On February 14, 2017, the Mayor of The District of Columbia, Muriel Bowser, did not veto The DC Universal Paid Leave Amendment Act of 2016 and allowed the bill to pass without her signature. The Washington Business Journal reports, "in a letter to Council Chairman Phil Mendelson on Wednesday, Bowser wrote that she supports paid family leave but still holds concerns the bill approved by the D.C. Council is too expensive and would burden local businesses." So, what does this mean for employers in the District?

DC Labor Law Compliance Review If you’re in a leadership role at a company based in Washington DC, you’re no stranger to the fact that DC has created numerous employment laws that go above and beyond the standards set at the federal level. If your company is headquartered outside of DC and has employees working in DC, you are likely required to comply with many of DC’s unique employment laws as well. Did you know if your company is headquartered outside of DC and has employees working in DC, you are likely still required to comply with many of DC’s unique employment laws?

One of the biggest concerns my clients have when we begin working together is keeping their business out of trouble with the federal government. If this is of concern to you as well, I’m hopeful this article will help provide a bit of clarity for you as you navigate the muddy waters of federal contracting. I’ll be describing a process that I frequently go over with my clients to determine whether their organization is subject to additional regulatory requirements.

The idea of employees having an unlimited amount of paid time off (PTO) is a more complicated proposition than it sounds. There’s already a great article on our site that discusses the pros and cons of unlimited PTO plans, and this particular article focuses specifically on the suitability of unlimited PTO plans for certain organizations and types of workers.

As an HR consultant, almost every leader I have worked for immediately understands the critical importance of recruiting. Yet, throughout these interactions, I’ve been puzzled why a function like recruiting, which is so universally accepted as being essential is generally given such little focus and not nearly leveraged like other key business functions. It's been my experience that initiatives within the recruiting function are almost always reactive. General enhancements, surge support, and third-party recruitment assessments are typically conducted to address deficiencies as opposed to seizing opportunities. Having effective recruiting capabilities and processes can do three major things simultaneously: It can reduce the time to hire; It can generate more business revenue (depending upon the business, of course); and It can be the key business differentiator when it comes to finding qualified candidates in a hot market. Reducing the time to hire metric is important not only to get qualified talent in the door quicker but with an effective team and process in place, it can greatly reduce the amount of time your hiring managers and recruiters spend as well. To the same point, if these open reqs are positions that directly impact your revenue, you want to get them hired and onboarded in a timely manner. In today's market, employers must move fast and they must be intentional about creating a memorable experience to attract and hire key talent. And I think we can all agree that talent is so often what sets a company apart from its competitors.