You will learn how to: Understand what the OBBB covers and when key provisions take effect Implement the “no tax on tips and overtime” provision and explain how long it lasts • Identify which industries and businesses stand to gain the most from the law’s incentives Adjust payroll processes to properly track tips, overtime, and other taxable earnings Navigate increased HR and administrative workloads without adding chaos to your team Prepare for workforce shifts as job growth increases in specific industries • Take advantage of new deductions and partnership benefits • Mitigate risks from Medicaid program cuts that could affect your employees

Areas Covered in the Session: FMLA Eligibility Made Clear — Who qualifies, including remote and re-hired employees. The 12-Month Rule — How to choose and apply the correct tracking method for your organization. Certification & Recertification — What to do with vague paperwork, when to request more information, and how to handle delays. Call-In and Communication Rules — How to enforce them consistently without legal missteps. Return to Work & Fitness for Duty — When and how to require medical clearance. Intersection with ADA — What happens when FMLA ends but accommodation obligations continue. Manager Training Essentials — Teaching supervisors to recognize FMLA triggers and respond correctly.

Areas Covered I. Human and Financial Costs Resulting from Toxic Employees: Toxic Employees create: Chaos and unnecessary complexity Overt damage Covert damage Strife, stress, and emotional damage Productivity, quality, and financial losses II. The A, B, C’s Related to Toxic Employees Employee attitudes Employee behaviors Consequences that managers can exert III. The Psyche of a Toxic Employee Frequently seen toxic behaviors Utilize ‘star status’ and technical expertise to intimidate and manipulate Chameleon, who knows who to flatter and who he/she can abuse Turn their toxicity on and off depending on the impression they want to make Three common forms of toxic behavior IV. Common Reactions to Toxic Employees That Frequently Don’t Work Restructuring his/her job to accommodate the toxic employee Tolerating toxic employees who bring rare expertise or experience Not assertively seeking feedback from employees as to whether there is toxic behavior in the workplace Not communicating to all employees the specific behaviors that will not be tolerated, with associated consequences V. Effective Approaches for Addressing and Preventing Toxicity Organization-wide strategies: - Making positive interpersonal behavior an organizational value - Evaluating interpersonal behavior as a part of the performance appraisal system - Training leaders in how to address toxic behavior - Using behavior-based interview questions to screen toxic applicants - Exit interviewing to identify any toxic behavior in the workplace Departmental and team strategies:

Areas covered in this webinar: Travel pay requirements—What you must pay for and why Best practices for paying travel pay correctly Which employees have to be paid…and when Payroll Compliance and travel pay issues—keeping wage and hour claims at bay What to do when federal and state laws conflict and handling multiple state conflict issues How travel pay affects overtime calculations—travel pay differences for exempt and non-exempt employees Special circumstances that may require travel payment What are per diems When travel payments are taxable Accountable and nonaccountable plans