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​​Affinity HR Group

We are Human Resources consultants who understand and specialize in the unique requirements of insurance agencies. Because of this focus, we can anticipate your needs, saving you time and money!

The notice is intended to inform your employees about their options under the new insurance exchanges. Your requirement is to provide this document (either in print or electronic format) to all employees by October 1, 2013 and within 14 days of hire for all future employees. So be sure to add this notice to your new-hire packet.
 Contact Claudia St. John


November 2014 
10 Tips for D.I.Y. Recruiting
By Claudia St. John, SPHR
These days, in-house recruiting has never been easier.  Gone are the days when an employer’s only good option was to use expensive professional recruiters in order to access their proprietary lists of candidates. Now, qualified candidates are a key-stroke away.  That said, simply having access to these resources does not mean that businesses are improving their success in finding A-level candidates.  What they are realizing is that sourcing top talent is still quite labor intensive and making the wrong hire is still far too easy to do.
Here are some tangible steps you can take to vastly improve your chances of success: 
  1. Be clear about the position. 
    Before you post a position, take the time up front to understand the position you are recruiting for, including all responsibilities and tasks associated with the job. More often than not, our clients discover that the top task they are focusing on in their hiring efforts is not the one that takes the most time. If you are more clear about the requirements of the position, you will have a much better chance of attracting candidates who are best suited for the job.
  2. Research your job board options
    There are dozens and dozens of job boards out there. Take some time to research the best place to post your position. Before you spend money on Monster.Com or, consider a more targeted approach before you hit the big boards. Ask colleagues in the industry where they have found success. For sales and professional positions, LinkedIn can be a goldmine, and often there are industry-specific LinkedIn groups that have free job boards. Bottom line: research all of your job board options and be strategic about where you post your position.
  3. Consider outsourcing the leg-work. 
    If you have an idea of where you might source your talent but are uncomfortable cold-calling them yourself, consider hiring someone – a friend, an intern, a consultant – to make those calls for you. All your headhunter-for-hire will require is a phone book, a clear understanding of what you’re looking for and a professional manner. 
  4. Structure your screening. 
    We look at every contact with a candidate as part of the screening process including how responsive the candidate was in following up and how well written his or her e-mail was. If it takes a long time for your candidate to respond or if their cover-letter mail is poorly written, take that into consideration when screening your candidate. And remember, when pursuing a job prospect, they should be bringing their A-game to every step of the interview process –  if they  underwhelm you, move on.
  5. Test, test, test!!! 
    From the National Football League to Xerox, organizations of every size and across industries are adding behavioral testing as part of their recruitment process. The reason behind this surge in testing is simple –more often than not, employees fail not because of aptitude but because of attitude. We recommend that behavioral testing account for one-third of your hiring decision, with the other two-thirds being the candidate’s experience and his or her interview performance, respectively
  6. Use behavioral interview questions.  
    When you find yourself face-to-face with your candidate, how you ask your questions can be as impactful as what you ask. We recommend you ask behavioral questions because the best predictor of how the candidate will perform in the future is how they have performed in the past.  Behavioral interview questions focus on what the candidate has done in previous jobs or situations. Start your questions with something like: “tell me about a time when…” or “give me an example of how you…”  Doing so will reveal much more about the candidate than questions that can be answered with simple “yes” and “no” responses.
  7. Use group interviews.
    We are strong proponents of group interviews that include at least two interviewers in each session. By using group interviews, everyone is able to listen, observe, think and talk. And unlike a typical interview process where the candidate is shuttled from one office to another for one-on-one interviews, group sessions give everyone on the interview team the opportunity to observe the same response and reaction, giving you the benefit of witnessing the same phenomena and being able to more effectively compare notes later on.
  8. Structure your questions in advance. 
    When using a group interview format, it’s best to decide in advance who will ask what questions. If one person is going to ask operational questions, someone else can ask about customer service and yet another can focus on sales. Once you decide on the areas of inquiry, ask your questions in a behavioral interview style (Tip #6 above) and try to ask the same question of every candidate so that you can compare apples to apples.
  9. Avoid bias. 
    When evaluating your candidates, it is natural to pick someone because they were likeable or shared many things in common with you. It is also natural to disfavor a candidate because they don’t share your personal preferences or remind you of someone who you dislike. These prejudices are natural but they can be detrimental to finding a qualified candidate.   Our best advice: stick to your job description and evaluate your candidates only on what is contained in the description
  10. If you’re not excited, don’t hire. 
    If you don’t like your pool of candidates, start over. Too often we see hiring managers select the best candidate in a pool of unqualified candidates simply because they are overly anxious to get a warm body to fill a position. As tempting as it is, don’t make that mistake. If you’re not thrilled about your pool of candidates, start over – you’ll save yourself a lot of money and headaches in the long run.

Claudia St. John is president of Affinity HR Group, LLC, IIABNY’s affiliated human resources partner.  Affinity HR Group specializes in providing human resources assistance to associations such as IIABNY and their member companies.  To learn more, visit



We Understand Your Needs.
Our team of experienced consultants know the specific challenges facing you as independent insurance agents in New York State. We also know that you want to focus your time on growing your business, not on HR issues.

We are staffed with senior-level consultants who have expertise in all facets of human resources.

Member Benefit

Exclusive Member Program 
IIABNY members save up to 30% on all products and services! We are on hand to help you with:

  • Recruitment & Retention
  • HR Legal Compliance (handbooks, policies, etc.)
  • Compensation & Performance Management
  • Training & Development
  • Ad-hoc Support for Challenging People Issues
  • Employee Benefits

All initial consultations are free of charge for IIABNY members so call today!



Chosen Partner
Affinity loves HR and IIABNY members have frequent HR questions. Affinity HR focuses on working with association members. As a result they have built a menu of services specifically geared towards small to mid size businesses at very reasonable prices. Basically, they are able to provide our members with exactly what they need for their HR needs, when they need it, at a price that does not break the bank.
- Lisa Lounsbury, IAAC President, IIABNY Senior VP
Have a question? Ask Claudia!
Call 877.660.6400 


Q: We have a non-smoking policy.  What should we do about e-cigarettes?

A: On one hand, employee use of non-smoking alternatives is considered a healthier alternative to smoking tobacco. On the other hand, smoke-free e-cigarettes are not FDA approved.  They continue the link to nicotine and have been found to emit particles, fragrances and low-level toxins into the environment which can be harmful to those with asthma and other sensitivities. Most large private and public employers are banning e-cigarette use and some states ban their use in public places.  Our best advice is the one that is the healthiest for all of your workers.  In this instance, that would suggest banning them under your non-smoking policy.   


Q. We pay our summer help on a piece-rate basis.  We calculate the amount of work they should be able to process in a 1 hour period and pay them the equivalent of minimum wage for that work.  If the employee performs less than the required work, is it okay to pay them less than the minimum wage for that work?

A. No, for most non-exempt positions you must ensure that the employee is earning minimum wage.  In addition, you also need to make sure the employee is paid time and a half for all time worked over 40 hours in a workweek. Therefore, you will need to keep track of the employee’s time and ensure that they don’t earn less than the minimum wage in your state.


JULY 2014

Q:  We have a salaried, exempt status employee who has been coming in late and leaving early.  Can we dock her pay for the hours she has missed?

A: No.  Exempt employees are exempt from the Fair Labor Standards Act (FLSA) and therefor are not paid by the hour but based on the annual salary agreed to.  As a result, you cannot dock pay except in limited instances (such as full workweeks in which the employee didn’t work or full workdays when the employee was out sick, etc.). Partial-day deductions for a couple of hours within a workday, as you propose to do in this situation, are not allowed. 

Instead, you should treat her tardiness and early absences as part of a disciplinary action, subject to your progressive discipline practices. 


JUNE 2014

Q: School’s out and once again, we’re planning on hiring summer interns to work with us.  Is there anything special about unpaid internships that we should know about?  We figure the work experience is valuable to them and they seem to agree.

A:  Unpaid internships are closely regulated by the US Department of Labor.  For it to be a “bona fide internship”, your internship must meet the following requirements: 
  • The internship must provide training that is similar to what would be given to the student in an educational environment.
  • The internship experience must be designed for the benefit of the intern (not the employer).
  • The intern cannot displace regular employees, but must work under close supervision of existing staff.
  • The employer that provides the training can derive no immediate advantage from the activities of the intern.
  • The employer and the intern must understand that the intern is not entitled to wages for the time spent in the internship.

If your internship does not meet these requirements, your interns should be paid at least minimum wage for their work. 
Child Labor

Q: We are considering hiring some teenagers to help us over the summer.  Are there regulations specific to child labor that we need to know about?

A: Yes, laws regulating the employment of children exist at both the state and federal level.  As always, the federal requirements represent the minimum requirements and states can add additional limitations.  According to federal law,

  • Children under 12 may not be employed
  • Children between 12 and 16 may be employed in allowed occupations during limited hours within the school year.
  • Children between 16 and 18 may be employed for unlimited hours in non-hazardous occupations.

There are many exceptions to these rules, including employment by parents, newspaper delivery, and child actors.  There are also special rules involving employment in the agricultural sector. To be safe, check with your state Department of Labor to make sure you are compliant with all relevant laws.


MAY 2014

Q:  If an employee leaves his current employer and starts at his new company and he updates his LinkedIn profile with his new position at his new employer, would that impact a non-solicitation agreement?  Clients may decide on their own to move their business based on the notification from LinkedIn. 

A:  It’s important to remember that LinkedIn is intended to serve as a form of online resume.  It is doubtful that the courts would view simply updating his employment status as an active solicitation of your clients given how most non-competes are designed. 

If he contacts your clients via LinkedIn to let them know that he’s moved and to discuss with them the possibility of moving their business, that’s a different story.  But it is doubtful that simply updating a LinkedIn profile in itself would be considered solicitation.


APRIL 2014

Q:  We have 24 employees and our health insurance is expensive. One of our employees has decided to enroll in the local health exchange because it is less expensive for her. She’s now asking for us to pay her the amount we would have paid for her health insurance. Do we have to do that?
A: No, not only do you not have to do it, we recommend that you don’t do it. As a small business (fewer than 50 employees) you are under no obligation to provide health insurance or to pay your employees to obtain it on their own. Clearly, small group plans can be expensive and your employees may prefer the exchange. But paying her sets a precedent. Would you do this for all your employees? How much will you pay them? For how long? The good news is that she now has a choice in health coverage – a choice that should not become a financial and administrative burden to you. 


MARCH 2014

Q: A few of my employees have shown up sick for work.  I really appreciate their dedication but I’d rather they not come to work sick and get the rest of us sick. Can I send them home and require that they use their sick leave?

A: Yes, you can.  Recognize that there may be reasons why employees are showing up sick that might include:

  • Not wanting to use sick or paid-time-off leave
  • Not being able to afford the lost wages due to illness
  • Fear that the workload will become overwhelming if work is missed
  • Fear of disappointing the boss

If you do send them home, reassure them that you want them to take the time to recover and that you will help to ensure their work gets done. Remind them that sick leave is offered so that they will stay home when they are sick. And if they are worried about lost wages, try to identify ways for them to make up the time once they return to health.  

Q: What is the policy on closing the office due to bad weather?  Do I have to pay my employees if we have to close the office?

A:  How you set up your inclement weather policy is a matter of preference and should be spelled out in your employee handbook.  Generally, non-exempt, hourly workers do not need to be paid for the time not worked. Should you wish to pay them since it is a circumstance beyond their control, you can certainly do so. For exempt, salaried employees, if you close the office you cannot dock their pay for time not worked but you may be able to request that they take paid-time-off. If they do not have any leave remaining, you must pay them for the time off. Under either circumstance, if the employee is working from home he or she must be paid.



Wow, this has been a tough winter and chances are, you’ve been putting your inclement weather policy to the test – presuming you have one to begin with! Here are some of the questions we’ve been asked over the past week and thought the answers might be helpful:
Q: What is a sound approach for closing the office or for closing early due to bad weather?
A: Your primary responsibility is to make sure your employees are safe. Many companies follow the office closure practices of local government. Others make the decision independently. Either way, let employees know your approach and how you will communicate whether the office is open or closed.
Q: Can you require employees to come to work if the governor declares a state of emergency?
A: We never recommend that employers require employees to violate a local state of emergency. If a state of emergency is declared in your area or in the area where your employees reside, you should follow that order. If the state of emergency is for a distant part of the state, use your best judgment with the goal of keeping your employees safe.
Q: What if an employee calls and says they are not comfortable driving in the weather or want to leave the office early due to weather?
A: If an employee feels unsafe driving in poor weather but the conditions don’t warrant an office closure, you should respect the employee’s judgment and not have them drive in inclement weather. In that case, you may request that they take paid leave or that they make up the time later in the week.
Q: What if an employee has to leave because their child’s school let out early?
A: If the office is open, you may require that the employee take paid-time-off, make up the time later in the pay period or, if they are able, to work from home (see below).
Q: Can you make employees work from home if they can't get to the office?
A: If the employee has the capability to work from home, then yes, you may request that they do so. If they are non-exempt, hourly employees, you must pay them for all time that they report having worked from home.
Q: Do you pay part-time employees if the office is closed due to weather.
A: You do not need to pay any non-exempt, hourly employee, whether part-time or full-time, for any time they did not work. However, many companies choose to pay employees if they close the office. Whatever your choice, be sure employees know your policy. And, if your policy is not to pay non-exempt employees, you may want to look for ways for them to make up the time recognizing that loss of pay can create a financial hardship.
Q: Can I dock pay for my exempt, salaried employees when the office is closed?
A: No, you really can’t. You can, however, require that they use paid-time-off. If they are out of paid leave, then they must be paid.
Q: We don’t have an inclement weather policy. What should be in one?
A: If you don’t have an inclement weather policy or would like more information on this topic, click here for more information or give Affinity HR Group a call at (877) 660-6400. And stay safe!




Q. I just learned that one of my employees gave me false identification when I hired her.  What do I need to do?  Must I notify the authorities?  Do I have to fire her?
A. First thing, you should do is correct any IRS forms (wage and tax filings), particularly if she used someone else’s Social Security number.   As for reporting her to the authorities, such as USCIS Immigration Services, I strongly encourage you to seek legal guidance to assess your requirement under the law. 
There are two issues to consider regarding termination – is she now legal to work in the United States?  If not, you cannot legally employ her and doing so is a violation of federal law.  If she is now legal to work here (i.e., she has since filed for and received the appropriate work permits) you must weigh her value as an employee with the fact that she was dishonest initially.  If you do decide to keep the employee, it is essential that you carefully review all of her documents and check with the Social Security Administration to be sure the name, date of birth and SSN that she provided are correct. 


Q. We had an employee take a fall at work.  She was out only for a couple of days and had minimal health expenses.  Do we have to file this under workers’ compensation?  Can’t we just pay her for the missed days and pick up her medical expenses?

A: In a word, no.  Federal and state law strictly regulate workplace accidents and injuries and the failure to report accidents and other non-compliance carries very tough financial penalties.  Much of workers’ compensation is regulated by the state that you live in but the basics are the same:  employers are required to provide workers’ compensation insurance which provides employees with essential medical care, income replacement and disability benefits if necessary. 

While workers’ compensation insurance is expensive, there are significant benefits to the employer, not just to the employee.  For employers, it is the exclusive remedy for damages and prevents employees from seeking damages through a separate lawsuit.  The risk you run by not using workers’ compensation in this case is if the worker later feels her injury caused her more harm (financial or physical) than you provided for there is nothing to keep her from suing you and you will face not only her lawsuit but the onerous penalties for failing to properly comply with workers’ compensation law.  


Q:  Every December my father delights in distributing bonuses to his employees.  Unfortunately, the amount he distributes to each employee varies based on who he likes.  Is preferential treatment in discretionary holiday bonuses okay?  I’m worried it’s not.
A:  You are right to be concerned.  In the same way that regular pay is discretionary (managers can set pay according to their discretion), holiday bonuses are discretionary.  That said, it is against the law to treat similar employees differently on the basis of age, sex, religion, color, ethnicity, veteran status, disability and, in many states, sexual orientation or identity.  While he may not be intentionally discriminating against employees, if his decisions truly are arbitrary he will be unlikely to defend his practices if they result in a claim of discrimination.  Instead, encourage your father to establish some non-discriminatory performance standards or goals upon which to base his holiday bonus gifts.   
Q: We want to hire a new customer service representative and need to put together an offer letter.  What should be in an offer letter and do I really need one?
A:  An offer letter is a good practice as it provides all of the critical information related to the employee’s new job.  You should be sure to include language that states that the offer is “at will” and that nothing in the offer letter should be construed as a contractual employment agreement.  In addition to this language, your offer letter should include:
  • Start Date
  • Position title and description
  • Wage/Salary and pay cycle information
  • General benefit and vacation information (specific information should be provided at a later date)
  • Non-compete, non-solicitation and confidentiality language

Finally, you should recognize that this offer is a legal document and, as a best practice, have it reviewed by legal counsel.  


Q: My Account Executive feels that I am micromanaging her and that I don’t trust that she’s working while she’s out of the office. It’s not that I don’t trust her, I just want an accounting of what she’s doing when she’s away. What should I do?
A: The workplace is changing.  Many sales people are rarely in the office.  Many other types of employees are telecommuting and others are working “flex” hours.  Instead of taking an accounting of where each employee is throughout the day, the modern-day manager must now gauge their employees’ performance by their output.  For many, this is a difficult transition but the harder you push against this new workplace, the more out-of-step you will appear to your employees.  My advice is to decide what level of performance you want to see from your account executive:  how many calls; how many visits; how many new orders; how many sales?  If she satisfies your expectations, then how, where and when she does it should be of little concern.
Q: I read that effective October 1, 2013, employers will have to provide notifications to their employees about health insurance reform.  Does this apply to everyone? What is required?
A: Yes, effective October 1, 2013, you must provide a notice that explains how the new Health Insurance Markteplace works and how employees may access coverage.  It applies to any company that is covered by the National Labor Relations Act (pretty much everyone with one or more employee) and with annual sales of $500,000 or more.  The good news is that the US Department of Labor has created a notification that satisfies the requirement.  You can find it at 



Q:  We are hiring a new salesperson and I would like her to take a behavioral test to make sure she’s a hunter.  Is that okay to do in the hiring process?

A:  Absolutely and it is highly recommended but only under the following circumstances.  First, you have to treat all of your candidates/employees similarly.  For example, if you are hiring five new salespeople and you only test one that can be problematic.  Second, you should be sure to use a test that has construct and content validity – meaning they test what they say they are going to test and they don’t adversely impact any non-minority population.  You can ask about validity and adverse impact results of any reputable testing company.  We highly recommend TTI’s TriMetrix HD Assessment.


Q:  We had a great summer intern and he is now going back to school.  We’d like to give him a bonus for his work – is there any problem with doing this?

A:  There is nothing wrong with giving a bonus per-se, but realize that, as with all bonuses, it is considered compensation and should be treated as such with tax withholdings.  Presumably, you have been paying your intern at least minimum wage for his work unless you offered him a bona-fide internship (most companies that I work with do not have bona fide internships). If you don’t want to create a tax event for your intern, think about giving him a gift card as a thank-you.   


Q. Do I have to pay my employees time and a half for work performed on a holiday?

A. It is best to check with your particular state law, but generally overtime is required to be paid only after an employee works more than 40 hours in one week, regardless of whether or not a holiday occurs in the workweek.  Whether or not to require employees to work on a holiday is the employer’s.
Q: We have 27 employees and currently provide health insurance.  Will we be required to do so in the future?  Are there minimum levels of coverage that we will have to provide?
A: For small businesses (fewer than 50 full time equivalent employees) there is no requirement that you provide health insurance.  There is, however, a tax incentive for those small businesses that do provide health insurance so you’ll want to check with your tax consultant to make sure you’re benefiting from that incentive.  In 2014, the insurance marketplace for small businesses is likely going to change.  You should talk with your insurance broker to figure out whether your current policy will still be offered and, if not, what plans will be available to you next year.

JULY 2013
Q:  One of our employees posted something very disparaging about our company on his Facebook page.  He did this on his personal time so I don’t know if we can discipline him for this?  Please help as his comments have gone viral and I’m worried about the damage it will do to our reputation in the community.
A: First, if you don’t already have one, you need a social networking policy, which outlines what employees can and cannot do with the Internet and social networking sites in relation to their job.  The courts have weighed in on this and decided that some speech on the internet is “protected speech” under the National Labor Relations Act.  Even if you are not happy about what the employee said, employer rights are not so clear.  Before you take any action against the employee, you should seek help from an attorney or HR consultant to help you draft a policy or help you in interpreting your rights as an employer. 
Q. We recently hired a few people that have not worked out due to either personality fit or skill set.  These candidates interviewed very well but when they got on the job they were less than stellar and frankly just not the right fit for our culture.  In the future, how can we insure we are hiring the right person? 
A. To garner more insurance over hiring the right candidate, I suggest you develop a hiring team who will review the candidates – a team approach is very effective.  Make sure you have a good set of Interview questions prepared that focus on the technical aspects of the job.  Ask “behavioral interview” questions by asking the candidate, “tell me about a time…”  Have them tell you about how they have acted, performed and dealt with situations in the past – it’s the best indicator of how they will act in the future.
We also strongly recommend doing behavioral style assessments on candidates to see what their true behavioral style and motivators are.   We feel so strongly about this that we won’t do a recruiting project without one.  Without this data, you’re really just assessing how well the candidate interviews which is not a determinant of future behavior.
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