Hartford Business Journal

39 HARTFORDBUSINESS.COM | March 28, 2022 Editor's Take Experts Corner CT legislators deserve a pay raise; but let's rethink our legislative body S tate Rep. Bob Godfrey went out on a limb in February when he said he was going to propose a bill that would give state lawmakers a raise. For anyone unfamiliar with politics, legislators asking for a higher salary, during good economic times or bad, can be a taboo subject, especially in an important election year. Godfrey, a 17-term Democrat from Danbury, has less concern about facing voters; he's not running for reelection. Regardless, he's right, state lawmakers do deserve a raise. In fact, at a minimum, we should triple state lawmakers' salaries, while reforming the current part-time legislative body. We need a smaller, higher-paid, full-time legislature that is better equipped to handle the complex issues of the 21st century. Connecticut is a small state with 187 lawmakers (151 House members and 36 Senators). Their base salary, which has remained unchanged since 2001, is $28,000. Most state lawmakers make a bit more money as they add leadership titles, but it tops out at less than $40,000 (not including health and other benefits like mileage reimbursement). And although it's a part-time position, increasingly the legislator role requires closer to full-time hours, particularly for those in leadership positions pulling the strings of power. It's getting harder for lawmakers to maintain employment outside the legislature to supplement that paltry income. Public and private-sector employers are in a major talent war right now, especially amid the Great Resignation, in which record numbers of workers are quitting their jobs to seek greener pastures. Finding high-quality employees is a challenge. Employers need to pay more and offer greater flexibility to compete. Public service — despite modern- day high levels of government mistrust — is still a noble calling, yet the job of state legislator doesn't offer a great value proposition. Imagine, in today's climate, posting a job listing for a $28,000-a-year, part-time position that requires you to help manage an annual $23 billion- plus budget, tackle complex issues like healthcare affordability, economic competitiveness, tax policy and renewable energy, and have to deal with constant constituent requests and complaints. Few highly-skilled job candidates would apply. As a result, "You get what you pay for." That was a quote from Sen. Norm Needleman (D-Essex), a wealthy businessman who told the CT Mirror in January 2020 that he was going to lobby for a legislator pay raise in order to make government service more attractive. His efforts weren't successful. Connecticut's coffers are flush with cash right now due to federal stimulus funds and other factors, but we all know the state's fiscal management track record. We just came off a decade marked by a lack of economic and population growth, significant budget deficits and major tax increases. Few would argue that lawmakers earned a passing grade. There's also been countless special sessions because lawmakers couldn't get their work done during the legally-prescribed time period (sessions last five months in odd- numbered years and three months in even-numbered years). State policymakers should be among the best and brightest people our state has to offer. It's hard to attract them under the current system. What's the best path forward? I don't have all the answers; it would require much more thought, research and fact finding. There are currently 10 states that have full-time legislatures, and frankly not all of them are well-run. New York, Illinois and California all have full-time legislative bodies but are burdened by the same fiscal and economic challenges as Connecticut. (Some may correlate that with ineffective Blue State policies, but that's a topic for a separate column.) And if we do move to a full-time, higher-paying legislature we need far fewer policymakers, not only to keep costs in check but to ensure the legislative agenda and priorities don't get too unwieldy. Is Connecticut likely to reform its legislative system? Probably not; we are the Land of Steady Habits. But it's still worth debating the issue, especially coming out of a pandemic that's forced all facets of society to rethink how they do "business." Tips for retaining midcareer professionals amid the 'Great Resignation' By Emily Bailey T he Great Resignation has had an undeniable impact on businesses throughout our country. For example, November 2021 saw a record 4.5 million employees leave their jobs, a 3% increase from the month prior, according to the Job Openings, Layoffs, and Turnover Survey. While high turnover has historically been most prevalent in the younger workforce, today's statistics show we are losing more midcareer professionals — ages 30 to 45 — than ever before. Among the many reasons this phenomenon exists today is the need for better balance for working parents. Luckily, this is something employers can control. As a business leader, it is imperative to weigh the benefits of providing working parents more flexibility so they can balance their family life, against the cost of replacing them. Most sources would suggest that the average cost of turnover can range anywhere from 75% to 250% of an employee's salary. Here are a few suggestions to better support your workforce and not fall victim to the Great Resignation: Offer adequate compensation for new parents While many states have implemented paid leave policies, it's not enough to provide parents with time. Employers must also ensure they are offering supplemental income or insurance to fill any gaps the state's policy may leave. For example, Connecticut offers a generous paid leave program for many, but employees earning more than $60,000 per year may be left with a significant income gap. Employers should consider policies that close that gap either through salary continuation or supplemental insurance. Implement leave management administration services In speaking with several new parents, the experience they had while out on parental leave made a lasting impression and influenced how they felt about their employer. Providing a service that can check in with employees every so often and make sure they understand and receive their benefits in a timely manner will leave a positive and lasting impression of the way the company handles parental leaves. Provide financial well-being resources Between day care, groceries and diapers, many new parents are in need of personal financial coaching to better plan for life with a new member of the family and save for the new expenses they may incur. Many employers are partnering with providers that will give timely and needed financial well-being education so employees can reduce their financial stress. Additionally, in this (almost) post-pandemic environment, many working parents are struggling to balance kids who are home while getting their job done remotely. Forward-thinking employers may offer benefits like free classes through an online platform called Outschool to provide working parents with a way to keep their children entertained and engaged when they are working from home. Allow scheduling flexibility Many employers are allowing for flexible workdays and remote and hybrid work opportunities so working parents can better balance their family's needs. Aligning time off with school holidays and allowing flexibility during the workday can help support families that may not have dependable child-care options throughout the year. Emily Bailey is managing principal of the CT office of OneDigital, an insurance brokerage, financial services and HR consulting firm. Greg Bordonaro Emily Bailey

• Cover