HR Webinar: HR Service Delivery in a Multi-Generational Workforce: One Workforce; Many User Experiences

Organize. Humanize. Maximize.
HR Service Delivery in a
Multi-Generational Workplace:
“One Workforce; Many User Experiences”
June 17th, 2020
Bob Greene

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Recruiting &
Onboarding
Talent
Management
HR &
Benefits
Payroll
Time &
Attendance
Ascentis
Ascentis provides:
• A-la-carte HR technology
• Innovative CarePoint point-of-entry capabilities
• Industry-leading time & attendance
• Easy dashboards for actionable insights
• Unsurpassed support
• HQ in Twin Cities, MN
30+ Years of experience growing with you as an HR
professional throughout unprecedented change in the
role of HR and expectations of employees.
The Ascentis Product Suite

Ascentis CarePoint
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Core Functionality:
• Checks the employee’s temperature without the
need for touching a device or another human
interaction
• Check temperature without removing mask, hats,
and/or other protective apparel that could
compromise employee safety
• Touch-free workflow that allows employees to
fully interact with all essential clock functions with
voice
• Connects seamlessly into the already existing
USB port on all NT8000 clocks

Speaker
Housekeeping
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Questions
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topic

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Speaker
Housekeeping
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Questions
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Today’s Speaker
Bob Greene currently serves as Senior HR Industry Analyst at Ascentis.
Bob’s 40 years in the human capital management industry have been spent
in practitioner, consultant and vendor/partner roles. As practitioner, he
managed payroll for a 5,000-person bank in New Jersey. As consultant, he
spent 8 years advising customers in HRMS, and payroll and benefits system
design as well as acquisition strategies. Bob also built a strategic HCM
advisory practice for Xcelicor (later acquired by Deloitte Consulting.)
As vendor/partner, he has had prominent roles in sales support, marketing
and product management at several companies and currently Ascentis. Bob
has been a Contributing Editor for IHRIM's Workforce Solutions Review
journal, for the past eight years, and for 2020 is the Co-Managing Editor.
His experience also includes two years as Adjunct Lecturer in HRIS at
Benedictine University in Lisle, Illinois. In addition to his 40 years of
experience, Bob also holds a BA in English from Rutgers University.
Bob Greene

Agenda
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• Part I: Some Definitions
• Four Generations of Workers
• Characteristics of Each Generation
• Part II: Talent Management Implications of “All Those Gens!”
• Attraction: Employment Branding and Becoming Employer-of-Choice
• Retention and Engagement: Appealing to Each Generation’s Preferred Technology
• Part III: HCM Technology Implications
• “BYOD” !!!
• Browser Wars: Avoid Being a Casualty
• Contact Centers: Actual, Human Contact - A Concept that Never Goes Out of Style
• Where We Go From Here: Impact of the COVID Pandemic and Generational Responses
• How Ascentis Can Help

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Disclaimer
• Legal advice
• A political opinion
This presentation is NOT:
Before Taking Any Actions
Before taking any actions on the information contained in
this or any other Ascentis presentation, employers should
review this material with their professional advisors.
This presentation is based on the latest published information available up to 24 hours
prior to its broadcast. This information is changing and being reinterpreted frequently.
Please check for updates before relying on this content.

Part I – Some Definitions
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Key Definitions
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• “generation:”
- (1.) the term of years, roughly 18 - 22 among human beings, accepted as the
average period between the birth of parents and the birth of their offspring.
- (2.) a group of individuals, most of whom are the same approximate age,
having similar ideas, problems, attitudes, etc.
• “cohort” or “cohort group:”
- a group of persons sharing a particular statistical or demographic
characteristic

A Span of Four (Maybe Even Five?) Generations
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How Many Work Side-By Side at YOUR Company?
Source: Pew Research Center. https://www.pewresearch.org/topics/generations-and-age/

A Span of Five Generations
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The Silent Generation
• Born 1928-1945
• Age in 2020: 75 and older
• Korean and Vietnam War veterans
• Witnessed the realization of Civil Rights legislation
• Employees pledged loyalty to a corporation and expected
to keep it for life
• Marriage was for life; divorce and children out of wedlock
were unacceptable
• Conformity was the norm, believed in trans-generational
common values and near-absolute truths
• Most women were “pre-feminist;” the most acceptable jobs
for women were nurse, school teacher or ‘secretary’
• Avid readers, especially of newspapers
• Richest, most free-spending retirees in history, but
retirement was seen as sitting in a rocking chair and relaxing
• Disciplined, self-sacrificing and cautious

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The Baby Boomers
• Born 1946-1964
• Age in 2020: 56 - 74
• The “rock and roll” music generation; the first “TV” generation
• Two sub-cohort groupings:
• Save-the-world revolutionaries of the 60s-70s
• Party-hardy career climbers (aka “Yuppies”) of the 70s-80s
• First generation where Moms worked outside the home in record
numbers; two-income household became the norm, not the exception
• Tend to be more positive about authority, hierarchical structure and
tradition
• Retirement seen as increased ability to enjoy life after the kids have left
home. The “rocking chair” was replaced with cruises, exercise and
skydiving.
• Recognize technology and innovation as requiring a learning process
• Optimistic, driven, team-oriented

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Generation “X”
• Born 1965-1980
• Age in 2020: 40 – 55
• The “latch-key kids” generation
• Entrepreneurial and individualistic
• Government and big business mean little to them
• First generation to see individual rights as prevailing over the common
good
• In formative years, school problems were about drugs rather than truancy or
smoking in the rest room
• Late to marry (often after cohabitation), quick to divorce, higher rate of single
parents than any generation before them
• Tend to commit to self over organizations or careers; this generation averages
7 career changes in their lifetimes
• Raised in a phase of transitioning technology (written knowledge to digital
knowledge); most started school without computers but finished college with
them; they generally adapt to technology changes well
• Cautious, skeptical, unimpressed by authority, self-reliant

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The Millennials / Generation “Y”
• Born 1981-1996
• Age in 2020: 24 - 39
• The “9/11” generation. Sometimes referred to as “Echo
Boomers” because they more resemble the Boomers
• Nurtured by “helicopter” parents. Told over and over again
that they are special, they expect the world to treat them
that way.
• They felt enormous academic pressure and respect authority
• Prefer to work in teams
• In formative years, school problems were about safety. Despite falling
crime rates overall, and falling teen pregnancy rates, they learned early
that the world is not a safe place (The “Columbine effect”)
• They “work to live” not “live to work”, they thrive on a relaxed working
environment with lots of hand holding, accolades and accommodation
(“Can I bring my dog in to work with me?”)
• Envision the world as a 24/7 place, they expect immediate access to
answers
• Comfortable with all forms of technology; quick on the pick-up
• Optimistic, focused, respecting of authority, assertive

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Generation “Z” / The Post-Millennials
• Born 1997-present day
• Age in 2020: Minimum Working Age to 23
• Sometimes called “The Boomlets” – 2006 saw the largest
spike in births since the Baby Boom generation
• They’re arriving at your door NOW! Some post-millennials
are turning 18 in 2020.
• We don’t have much evidence yet about what kind of
workers they’ll be, but they’ve never known a world without
computers, cell phones and the internet. They don’t know
what a typewriter or a dial phone is.
• With the focus on technology, this is sometimes known as
the “KGOY” generation (kids growing older younger)
• By age 12-13, most have their own cell phones, and know
their way around apps.
• Savvy consumers, know how to get what they want, brand-
conscious

A Span of Generations
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So Who’s At Work?
Source: Schmidt Associates. https://schmidt-arch.com/designing-for-generation-z/gen-z/

Generational Mix-and-Match
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As HR Managers, We Sometimes Ask…
• Everything was going along just fine…
• …Boomers were planning their retirements…
• …Then the 2008 economic downturn hit, and some
workers saw their 401ks turn into “201ks”
• Recovery from that slump had been slow but steady,
and then the Coronavirus pandemic hit
• As HR professionals, we are just transitioning from
one combination of 4 generations at work, to another.

And Now….MOVIE TIME!
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Part II – Talent Management Implications of “All Those Gens”
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Attraction: Employment Branding
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Sourcing the Best Candidates
• Most employers recognize that different generations of workers respond to
different recruitment channels
But the question all employers should be constantly asking themselves:
Does your “Employment Brand” management go beyond simply using multiple
sourcing channels and appeal to each generation based on its unique interests?

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Approach Employment Branding with Generational Intention
• Elements of employment brand
management include:
• Social media (“free advertising.”) Does your HR Department
have its own Twitter handle? SRS feed? Facebook page?
• Competitive compensation. When was the last time you
benchmarked your salary, benefits and turnover statistics against
relevant markets (geography, size, industry)?
• Work and scheduling flexibility. One of the fundamental bases
on which the generations differ is work schedules and PT/FT.
• Your “telltale” employment profiles: glassdoor.com and
Facebook serve as more than just positive advertising – are you
aware of what current and former employees are saying about
your organization in review sites? What is your response plan
for managing brand through these sites?
• Local newspaper coverage: To reach the Boomers and some
Generation X’ers.
• Local, regional and national “Best Places to Work” lists.
YouTube: https://youtu.be/q-qA1jCVCmQ
YouTube: https://youtu.be/7vGSsN4CUqQ
Generation
Z
Baby
Boomers

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Can All Generations Find You?
• “Apply by linked-in” is a start, but it’s just the beginning of recruiting enablement for a
multi-generational workforce.
• Depending upon the generations you want to attract, and the industry in which you
operate, you may need any combination of:
• Walk-in kiosks. Some industries and high volume job groupings benefit from in-person application
completion on-site.
• E-mail resume acceptance with parsing and application completion. A lengthy process (15 minutes or
more) may be tolerated better by older generations than younger ones.
• QR Codes: in high traffic areas, job fairs and even for job postings in local malls or retail locations, a
Quick Response code can facilitate expression of interest by qualified candidates “on the go”.
• Quick App by Mobile Device: Remember, Millennials (and some Gen-X’ers) need a streamlined process
and instant gratification. That means a quick application, instant acknowledgement and frequent,
encouraging (even nurturing, for great candidates) follow-up.
• Bottom Line: the more of the above channels you put into action, the
more generations you’re likely to reach.

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Appealing to Baby Boomers
• What are they looking for?
• Flexible hours – Many Boomers are no longer retiring at age 65. Part-time work schedules and more
flexible hours become more important as this generation ages.
• Stability – Boomers want to feel secure in their role as they approach retirement. One of the most
fundamental ways to do this is to offer them mentoring roles, if available in your organization.
• Healthcare benefits – As this group ages, healthcare options are increasingly valuable. Some of the
highest wage earners pre-retirement age may be most in need of these options, and they may also
represent some of your highest performers.
• Specific recruiting tactics:
• Digital is universal — Boomers are on mobile AND desktop and can utilize a variety of digital resources.
(The myth of the Boomer who doesn’t know how to use their iPhone and its apps is just that – a myth!)
• Traditional is still a strong influence — Consider their history with offline media such as print or radio.
These are still trusted sources.
• Get to the point — Of the four generations at work, Boomers may be least interested in what an
employer’s company culture is like; they can pay more attention to the day-to-day aspects of a role. This
is often because the work experience that formed the main part of their lives often didn’t recognize
“culture” as an influencer of work.

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Appealing to Generation X
• Growth opportunities and consistency – At this stage in their career, they are looking for growth and the
ability to be a contributor.
• Work-life balance – They want a balance between family, work, and time off.
• Training and development – Gen X’ers want to learn and grow because they still have the time to make
changes in their careers.
• Mentoring programs – They are ready to be mentors and share their knowledge.
• Strong benefits packages, offering flexibility and
• Formal Career Path Development – Because Gen X has been in the workforce for some time now, they
know what they want from their careers.
• Digitally savvy — This cohort group knows how to utilize online sources and turns to them frequently.
• Connected via mobile — Text and emails are strong communication methods for this cohort group.
• Promote a balanced combination of company culture and the “day to day” of the role.

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Appealing to Millennials
• Growth opportunities – Many are just starting out their careers or are a few years in. However, unlike Gen
X’ers, a traditional career path may not always be their goal.
• Mentorships (the “listening” end) – They have been in the workplace long enough to recognize what they
can gain from more experienced peers.
• Flexibility – Millennials expect work-life balance as more and more are seeking out unique working
approaches (remote working, custom hours, pet friendly offices, gig work are all “needed-to-win” for this
cohort group).
• Ability to engage digitally – Remember that Millennials are digital “natives”; this age group is looking for
technology-smart companies.
• Company Culture — Promote the company as a whole, not just the role. Are you a recognized “Best
Place to Work?” Do you support green efforts? Volunteerism? Community involvement? Let them know!
• Benefits (beyond just retirement and health package) — Benefits such as PTO, flexible work schedules
(work from home), free lunch or gym memberships may appeal more to Millennials.
• Promote individuality and specific contributions! They don’t want to be just a “cog in a machine” —
Provide examples of how they can impact the company and how the company impact the community.

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Appealing to Generation Z
• Learning opportunities – This cohort group is young; they may not know what they want but they are
excited to learn and grow.
• Mentorships – Generation Z generally values mentorship. At this stage in their careers, they will look
toward mentors for guidance.
• Flexibility – Gen Z’ers are more likely to want to work remote or test out a non-traditional career path.
• Ability to engage digitally – As digital natives, this age group is looking for technology-savvy companies.
• Contribution to the company – Although young, Gen Z nevertheless wants to be heard and to make their
contribution. More so than any previous generation, Gen Z may not be familiar with the system of “paying
dues”.
• Promote flexibility in benefits offerings (beyond simply a retirement and health package). Many Gen Z’ers
are more idealistic than their parents – community service opportunities are important.
• Gen Z’ers often graduated with unprecedented student loan debt. Benefits offerings in this area can have
outsized value to them.
• Gen Z is more likely to be entrepreneurial — Provide examples of how they can make a difference and
contribute beyond the day to day.

Talent Management - Attraction
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Reminder: What’s Changed?
:
0.85 applicants to each open job
:
6.67 applicants to each open job

Engagement & Retention: HCM Technology’s Role
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What HR Technology Factors Influence Employee Engagement?
We know that the different generations embrace the use of HR
Technology at different speeds; in other words, adoption is partially a
function of generation.
• There are many Human Capital Management (HR Technology) factors impacting
retention and engagement; among them are:
• Preferred browsers: For employee and manager self-service and accessing employee
portals, users have different favorite browsers, and those favorites changes over time. How
have you managed your exposure to this trend?
• Preferred mobile devices: If “BYOD is the ‘new black’,” just how ‘libertarian’ can your
organization afford to be when it comes to supported devices among your employment base?
• App deployment: When rolling out self-service functions, the question is no longer “to app
or not to app?”, but now: “How do we deploy apps as effectively and efficiently as possible?”
• HR call centers: While self-service document retrieval, on-line help functions and even
company “wikis” are all being deployed and enhanced, what does an employee do when they
still can’t find the answer to their question?

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The Impact of Preferred Browsers
• Browser “favoritism” has varied dramatically in the last twelve years*.
• Given the above statistics, would anyone dare to predict that we will never see another new browser
brand that competes, or even potentially dominates, the market? That the favorite in use today will
never change again? The nature and speed of technological innovation tell us otherwise. (Ever
heard of Yandex? Vivaldi? Spartan? Remember Mozilla? Gecko? Netscape?)
• The only defensive move that we, as HR professionals have, is to invest in applications that support
and/or certify on as many different browsers as possible (and for now, at least the top four)
Browser *: I.E. Firefox Chrome Safari Opera
April, 2020 3.4% 8.6% 80.7% 4.2% 1.5%
October, 2018 4.0% 10.1% 79.6% 3.5% 1.5%
October, 2016 5.2% 15.7% 73.0% 3.6% 1.1%
October, 2014 9.5% 23.4% 60.4% 3.9% 1.6%
October, 2012 16.1% 31.8% 44.9% 4.3% 2.0%
October, 2010 29.7% 44.1% 19.2% 3.9% 2.2%
October, 2008 47.4% 44.0% 3.0% 2.8% 2.2%
* Source: http://www.w3schools.com/browsers/default.asp
Additional Reading: “The Best Web Browser, 2019”: https://www.techradar.com/news/the-best-web-browser

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Preferred Mobile Platforms
“B.Y.O.D.” Bring Your Own Device! Sound like a good idea?
Perhaps, but consider:
• Mobile Operating Systems. How many can your IT Department support?
• Remember: marketers, sales teams and B2C designers often have more freedom to refuse to
support certain devices (normally we see Blackberry and Windows drop off).
• As HR professionals, our focus is CUSTOMER SERVICE (where the employees are our
“customers”) and the pressure on us to support our constituents’ choice of device is higher.
• Maintenance Implications. In just under 10 years, Android has had 16 major
releases (and delicious release names like “Jelly Bean” “KitKat” and
“Nougat” don’t necessarily make the upgrades any easier for your IT group
to swallow!)
• In a similar period, iOS has had 10 major releases.
• Over the same period, Windows has had a small handful of releases.
• Just supporting these 3 mobile OSs can obligate your IT department to understanding and
providing service for up to 24 release levels (depending on vendor support rules).

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When Self-Service Fails: Actual, Human Contact
• HR Call Center technology has hit its “adolescence” in the US, and HR Case
Management, more and more, is being seen as a required part of any good HCM
Suite targeted at enterprise-sized organizations.
• The essential elements of a good HR Call Center application haven’t changed
all that much in the last 10 years (even while the technology options have):
• Knowledgebase (Wiki?): Think of it as the “link” between Self-Service and Call Center
ESS/MSS, Portal  Knowledgebase  Call Center Level 1  CC Escalation
• Level 1 case workers trained and empowered to handle, on average, 85-95% of
all inbound questions
• Documentation and recording (with permission) capabilities to facilitate review
and record-keeping, but also to act as a continuous process improvement
mechanism. (Constant training!)
• Technology that facilitates, rather than frustrates, access and resolution. (And no, it’s not as easy as it sounds!)

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Actual, Human Content: The DO’s and DON’Ts of HR Call Centers
• Focus groups offering feedback about Call Centers in general usually fault
the technology, but when interviewers dig deeper, it’s almost NEVER the
base technology that is at fault, but rather the design of scripts and
selection options that most frustrates users:
• DO establish the most complete, best-indexed knowledgebase possible, and make it easy to
access. Tier Zero success is good for EVERYONE: employees like it because it makes them
feel empowered when they find their answers quickly and easily, and companies save a few
pennies on every transaction handled this way, because it avoids intervention from a “live”
person, while still successfully resolving the issue.
• DON’T establish IVR telephone “tree” menus that exceed 3 or 4 options per level. If your
telephone options are so numerous that a large portion of users are “press[ing] 9 to repeat
these options…” then you have too many – scale it back.
• DO (ALWAYS) offer the ability for an employee to exit the menu at any time and speak with an
HR Employee Customer Service Representative (at times of day when this function is staffed).

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Actual, Human Content: The DO’s and DON’Ts of HR Call Centers (ctd)
• DON’T establish any portion of your system where an employee or manager is required to
provide (voice or key entry) their identifying information and it doesn’t carry forward during the
call transfer (requiring them to provide it again or repeat it to a CSR in a later step) – it’s bad
form, frustrates employees and managers, and can give your entire HR Call Center process a
bad reputation.
• DO (ALWAYS) do plenty of focus group testing.
• DO consider dedicating a portion of your regular employee engagement surveys to this subject.
• DO take advantage of the latest technology available (that your organization can afford), like
smart queues, caller id and script-based issue recognition, and automatic call-back when
waiting times exceed acceptable levels. If you’re not structured or don’t have budget to
incorporate all these enhancements, develop a “Call Center Road Map” for your organization.

Wrapping It All Up
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HCM Technology: Appealing to Three Different Generations
Factor Baby Boomers Generation “X” Millennials
Employee Self-Service:
Completing transactions
Likely to use Very likely to use Most likely to use
Knowledgebase: Company
Policy Self-Service
Less likely to use More likely to use Most likely to use
24x7x365 Access Desirable Important Essential
Adjust to Operational
Mandates (browser or app
restrictions)
OK with them Tolerate them Hate them
BYOD – any personal
device the employee
chooses, preferred over a
company-issued device
Not that important Important
Can be a “drop-dead”
factor for the best and
brightest choosing
your company
Interactive Voice Response
as an input mode Fine with it OK with it Tolerate it (barely)

Wrapping It All Up
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HCM Technology: Appealing to Three Different Generations
Factor Baby Boomers Generation “X” Millennials
Utilizing HR Call
Centers  Tolerate moderate
wait times
 Prefer automatic call-
back technology
 Questions tend to be
longer and involved
 Tolerate short wait
times
 Ok with automatic
call-back technology
 Questions tend to be
quicker and less
intricate
 Unhappy with almost
any wait time
 Answer on first call is
paramount
 Short, pinpointed
questions (because
they likely already
did their research in
Knowledgebase)
Staffing HR Employee
Call Centers
Can be your best
workers. Have a
longer-term view of any
job (legacy from their
early years). Often
good with part-time or
temp work, fitting in
with a semi-retirement
schedule.
Great team workers.
Technologically more
adept than the Baby
Boomers. More likely to
stay put with regular
reviews and merit-based
increases.
Require more, faster
recognition. Have a
short-term view of the
job, expecting to move up
fast. Most technologically
adept in the population.

Generational Responses to the Coronavirus Pandemic
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Generational response to the threat represented by the Coronavirus and
COVID-19 follows the familiar patterns these cohort groups have lived
before:
• Generation Z is seen too often ignoring all the risks about which they’re being warned. These “young invincibles”
weren’t going to miss out on Spring Break and were the first to congregate as the stay-at-home orders were lifted.
• Millennials are taking this pandemic seriously, and worrying about….everything. They worry about their parents.
They worry even more about their grandparents. And they’re frustrated when members of those older generations
don’t take the pandemic threat as seriously as they do.
• Generation X is largely staying “cool, calm and collected.” After all, this was the “latchkey generation,” the most
independent generation of all. They were raised on movies like “Outbreak” and “Home Alone.” And they are
annoyed by their kids’ (Millennials) inability to skip a brunch opportunity, and their parents’ (Boomers) inability to
take the whole thing more seriously.
• While many Baby Boomers, recognizing that they and the remaining “Silent Generation” members are the most
at-risk populations in the pandemic due to their age (and unsuccessfully trying to resist the urge to hoard toilet
paper), others simply won’t miss any opportunity to socialize with friends or hug the grandkids.
And the “Winner” is? Generation X?
Sources: https://www.businessinsider.com/coronavirus-generational-effects-millennials-gen-z-baby-boomers-2020-4#meanwhile-many-millennials-are-staying-inside-and-urging-their-parents-to-do-the-same-2
https://abcnews.go.com/Health/frustration-millennials-older-people-taking-coronavirus-precautions/story?id=69618912
https://www.nbcnews.com/think/opinion/coronavirus-quarantine-gen-x-was-made-boomers-gen-z-not-ncna1168021

Generational Attitudes Toward Remote/Tele-Work
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* Source: Virtual Vocations, https://www.virtualvocations.com/blog/telecommuting-news/generational-remote-work-statistics-survey/
A survey of 1,141 Millennials, Generation X’ers, and Baby Boomers, conducted March, 2019
Question Millennials
(age 23-38 in 2019)
Generation X’s
(age 39-54 in 2019)
Baby Boomers
(age 55-73 in 2019)
Would tele-work from a coffee shop or
other co-working space 61.4% 53.0% 37.8%
Say that a remote job is a primary
source of income 79.5% 80.0% 61.4%
Regularly care for children or a family
member at home 46.4% 35.7% 9.8%
Report that schedule flexibility is a
primary reason they want to tele-work 59.1% 56.5% 58.4%
Are willing to at least occasionally
travel for work 66.5% 70.1% 65.9%
Search for remote jobs on job boards
47.4% 48.2% 58.8%

Generational Experience With Remote/Tele-Work
40
* Source: Virtual Vocations, https://www.virtualvocations.com/blog/telecommuting-news/generational-remote-work-statistics-survey/
A survey of 1,141 Millennials, Generation X’ers, and Baby Boomers, conducted March, 2019
Level of Experience
Working Remotely
Millennials
(age 23-38 in 2019)
Generation X’s
(age 39-54 in 2019)
Baby Boomers
(age 55-73 in 2019)
No Experience 27.4% 24.0% 25.0%
Less than 1 Year 19.5% 15.6% 12.5%
1 – 2 Years 24.2% 17.1% 11.1%
3 – 4 Years 8.4% 12.7% 14.2%
5 or More Years 20.5% 30.6% 37.2%

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Questions?

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How Ascentis HR and Talent Management Can Help
Ascentis allows you to focus on the bigger picture with integrated
HR and Talent Management software. We provide real-time data,
easy reporting, and the ability task your employees with virtual
trainings to ensure your business is compliant.
• Easily access your employees training records, and send
reminders to those who have yet to complete courses
• Ascentis HR provides over 300 on-demand reports, point-in-time
reports and configurable fields
• Fine tune employee performance on-demand with real-time
performance management software, visible on mobile
• Centralized company-branded employee and manager portals
deliver reliable, easy access to all employee related information
(ESS).
Recruiting &
Onboarding
Talent
Management
HR &
Benefits
Payroll
Time &
Attendance
Ascentis

43
Contact Us
bob.greene@ascentis.com
info@ascentis.com
www.ascentis.com
800.229.2713

Appendix A: Ascentis On-Demand COVID-19 Webinars
44
Webinar Original
Broadcast Date
Title Key Topics Covered Click This
URL to View
March 25, 2020 FFCRA – Keys to
Compliance
• EPSL Leave and EFMLEA Leave
• Coordinating Multiple Leave Types
• Calculating Tax Credits
https://info.ascentis.com/family-
first-coronavirus-response-act-of-
2020-keys-to-compliance.html
April 1, 2020
CARES Act – Keys to
Compliance
• Employee Retention Tax Credit
• Payroll Tax Deposit Deferrals
• Paycheck Protection Program
• Emergency Injury Disaster Loans
https://info.ascentis.com/COVID-19-
legislative-updates.html
April 2, 2020 DOL and IRS Guidance on
FFCRA
• Aggregating Tax Credits
• Determining Health Care Costs
• Documentation Needed for Leave
https://info.ascentis.com/FFCRA_at
_15_days_old_DOL_guidance_you_
should_know.html
April 8, 2020 Paycheck Protection
Program
• Process and Timeline
• Determining Eligibility Amounts
• Forgiveness
https://info.ascentis.com/legislative-
updates-covid-19-april-8.html

Appendix A: FFCRA – Paid Leave Entitlements
45
Employee Paid Sick Leave and Extended Family/Medical Leave
• The entitlement provisions of the FFCRA remain in effect from April 1, 2020, until
at least December 31, 2020:
• Applies to employers with fewer than 500 employees
• Up to 80 hours (2 weeks) of Employee Paid Sick Leave
• Up to 12 weeks of Extended Paid Family/Medical Leave
• Ongoing concerns:
• Ensuring all available tax credits (on a dollar-for-dollar basis to specified limits) are taken as
immediate credit against payroll taxes owed,
• Coordination of two new paid leave types with: corporate PTO policy; unpaid FMLA;
state/county/city PTO/Sick & Safe Leave mandates; EO13706 mandated federal contractor paid sick
leave; and §45S Paid FMLA leave policies,
• Maintaining all necessary documentation around leave requests and employer actions on them, for
possible future audit,
• Since April 17, 2020, leave requirements are enforced by the DOL (good faith compliance non-
enforcement period ended).

Appendix A: CARES Act – Multiple Sets of Provisions
46
Focused on Employee Retention
• The Employee Retention Tax Credit (“ERTC”):
• Available to employers of ANY size, subject to eligibility restrictions including either government closure or minimum year-on-year gross revenue reductions.
• The available tax credits per employee are calculated as 50% of the first $10,000 of eligible wages, or $5,000, maximum for the period 4/1/2020 to 12/31/2020. For
employers of 100 employees or more, the credit can only be taken on wages paid to employees not working (i.e., retained in lieu of layoff or working reduced hours
imposed by the employer). For employers of less than 100 employees, all wages apply.
• Deferred Employer Payroll Tax Remittance:
• Title II, Subtitle C of the CARES Act offers employers the opportunity to postpone deposit of the employer share of OASDI tax (6.2% of applicable wages). Note
that employer share of Medicare tax is not included in this provision.
• 50% of the total amount of employer SS-OASDI due between April 1 and December 31, 2020 may be deferred and due by December 31, 2021, and the remaining
50% has a due date of December 31, 2022.
• The Paycheck Protection Program (“PPP”):
• The major program coming out of CARES, PPP originally made $349 billion, (followed by a second traunch of $310 billion) of loan proceeds available to small
businesses. The limit per borrower is $10 million. As of 5/11/2020, about $120 billion remains to lend.
• Among the many restrictions on the loans: employer size (under 500 employees except for certain hospitality companies), amount borrowed (roughly equal to 2.5
times monthly payroll) and eligible expenses for the proceeds.
• If all expense restrictions and rules are met, loan proceeds are up to 100% forgivable.
• The Emergency Injury Disaster Loan Program (“EIDL”):
• Not as heavily restricted as PPP loans, EIDL loans, which are limited to $2 million per borrower, cannot be forgiven.
• As of mid-April, SBA had depleted these funds and was accepting further applications only from agricultural industry organizations.

Appendix B: DOL-Issued FFCRA Leave Documentation Guide
47

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