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W W W. M A I N E B I Z . B I Z 17 J U LY 1 1 , 2 0 1 6 1/4 V 1/4 V H OW TO B Y A R T B O U L A Y T he new federal overtime rules will more than double the threshold for employers to avoid paying overtime when salaried employees work over 40 hours — moving from $23,660 per year to $47,476 per year. is presents seri- ous challenges for employers. I am not writing to defend or explain the law, but rather to discuss how to turn this problem to a competitive advantage. I tend to talk about the soft side of management — communication, engagement and expectations. e silver lining of this rule change is that it is a tailor-made opportunity to do all these things. Do not relegate this decision to your HR department or a board meeting — engage your employees and managers one-on-one around this business challenge. For most employees, there is more at stake than simply moving from hourly to salaried. For some it is a sta- tus issue and for others it is about the money, since "salaried" often involves perks and benefi ts beyond the pay- check. For still others, it is an issue of recognition. Changing someone's pay- check or status is directly connected to their personal world view. e solution must be tailored to the individual. is means a one-on-one discus- sion with the employee to talk about goals and aspirations. What does he or she want to accomplish? What are the fi ve- and 10-year goals? Your com- pany may have managers approaching retirement age. Could this employee be part of your succession planning? Let them know how much you value them and precisely why — engage their energy and drive and launch their productivity. You may conclude that the employee is worth a substan- tial raise and not just because the feds are forcing the issue. e next question to pursue with employees is, "What do you most like and most dislike about your current position?" You may be able to modify the position to be more attractive for the employee, or change his or her posi- tion to suit goals. Let us discuss an employee who is not highly valued. He or she is a good employee, but inconsistent. e person may be disengaged or have low energy and drive. Many managers would rather put up with mediocre performance than address it directly. Here is a per- fect opportunity to put the employee on notice that mediocrity is no longer acceptable. Use the questions outlined above. e conversation may reveal new information and provide leverage to foster greater energy and drive; or the conversation may serve to put the employee on notice that their attitude must change. What would it do for your bottom line to replace every mediocre employee with a high performer? In all the above examples, make your expectations clear and in writing — and document their expectations of you as well. A good expectation has a goal and is time-limited. For the valued employee, these can be inspi- rational. For the mediocre employee, your expectations must be challenging and demanding. Do not pass up this opportunity to boost your employee's productivity, loyalty and drive. My clients know I am fond of the challenge "Get on with it." at philosophy is the driver behind my comments. Use the new federal overtime rules as your motivator to have the strategic conversation every man- ager should have with every employee on a regular basis. Use this opportu- nity to nudge a valued employee to maximum performance, and challenge a mediocre employee to step up or step aside. Get on with it. ArT BoUlaY is CEO of Strategic Talent Management, a business consulting f irm in Brunswick. He is a Certifi ed Master Coach, as g ranted by the Behavioral Coaching Institute. He can be reached at aboUlaY @ STarTegiCTalenTmgmT.Com Turn new federal overtime rules into a competitive advantage K nowing all of your audiences, how they influence your Kthey influence your K business, and the best way to communicate with them is essential to immediate success and sustainable growth. In a state with Maine's make- up – small, but dynamic cities surrounded by strong rural sensibilities all sharing a closely guarded identity – it's even more essential. The context requires a diverse approach and thoughtful messaging that not only obtains the visibility you desire, but can turn your audiences into advocates, engage stakeholders and decision makers, and achieve communal buy-in for Call (207) 619-7350 today. Learn how a comprehensive public relations strategy can turn your audiences into advocates. Have you armed your growth strategy for success in Maine? your growth plans. It can be the difference between zoning approval, supportive policy, or a lucrative partnership. Broadreach Senior Strategist Jason Sulham has over 15 years of experience managing these complex efforts for businesses and coalitions. He appreciates the impact successful audience engagement can have on a company's growth plans and knows how to achieve it. Call Broadreach to learn how a comprehensive public relations strategy can turn your audiences into advocates, positively engage stakeholders, and accelerate your success. 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