Laws which you are now required to follow

50:  The Family and Medical Leave Act of 1993 (FMLA).  The FMLA guarantees qualifying employees the right to twelve weeks of unpaid leave to cover instances such as the birth or adoption of a child, caring for a close relative with a serious medical issue, or attending to an employee's own health matters that prevent them from being able to do their job.  Some states, including Vermont, have versions of FMLA begin at less than 50 employees.  A good list of frequently asked questions regarding FMLA can be found at ChicagoLegalNet.com:  http://www.chicagolegalnet.com/FMLA.htm

Topics to think about as you keep growing

50/51:  Realistic job previews.  When running job advertisements and recruiting candidates to work for your organization, be sure to be realistic about the level and responsibility of the position.  Being honest up front about the duties of the job, instead of "overselling" the position, leads to higher rates of employee satisfaction and retention.  (Source:  Popovich and Wanous, October 1992 Academy of Management Review.)  For more on this topic, visit:  http://www.anchor-recruit.com.au/Realistic_Job_Preview.htm

52/53:  Employee Stock Ownership Plan (ESOP).  By providing the opportunity for equity investment in their employer, employees often react by improving their work efforts, becoming more cost-conscious, and focusing more on meeting the objectives (both financial and non-financial) of the organization.  The downside of ESOPs are that they can be very expensive to establish and administer, and the existing ownership must be willing to divulge financial information to employees.  The website for the National Center for Employee Ownership, a non-profit organization devoted to employee ownership, can be found at:  http://www.nceo.org

54/55:  Diversity awareness.  As minority representation in the workplace continues to rise, there has also been a dramatic increase in the number of complaints filed at the EEOC (Equal Employment Opportunity Commission) by minority workers.  Providing diversity training helps employees of various backgrounds work together in a more productive fashion, and also limits legal risks to the employer.  Businessweek Magazine has a great article on this subject:  http://www.businessweek.com/magazine/content/01_31/b3743084.htm

56/57:  Drug testing.  Many employers like the concept of having drug testing as a condition of employment, or using it as a justification for discharge of an employee.  In taking such action, employers must be acutely aware of all applicable local laws on the matter, or else face potential legal challenges.  The following is Vermont's law regarding drug testing of employees and job applicants:  http://www.leg.state.vt.us/statutes/fullsection.cfm?Title=21&Chapter=005&Section=00513

58/59:  Succession planning.  The goal of succession planning is to make sure that there is always a viable internal candidate to replace virtually every position in an organization, including the Chief Executive Officer.  Having a plan in place encourages employee retention (by giving clear opportunity for advancement) and allows for relatively smooth transitions when people leave the organization.  A detailed article on succession planning at Dole Food Company (famous for their pineapples, and more) can be found at:  http://www.hrvillage.com/eureka/organizational_development/succession_planning.htm

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