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ACA Employer Compliance Checklist
as of March 25, 2014
- W-2 Reporting. W-2 reporting of employer-provided healthcare coverage is now required for all employers filing
250 or more W-2s for the prior calendar year. These employers are required to report the value of employersponsored
healthcare coverage regardless of whether it is paid by an employer on behalf of the employee (as
excludable income), by an employee through a cafeteria plan, or by an employee on an after-tax basis. Employers
filing fewer than 250 W-2s may be required to start reporting in January 2015 (for calendar year 2014), but
only if guidance is issued by July 1, 2014.
IRS – Shared Responsibility for Employers Regarding Health Coverage
AGENCY: Internal Revenue Service (IRS), Treasury.
ACTION: Final regulations.
SUMMARY: This document contains final regulations providing guidance to employers
that are subject to the shared responsibility provisions regarding employee health
coverage under section 4980H of the Internal Revenue Code (Code), enacted by the
Affordable Care Act. These regulations affect employers referred to as applicable large
employers (generally meaning, for each year, employers that had 50 or more full-time
employees, including full-time equivalent employees, during the prior year). Generally,
under section 4980H an applicable large employer that, for a calendar month, fails to
offer to its full-time employees health coverage that is affordable and provides minimum
value may be subject to an assessable payment if a full-time employee enrolls for that
month in a qualified health plan for which the employee receives a premium tax credit.
Management Tip of the Day from Harvard Business Review at HBR.org
Find a “Micro-Mentor” for Your Next Short-Term Project
Apr 1, 2014
The free-range scope of most mentoring engagements presents a time commitment that prevents having more than one or two protégés at a time. This puts suitable mentors in short supply for young workers. To improve the likelihood of getting the best possible mentor, ask for a shorter engagement (think really short, as in, less than a month), or a micro-mentoring arrangement.
- Target the right person. Look for someone expert enough who hasn’t lost the ability to connect with someone at your level. Use your network of peers, your manager, or LinkedIn to find someone suitable.
- Be specific about what you hope to achieve. Set one or two targeted goals to focus on, identify ways to measure success, and define the time commitment. This will help you stand out in stark contrast to those asking for undefined mentorships.
Adapted from “Engage a Mentor with a Short-Term Project” by Karie Willyerd.
Blast Through an Email Onslaught
Mar 31, 2014
Email is one of the biggest productivity challenges that executives face. Sorting through the daily barrage consumes a ridiculous amount of valuable time that could be spent elsewhere. But this is a solvable problem if you learn how to efficiently manage your everyday communications.
- Don’t check your email incessantly; only look at it every hour or two.
- Discipline yourself to read only the subject matter so that you can discard irrelevant or unimportant messages right away. You can purge more than half of incoming messages this way.
- Practice “OHIO” — Only Handle It Once. Immediately decide what to do with each email, and answer important ones quickly instead of filing them away. Because once you’re finally ready to tackle them, you’ll spend half an hour just searching through folders.
Adapted from “Executives’ Biggest Productivity Challenges, Solved” by Gretchen Gavett.
Boost Employee Engagement (and Make Customers Happy)
Mar 28, 2014
Companies with energized, motivated employees make an extra effort to create a superior experience for customers, who in turn reward the company with intense loyalty and contributions to its profit growth. This begins with leaders creating a culture that caters to happier, more engaged employees. First, give daily supervisors, not HR, the responsibility of stirring employee enthusiasm, energy, and creativity. Second, do regular “pulse checks” by conducting short, anonymous online surveys to truly understand team dynamics and see what can be improved. Finally, open up the dialogue between supervisor and front-line employee. Tap into the knowledge of your call center representatives, sales specialists, field technicians, etc., who know which aspects of the business most annoy or delight your customers – and let them know you’re really listening.