations that pair security with fair pay, growth, and real listening will be the ones people choose to “hug” for the long haul.
by admin | Jan 30, 2026 | Hot Topics, Human Resources
HR leaders are facing unprecedented pressure: shrinking budgets, rising expectations, vendor service gaps, and nonstop AI noise. The result? Platform fatigue, broken workflows, and tech that feels like more work not less.
This session reveals the real trends shaping HR & Benefits technology in 2026, grounded in data from the Sapient Insights 2025 their HCM, payroll, and benefits ecosystem.
This isn’t a vendor pitch or an AI hype session, it’s a roadmap for HR professionals who want clarity, control, and long-term strategy behind their tools.
You’ll leave with actionable steps to optimize the tech you already have, evaluate when it’s time to replace, and build a benefits and HR tech roadmap that works for you – not the vendors.
Target Audience:
- HR Managers, Directors, and VPs
- CHROs and People Operations Leaders
- Benefits & Total Rewards Leaders
- HRIS / HR System Administrators
- Payroll, Compensation & Shared Services Leaders
- Brokers and consultants supporting HR tech decisions
Key Learning Objectives:
By the end of the session, attendees will be able to:
- Understand the Real State of HR Tech in 2026
- Diagnose Platform Fatigue & System Misalignment
- Navigate the HR + Benefits Tech Intersection
- Cut Through the AI Noise with Real-World Readiness
Format:
- 45 50 minute presentation
- 10-15 minute Q&A
- Interactive polls or audience pulse-checks included
by admin | Nov 17, 2025 | Human Resources
An employee handbook is key for setting workplace expectations and staying compliant. Outdated policies can create legal and operational risk. With evolving compliance requirements in the form of new laws and revised regulations, employers need to keep a watchful eye on their handbook policies to make sure they stay compliant. They should also be sure that the “oldies but goodies” – like harassment prevention and conduct guidelines are up to snuff. If you pulled a template for one of these off the internet in 2007, it’s almost guaranteed to need a refresh.
Using outdated policies can lead to confusion, operational disorder,and potential legal exposure. Here are some key end-of-year activities to make sure you start the new year off right: year:
1. Keep Up with State Leave Laws
State leave laws of all kinds have been trending for years now from paid family leave, to bereavement, to sick and safe leave. If you haven’t had expert help with your handbook policies, there’s a good chance you’re missing key details. For instance:
- California requires accrued paid sick leave with specific accrual caps and revises its law at least some part of that law on an almost yearly basis.
- Many states, including Massachusetts, New York, New Jersey, Washington, and Illinois have paid family and medical leave programs that offer job protection
- Colorado (and a handful of other states) have expanded their paid sick leave to cover public health emergencies
Why it matters: Multi-state employers face a patchwork of rules. Ignoring them can result in fines, penalties, and disputes.
Action for Employers: Audit leave policies against the laws and rules in each state and locality where you have employees. Clearly outline eligibility, accrual, carryover, duration, and payout provisions to avoid disputes.
2. If Your Discrimination, Harassment, and Complaint Policies Feel Outdated, They Probably Are
Your employee handbook should create a safe and inclusive workplace. But many organizations are still relying on policies written years ago that don’t reflect current laws or best practices.
Common gaps include:
- Outdated lists of protected classes that omit new state or federal protections.
- Limited examples of unacceptable behavior.
- Insufficient or unclear complaint procedures.
- Not having specific language or contact information required by state law.
Action for Employers: Refresh anti-harassment, discrimination, and complaint policies to include any and all information required by state law, clear reporting procedures, and protections against retaliation. Pair handbook policies with mandatory training to reinforce expectations.
3. Review Your Workplace Conduct and Social Media Policies
Although employers have a lot of latitude to dictate employee behavior, the National Labor Relations Act does create some limits, several of which you might find surprising. (If you don’t have union activity, you might be surprised to find that this law applies to you at all!) For instance, you can’t prevent employees from complaining about their working conditions or discussing their wages.
Things to check for in your written and unwritten policies:
- Prohibiting Wage Conversations: Even a word-of-mouth rule against wage discussions is problematic. Make sure your managers understand this and that rules again such discussions haven’t found their way into offer letters or handbooks.
- Rules Against Speaking Up or Having a “Bad Attitude”: Rules like this can crop up in many places, including your policy that covers standards of conduct. While you can certainly try to enforce decorum and respectful behavior in the workplace, the devil is in the details, and you need to be careful about over-restricting employee behavior.
- Social Media Limitations: You can certainly restrict social media use during work hours, but generally you can’t stop employees from discussing their employment conditions online (e.g., wages, hours, safety issues, bad management). Unfortunately for employers, there’s a lot of nuance in this area of law.
Action for Employers: Make sure your handbooks policies–and even unwritten practices–don’t run afoul of the National Labor Relations Act.
4. Ensure Handbook Distribution and Acknowledgment
A great handbook is only effective if employees receive it, read it, and acknowledge it. Too often, employers update policies but fail to track distribution or obtain acknowledgments, leaving them unprotected in a dispute.
Best practices include:
- Communicating changes clearly to avoid misunderstandings. If you’ve made big changes to your handbook, point those out when distributing new copies.
- Requiring signed acknowledgment forms or e-signatures from every employee.
- Storing acknowledgments in a secure and easily accessible format.
- If distributing updated handbooks digitally, also have a print version available in an easily accessible location in the workplace.
Action for Employers: Make handbook acknowledgment part of your compliance checklist every year. Ensure everyone receives important updates promptly.
Why Updating Your Employee Handbook Before 2026 Matters
Updating your employee handbook is not just about avoiding penalties. It helps create a compliant, transparent, and inclusive workplace that builds trust and engagement. Employers with up-to-date handbooks will enter 2026 ready to adapt to new laws, strengthen employee relationships, and reduce compliance risk.
By Brian Costello
Originally posted on Mineral
by admin | Sep 22, 2025 | Human Resources
Change management is a necessity in today’s workplace. Digital transformation, hybrid work and automation are forcing people to adapt, learn new things and evolve. HR professionals are uniquely positioned as both architects and ambassadors of change.
Discover guidance for navigating these transformations:
1. Assess the preparedness of the workforce
Whenever big change is coming, organizations must determine how ready their people are for it. HR can conduct organizational readiness assessments to figure out what gaps there are in skills, leadership, mindset and even culture. Listening to employees can help HR identify change fatigue and resistance. Aside from talking to employees, HR can conduct pulse surveys or feedback loops to understand how people are feeling. This can be an impetus for relating to one another.
“Let’s just make sure we do our best to understand the change that’s coming and band together and lean on one another and realize that we are still in control,” said Lisa Williams, global operations talent strategy and employee experience director, manufacturing and engineering operations at Dow during the the PEX Network’s All Access: Digital Transformation in HR 2024. “The computers and the technology are not in control. We are in control and we can dictate and determine how we are going to create the culture of our organization.”
2. Define the purpose and value of the change
One of HR’s big to-dos is to help employees and leadership connect the dots. They must align the change initiatives with business goals and then demonstrate how this relates to employee experience priorities. HR might have to take a page out of marketing and come up with personas, so they can prepare messaging that resonates with different segments of the workforce.
3. Involve employees from the start
Create feedback channels for employees to express concerns and ideas. Leverage change champions, those who will get excited about the transformation and bring others along with them. They can help promote adaptation and, in the case of new technology, adoption.
“Don’t discount your champions,” said Lisa Bass, transformation leader at BioReference Laboratories during All Access: Digital Transformation in HR 2025. “I think people sometimes take them for granted. You think, ‘I’ve got this champion. They’re really positive.’ Don’t discount your champions. They can be your biggest supporters and help. Sometimes, when I’ve pushed out certain initiatives and I knew that it was going to be a big change and I knew I needed the organization to get on board, I would tap into my champions and have a separate conversation before the big meeting and get them on board with the change.”
To begin, however, HR can make employees part of the process by asking them what they want and having them co-create solutions whenever possible. At the very least, they should be consulted about the rollout that will directly impact their work.
“The first tactic that I would recommend is to make people part of defining those behaviors that I mentioned. So, they don’t only receive something from above, they become part of that solution. And also they incorporate the fact that they are responsible for solving the problems when they are very small,” said Iván Céspedes, continuous improvement expert at Roche during All Access: OPEX 2024. “They don’t wait until it’s a larger problem to get involved. They are responsible for dealing with smaller problems before they become something larger. I would start there by making them part of those efforts because we really need to incorporate and take advantage of that full potential.”
4. Build skills for the future
For many years, HR veterans have called on each other to create cultures of continuous learning. HR can package a change initiative as an opportunity to broaden horizons. It’s a chance to assess the workforce to determine skills gaps and address them. However, HR must follow up with actual training. Learning and development is an essential building block in transformation projects.
5. Communicate transparently and often
HR leaders are the bridge between employees and leadership. As a result, they must be great communicators, the ones who are explaining the change, why it’s necessary and how to make it happen. They can use multiple channels to deliver consistent and honest updates.
“People need to connect to the strategy,” said Bass. “They need to understand why they are being asked to do something different.”
In their messaging, they should be up front about the uncertainty or questions people have. They should not be hiding anything or trying to sugarcoat the change. Often, in delivery communications, HR forgets to train managers to reinforce what they are saying while keeping their people at the center of the conversation. This could include:
- Equipping people managers with toolkits and talking points.
- Encouraging two-way dialogue within teams.
- Recognizing that how managers show up can make or break the transition.
6. Track key performance indicators (KPIs) and adapt
As HR leaders plan the change management strategy, they must identify the measurements they will use to determine success. Some possibilities include adoption rates, engagement and attrition. Any change requires ongoing conversation. Leaders should monitor what is being said and what is being done and then pivot based on real-time data. While everyone should be laser focused on understanding when things are not working, they must also celebrate quick wins.
7. Make the growth mindset contagious
Change is uncomfortable and always includes setbacks and challenges. Normalizing this feeling and recognizing it goes a long way to win over people. Quickly, however, HR should turn to sharing stories of resilience, especially if they exist across the organization. Most HR leaders have a commitment to the health and wellness of employees. That mindset should extend to change initiatives. They can provide resources for psychological safety to help people stay well and balanced as they confront change, which can mean managing stress, for example.
“To put the term leading with empathy into real language, it’s really leading with your head, heart and guts,” said Susan Jarrell Kushner, VP head of investment bank talent at Deutsche Bank at the All Access: Change Management for Business Transformation 2024. “I think of the head as being very results driven. That’s what we’ve always done pretty well. We’ve always had our north star of where we wanted to go – that’s the head or the brains. When you think about the gut that’s setting clear priorities and being positive about the change, uncertainty and even being able to explain it very well. But then when you get into the heart of it, the heart is really talking about the purpose, the trust, the values.”
Get used to change
HR professionals have a pivotal role in any change management initiative. They are the stewards of transformation. By realistically assessing the needs of the team, communicating clearly and often, tracking KPIs and providing guidance, empathy and training, HR can have an impact on success. Then, the team can embrace change as an opportunity to humanize the workplace and strengthen culture.
By Francesca DiMeglio
Originally posted on HR Exchange Network
by admin | Aug 18, 2025 | Human Resources
What if employers could capitalize on this current “I quit” mood? If people are leaving jobs for something better, offer something better! Here are some ideas to create an engaged and committed workforce:
1. Understand and Be Responsive to Employee Needs, Motivations, and Priorities
A paycheck may be the reason everyone has a job in the first place, but it’s not the only reason people choose to work or decide to work for one employer over another. Your employees stick with you because there’s something in it for them besides the money. The job is useful to them. Knowing why it’s useful enables you to keep employees satisfied and, better yet, make their jobs even more appealing.
2. Prioritize Employee Development
A work environment in which people gain knowledge, learn new skills, and advance in their careers speaks more clearly and loudly than any marketing message can. People like working where they can grow and develop. According to a LinkedIn report, companies “that excel at internal mobility are able to retain employees nearly twice as long as companies that struggle with it.” And a better trained workforce is also a more productive and profitable workforce!
3. Reward Success
In fact, reward anything you want to see more of. Whether large or small, the rewards have to be meaningful. Ideally, figure out what type of reward speaks to each employee. For some, acknowledgment in a company meeting will make their heart sing. For others, receiving a token of your appreciation, such as a coffee gift card, will be more meaningful.
4. Allow for a Healthy Work-Life Balance
Flexibility is a big selling point for employees looking for better balance between work and life. Your employees have other commitments they need to attend to. Some are caring for young children or other family members while navigating daycare and school closures or multiple appointments. Give employees the time to see to those commitments and have a life outside of work, and you’ll get more from them when they’re on the job. Options may include remote or hybrid work, paid time off, flex hours, four-day workweeks, alternative schedules, and reducing workload. Remember, however, that policies are only as good as the practices around them. Ensure that employees don’t need to jump through hoops to request time off. Remind managers to be responsive to requests for time off and on the look out for signs that employees are feeling overwhelmed.
5. Conduct “Stay Interviews”
Don’t wait until people are leaving to investigate what could have inclined them to stay. Talk to employees now about what’s going well, what pain points they’re experiencing, and what could be done to take the relationship to the next level. Stay interviews enable you to address problems and unfulfilled wishes before they drive people out the door.
By Lisa DeShantz-Cook
Originally posted on Mineral
