Why programmers /Soft Ware professionals are not subject to the protective labour laws of society? When and how did the term salaried become coequal with slave? Look at the change in contracting laws where independent programmers were not accepted by corporations and the middlemen got the profit and the programmers got to be salary-slaves. Why does this happen across the globe? Why don’t employers treat the employees as Humans?
There are a large number of underhanded and often illegal labour practices in the software development industry, and the abuse of “contractual” workers is amongst the most prevalent.
Before we go any further, please keep in mind that I am not a lawyer, and none of this is intended to be treated as legal advice. I’m just telling you about my personal experiences and directing you to information that I found on government Web sites.
Here is a small sample of these kinds of abusive relationships that I have personally experienced or witnessed:
Work Visa Sponsored by a Employer (think: “Work Visa for dogs” with immigrant workers instead of dogs) that lure workers go abroad, and then hold the requirement of employment over their heads to force them to work for sub-par wages and often in illegal circumstances.
Staffing agencies getting paid by the hour, but paying their workers on a salary and forcing them to work gruelling hours.
The old “comp time” ruse where hourly workers are not being paid overtime wages as required by law, but instead granted comp time even some company’s don’t do that unless it made as a issue by the employee. While this would normally be legal, everyone knows that the comp time will never be taken due to the demands of the project, so the worker is effectively working for free, literally the worker is made fool.
Being told by the client that overtime is mandatory, but the contract agency then rejects the timesheet and claims that the overtime “was not authorized.” But actually your company “employer” will get the overtime money from the client but they will deny to you they their company doesn’t have such policy.
Laying (Lying to) off swaths of long-term employees because an “outside vendor” was brought in to do the work. During the exit interviews, they were told that they could be hired by the outside vendor to do their old job, but they’d take a deep pay cut, lose all time accrued, receive inferior benefits, and no longer be able to move up in the ranks unless they were “converted” to employee again. The kicker? The “outside vendor” was owned by the company!
Disgusting, isn’t it? The ones who victimize immigrant workers are the ones who burn me the most, because those workers often have families counting on them, have dreamed of coming abroad for good treatment and wages, are not aware of the laws, have few friends or family ties to fall back on, possibly have communication barriers, and may even be happy with the arrangement in comparison to their previous circumstances.
But even for same country.-born programmers, they too often do not know their rights. Or when they do, they find it easier to just sneak out the back door and find another job than to bother going through the work to find some justice. For example, nearly every developer I know is under the assumption that programming is always going to be exempt from overtime laws or Labour Laws. Well, that’s not entirely true. Here are a few examples of software developers actually getting overtime pay: (Example’s are taken from US companies but this example is same through the globe but with some minor changes in their policy)
Electronics Arts lawsuit from 2006, also included graphics artists
CSC settled an overtime lawsuit in 2005
Microsoft settled a lawsuit in 2001, regarding employees illegally classified as “independent contractors”
As you can see, this is fairly endemic. And, more importantly, justice is achievable. How do you really know if you are entitled to overtime? Well, it is not so cut-and-dried as one would hope. The key lies in your responsibilities and, partially, your compensation levels. The IRS divides this decision into three categories:
“Behaviour Control” - Can the business tell you how to do your job?
“Financial Control” - Does the business control how you can make your money or business decisions?
Type of relationship - How does this relationship exist on paper and in reality?
In addition to considering workers “independent contractors,” there exists a particular attitude in many companies that a salaried employee must be at the employer’s beck and call. First, a bit of clarification around the word “salary.” A “salary” simply means that you get paid the same amount each week, and it has no bearing on whether or not you are truly eligible for overtime pay. If you are not eligible for overtime pay, then you are an “exempt” employee. It is possible to be paid on an hourly basis and be “exempt,” and it is possible to be on a salary and not be “exempt.”
All the same, many software developers and consultants are being classified as “exempt” illegally! Check out this sentence from the Department of Labour’s guidelines for technology workers: “Technologists and technicians do not meet these requirements for the learned professional exemption because they do not work in occupations that have attained recognized professional status, which requires that an advanced specialized academic degree is a standard prerequisite for entrance into the profession.”
Unfortunately, there are no regulations (that I can find, at least) covering whether you can be forced to work in excess of a standard workweek. That being said, in my experience, the best defence against this kind of abuse is to work to become classified as a “non-exempt” employee; when the boss (and the accountant) realizes that you took home a pay check bigger than his boss’ pay check because he forced you to work a 60 hour workweek, you can bet that it will end!
Friday, October 9, 2009
Monday, October 5, 2009
EMPLOYER, MANAGER, LEAD'S MUST READ
Even as the global economy begins to show faint signs of recovery, times are still tough, and businesses worldwide are still scrambling to respond. Layoffs, cutting expenses and eliminating employee programmes are all common, knee-jerk responses to financial pressure. But are they the right strategy for the long term?
In the haste to find new customers and keep the ones you already have, it’s all too easy to forget one of the most important aspects of customer loyalty: loyal employees. But it’s a proven fact: loyal employees have a big positive impact on customer loyalty and retention. So keeping employees satisfied and motivated is critical even – and especially – if raises, bonuses and benefits are a thing of the past. Here are a few strategies.
1. Keep communicating with employees through difficult times.
Even when the news is bad, keep your employees informed of changes within the business so that they understand the situation. Don’t allow gossip and hearsay to create unrest and tension within the business; instead, build rapport and trust by being honest with employees. In fact, try two-way communication and ask their opinions: Employees appreciate being asked what they think, and may have some excellent ideas for how the business can be improved.
2. Listen to staff concerns.
The quickest way to alienate your employees and damage morale is to ignore them. While you may not be able to resolve all their concerns about working hours, promotions and pay, the simple act of listening and acknowledging their problems is valuable. Follow up on the problem when and if it is appropriate to do so, and even if you cannot adequately resolve the issue, inform the employee immediately so they at know you at least made an effort.
3. Make sure change occurs at all organisational levels.
It’s entirely possible that staff layoffs cannot be avoided. However, to avoid severely damaging the morale of those employees that remain, it’s important for senior management to share some of the weight of the cuts – either by reductions in pay, bonuses or perks. While employees realise that some changes and cuts must be made in order to adjust to the new realities of business, it will be easier for them to accept if they see changes at all levels of the organisation and not just within their own ranks.
4. Avoid micromanaging.
Your employees are likely under more pressure than ever – just as you are. But even as expectations are raised and demands grow, now is not the time to begin interfering in the work of your team. If you’ve done a good job of hiring, you already have a competent group of people who know what they’re doing, and becoming overly involved in their work may actually cause more problems than it solves. So while it’s smart to have an active interest in your subordinates’ work, try to avoid stepping in until it’s clearly necessary.
5. Remember to say “thank you”.
It’s so simple, and yet possibly the most important thing you can do to boost employee morale and loyalty. Thanking your employees for their contributions, and recognising their hard work and accomplishments is extremely vital, especially in a down economy when monetary bonuses and raises are becoming increasingly uncommon.
Running a business is always difficult, and now more than ever. But with the support and commitment of talented employees, you’ll be much more likely to weather these challenging economic times and emerge stronger.
Any good employer or manager or leader should remember to follow these things at least to a extent to sustain in this un-predictable market.
Human Resource is the most valuable and precious asset a Software or IT organization can have, Because here you are valuaed by the exprieance and talent of a employee not by the hi-tech hardware you have.
Any good employer or manager or leader should remember to follow these. Be good to yourself and others that will bring good things to you from others.
Human Resource is the most valuable and precious asset a Software or IT organization can have, because here you are valued by the experience and the talent of the employee’s, not by the hi-tech hardware you have. Here you do business by marketing (Literally selling human brains) so take care of the brains it has life, happiness, love, affection, good and bad feelings, humor, hatred, sadness, revenge, social status, dependency and lot more. To have a fresh brain and a good human you will (should-must) have to be good with them as humans only then you can expect them to be OK with you.
If you are GOOD with your employee, in return expect them to be OK with you. Over expectorations is a vacuum.
Thanks & Regards,
S.Grace Paul Regan
In the haste to find new customers and keep the ones you already have, it’s all too easy to forget one of the most important aspects of customer loyalty: loyal employees. But it’s a proven fact: loyal employees have a big positive impact on customer loyalty and retention. So keeping employees satisfied and motivated is critical even – and especially – if raises, bonuses and benefits are a thing of the past. Here are a few strategies.
1. Keep communicating with employees through difficult times.
Even when the news is bad, keep your employees informed of changes within the business so that they understand the situation. Don’t allow gossip and hearsay to create unrest and tension within the business; instead, build rapport and trust by being honest with employees. In fact, try two-way communication and ask their opinions: Employees appreciate being asked what they think, and may have some excellent ideas for how the business can be improved.
2. Listen to staff concerns.
The quickest way to alienate your employees and damage morale is to ignore them. While you may not be able to resolve all their concerns about working hours, promotions and pay, the simple act of listening and acknowledging their problems is valuable. Follow up on the problem when and if it is appropriate to do so, and even if you cannot adequately resolve the issue, inform the employee immediately so they at know you at least made an effort.
3. Make sure change occurs at all organisational levels.
It’s entirely possible that staff layoffs cannot be avoided. However, to avoid severely damaging the morale of those employees that remain, it’s important for senior management to share some of the weight of the cuts – either by reductions in pay, bonuses or perks. While employees realise that some changes and cuts must be made in order to adjust to the new realities of business, it will be easier for them to accept if they see changes at all levels of the organisation and not just within their own ranks.
4. Avoid micromanaging.
Your employees are likely under more pressure than ever – just as you are. But even as expectations are raised and demands grow, now is not the time to begin interfering in the work of your team. If you’ve done a good job of hiring, you already have a competent group of people who know what they’re doing, and becoming overly involved in their work may actually cause more problems than it solves. So while it’s smart to have an active interest in your subordinates’ work, try to avoid stepping in until it’s clearly necessary.
5. Remember to say “thank you”.
It’s so simple, and yet possibly the most important thing you can do to boost employee morale and loyalty. Thanking your employees for their contributions, and recognising their hard work and accomplishments is extremely vital, especially in a down economy when monetary bonuses and raises are becoming increasingly uncommon.
Running a business is always difficult, and now more than ever. But with the support and commitment of talented employees, you’ll be much more likely to weather these challenging economic times and emerge stronger.
Any good employer or manager or leader should remember to follow these things at least to a extent to sustain in this un-predictable market.
Human Resource is the most valuable and precious asset a Software or IT organization can have, Because here you are valuaed by the exprieance and talent of a employee not by the hi-tech hardware you have.
Any good employer or manager or leader should remember to follow these. Be good to yourself and others that will bring good things to you from others.
Human Resource is the most valuable and precious asset a Software or IT organization can have, because here you are valued by the experience and the talent of the employee’s, not by the hi-tech hardware you have. Here you do business by marketing (Literally selling human brains) so take care of the brains it has life, happiness, love, affection, good and bad feelings, humor, hatred, sadness, revenge, social status, dependency and lot more. To have a fresh brain and a good human you will (should-must) have to be good with them as humans only then you can expect them to be OK with you.
If you are GOOD with your employee, in return expect them to be OK with you. Over expectorations is a vacuum.
Thanks & Regards,
S.Grace Paul Regan
Monday, July 13, 2009
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