by Stephen Reed | Accounting News, Industry - Retail & Distribution, News, Retail & Distribution
Both small and big companies have been impacted by the labor shortage that has spanned the country since the pandemic. A short-staffed company can lead to overworked and burnt-out employees, dissatisfied customers, and even a decline in sales. Below we’ll discuss how retail store owners can better retain employees and maximize operations among the “Great Resignation” era.
Provide Consistency, Flexibility, and Gratitude
Consistency is key. Statistically, more than half of the employees whose work hours are inconsistent end up quitting their jobs. A consistent schedule lends a sense of routine and security. Flexibility is also paramount to setting up employees for fulfillment in their roles. Whether this translates into something like more flexible meal breaks; or greater or more flexible time off; or a combination of these, employees want to succeed when they feel like their employers support them and their wellbeing. It follows, then, that employees will likely become frustrated if they’re being overworked when the company is short-staffed. To make sure the workers who go above and beyond know how valued they are, consider small gestures of gratitude such as providing free lunch.
Take Advantage of Your Online Outreach
When the pandemic hit, retailers had to pivot seemingly overnight to online channels. Though it might have been a bumpy transition in the beginning, by now retail businesses should have their websites and social media accounts working to their advantage. Strategies like buy online pick up in-store and curbside delivery offer convenience to customers while alleviating some of the grunt work for employees who are working understaffed shifts.
Prioritize Peak Days and Tasks
To make the most of payroll budgeting, you should be scheduling the bulk of employee hours during peak traffic days and scaling back your staff on less busy days. Not only does this balance scheduling, but it helps to avoid employee burn out and boredom. Too, having a clear understanding of tasks that take priority in your store — and relaying this prioritization to staff — will help to increase efficiency in store operations and provide task-oriented employees with purpose for their shifts. A proven strategy is the 80/20 rule, where workers and managers dedicate 80% of their time and energy to the 20% of work that takes top priority.
by Stephen Reed | Accounting News, News, Retirement Savings, Uncategorized
If you are a freelancer, an independent contractor, or a self-employed individual, you know the perks of working for yourself, but you likely also notice one major drawback: the lack of an employer-sponsored retirement plan like a 401(k). Enter the Solo 401(k) plan. Below we’ll discuss how this plan provides the highest savings potential for solo business owners.
What is a Solo 401(k) Plan?
A solo 401(k) is a tax-advantaged retirement account for self-employed business owners as well as spouses who work for them at least part-time. Individuals who hold a full-time job with access to workplace retirement plans are also permitted to save for retirement in a solo 401(k) with funds earned from a side hustle. A solo 401(k) is also referred to as an individual 401(k), one-participant 401(k) plan, or a self-employed 401(k).
Eligibility Rules and Contribution Limits
There are no age or income restrictions with a 401(k), but you must be a business owner with no employees (apart from a spouse). You may be able to contribute up to $61,000 in 2022 (up from $58,000 in 2021). If you are 50 or older, you can make an additional $6,500 in catch-up contributions.
Solo 401(k) Tax Advantages
With a solo 401(k) you can pick your tax advantage: a traditional 401(k) or a Roth solo 401(K).
- Traditional solo 401(k): Contributions reduce your income in the year they are made, which reduces taxable income. However, distributions in retirement will be taxed as ordinary income. You may owe a 10% penalty in addition to ordinary income taxes on withdrawals you make from a traditional solo 401(k) before age 59 ½.
- Roth solo 401(k): Offers no initial tax break but allows for tax-free distributions in retirement. You may be subject to penalties on withdrawals before age 59 ½.
Generally, if you expect your income to increase in retirement, a Roth solo 401(k) is the better option. If you expect your income to decrease in retirement, go for for the tax break now with a traditional 401(k).
How to Open a Solo 401(k)
If you decide to set up a solo 401(k), you can do so through a financial institution that administers 401(k) plans. Set-up typically follows these steps:
- If you don’t already have one, you need to get an Employer Identification Number (EIN) from the IRS.
- Choose a provider. When reviewing potential plan administrators, look into any applicable fees. You many also want to look for a plan that offers a mix of investment options, including mutual funds, stocks, bonds, ETFs, and CDs.
- Fill out an application and any required documents. The IRS requires an annual report on Form 5500-SF if your 401(k) plan has $250,000 or more in assets at the end of a given year.
- Once you are ready to fund the account, you can roll over money from another retirement account or set up a transfer from a checking or savings accounts.
- Finally, choose your investments and establish contribution levels. Keep in mind that there is no minimum contribution requirement, so you can increase contributions in good years and save less in years when you need more cash reserves for your business.
With high contribution levels, flexible investment options, and fairly easy administration, the solo 401(k) could be a good fit for a one-person business operation, freelancer, or independent contractor, especially if you want the option to save aggressively for the future.
by Daniel Kittell | Industry - Veterinary Medicine, News
The pandemic ushered in a new era now referred to as the Great Resignation. A record number of American workers quit their jobs in 2021, many of them with no immediate plans to return to the workforce—they’re taking care of family, retiring early, living on savings, or reassessing their professional paths in light of living through a pandemic. The challenge now, for veterinary practice owners, is to halt this trend as it affects the veterinary industry. Read on to learn why workers are leaving, and what you can do to keep valuable employees on staff.
Who is Leaving the Veterinary Industry?
The labor market has seen the most quits among in-person positions as well as jobs with relatively low pay. In veterinary practices this translates to customer service staff and technicians. Low wages, overwork, and additional costs attributed to things like continuing education requirements and license renewal are some of the reasons they are leaving the industry. According to a 2007 study published in the Journal of the American Veterinary Medical Association, credentialed technicians have a considerable impact on a practice’s gross revenue. Yet the U.S. Department of Labor cites the median hourly pay for a credentialed technician is just $17.43 an hour, which may not be reflective of the monetary value they bring to the practice.
Quitting is About More than Compensation
It’s no secret that living through a worldwide pandemic for the past two years has caused people to reevaluate priorities and question life goals, so it’s no surprise that compensation is not the sole reason people are leaving their jobs. A survey conducted by Gallup last year confirmed that 57% of workers want to update their skills and 48% would contemplate a job switch for the opportunity to do so. In fact, workers across a broad age range consider upskilling a top benefit. It’s worth considering how your veterinary practice values career growth as a key factor in recruiting and keeping valuable employees.
How Your Practice Can Avoid the Great Resignation
Take action. It’s clear that employees greatly value updating their skills, so focus on employee development. Have conversations with employees about specific challenges they might be facing; engage them in conversation about why they choose to stay in the industry, and on the flip side, what variables or circumstances might have them questioning that decision (then take this feedback and cultivate a workplace that emphasizes what’s working and strives to mitigate what’s not). Offer professional growth opportunities through new projects or skillsets that align with their professional goals within the industry.
Finally, turn the questioning on yourself. What new skills, roles, and services could you bring to the table to help facilitate a practice that values bettering the skillset of employees and a more fulfilling workplace?
