Not yet a Member?
HR Magazine is highlighting the next generation of HR leaders.
Is your employee handbook ready for the New Year? With SHRM’s Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Get the HR education you need without travel expenses or time out of the office.
Join us in Chicago for the latest trends and technology in talent management, and what to expect in the future.
As the Dec. 1 effective date of the U.S. Department of Labor's updated overtime rule draws near, employers are scrambling to make the changes required by the revised provisions. The new requirements more than double the salary threshold for salaried employees to be exempt from overtime pay (from $455 per week to $913 per week). Because of the large jump in salary, the DOL estimates more than 4 million currently exempt employees will suddenly be eligible for overtime pay.
Handling this regulatory change is proving to be complex, not only for small and medium-sized businesses, but also for large national and multinational employers, as Harley-Davidson Motor Company has discovered.
Employers have limited approaches to comply with the new overtime requirements, according to Eric Meyer, an attorney with Dilworth Paxson LLP in Philadelphia:
[SHRM members-only toolkit: Using Overtime Effectively]
While small- and medium-sized businesses may use only one or two of these options, large employers likely will need to use a combination of all of them.
The experience of Harley-Davidson Motor Company, the iconic American motorcycle manufacturer, shows the complexity of the choices large employers face as they prepare to comply with the new requirements.
Headquartered in Milwaukee, Harley-Davidson is a global company with 5,592 employees in the United States. Tchernavia Rocker, vice president of human resources, explained the challenge the company faced of trying to comply with the new regulations in a way that addressed employee and company needs, while remaining true to its mission and culture.
"At Harley-Davidson, we are committed to treating our employees in a manner consistent with our valued behaviors, and ensuring our employees receive market-competitive and sustainable incomes and benefits to support their families and community," said Rocker. The company lists its valued behaviors as being accountable, modelling integrity, valuing individuality and diversity, inspiring teamwork and encouraging creativity.
Rocker explained that it was important at the start of the initiative to bring the company in compliance with the new rule to have senior leadership agree on what a successful outcome would be. Leaders wanted to ensure "that employees' current base salaries were not negatively impacted by the regulation, while still maintaining a sustainable cost structure."
The project's biggest challenge, said Rocker, was completing an impact analysis and developing options that complied with the law, yet remained consistent with the company's values and compensation philosophy. "We took an organizational design and process improvement approach to assess and inventory the work being performed," she explained, and then prioritized work activities by business importance, focusing resources on more value-added work.
Gaining a clear understanding of the work being performed enabled the company to better balance its business needs, the new compliance requirements and Harley-Davidson's commitment to treating employees fairly, Rocker said. With that information in hand, they were ready to act.
"We took a multiprong approach, including a combination of solutions such as providing raises, reclassification and limiting OT, based on an individual analysis of impacted employees," said Rocker. By the end of the analysis, over 500 hourly professional positions were reassessed, and the company reclassified approximately 150 roles as nonexempt.
As Harley-Davidson implements these changes, it also has crafted a communications plan to help employees who are transitioning from exempt to nonexempt, and from salaried to hourly status. The company is launching manager and employee training and a campaign of one-on-one meetings with the affected employees to communicate the changes and why they are happening.
"We believe that individual meetings—versus broad employee communications—will provide the appropriate forum to fully discuss the change with employees and their ongoing value to the company," Rocker said.
Robert Teachout, SHRM-SCP, is a writer in Washington, D.C., who covers employment law and HR issues.
Was this article useful? SHRM offers thousands of tools, templates and other exclusive member benefits, including compliance updates, sample policies, HR expert advice, education discounts, a growing online member community and much more. Join/Renew Now and let SHRM help you work smarter.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Join SHRM's exclusive peer-to-peer social network
SHRM’s HR Vendor Directory contains over 3,200 companies