Filming the video, our team (Alyssa, Jared, and I) was faced with different hurdles of filming a nonprofit whose work revolves around building community. We had to walk the line between exposing the amazing work Second Stories does without overexposing the people they seek to build personal connections with.

I was still an intern when I initiated the project, and was admittedly a little intimidated by the perceived monster I had created for myself. Luckily, the videographer Alyssa tracked down from her extensive network of creatives was Jared Birt. A man perfect parts laid back and professional, Jared was able to take my ideas and turn them into well-edited videos worthy of the Pamiris Youtube page.

In preparation for the project, Jared, Alyssa and I met to discuss our vision for Pamiris’ sophomore online video. For the Coffeehouse NW/Sterling Coffee Roasters video, I had drawn up a thorough set of story boards. But because I had never visited the locations where Jared would be shooting, the team had to be more flexible and creative while filming and editing the video. We prepared a video consent form and question list before contacting executive director Clark Blakeman about filming.

We decided to film parts of a conference where he was lecturing, and a Friday Night Stories session. During Friday Night Stories, the Second Stories crew and a group of 30 registered participants stand on SE Powell and 82nd to hand out hot dogs and listen to the different voices of the community. While we wanted to film Clark and his team in action, we had to honor the privacy of the individuals sharing their stories. Jared was careful to keep his distance while filming and allow Clark and his team to do their work in the community.

In the end, Jared did an excellent job piecing together the footage. Clark and assistant director Andreas Lunden eloquently articulate both the pleasure they find in their own work, and how helpful Pamiris has been in adapting to their nonprofit payroll needs.

We’re currently looking for more client volunteers to participate in the second round of our client spotlight video project. Please email me, Sarah Eadie, if interested.

Want to hear more about what Pamiris can do to minimize your payroll, HR, and timetracking headaches? Request a quote.

Which is why we’re in love with the Creators Project, a collaboration between Intel and Vice Magazine. The Creators Project features brief 5 – 10 minute videos of devastatingly hip artists applying bleeding edge technology to their craft. And while neither Vice nor Intel is mentioned directly in the videos, both companies benefit from the subtle re-branding they grant one another: Intel’s presence legitimizes Vice’s somewhat controversial reputation, and Vice lends some of their hipster credibility to the project’s considerably geekier partner.

What I as the social media marketing director at Pamiris took from the Creators Project was the idea that it’s possible to advertise an unsexy product (ie. integrated time and attendance systems, &c.) by allowing the cool people who choose to use it have the spotlight. Thus, our client profile video project was born.

I wanted the videos themselves to be a win-win online marketing set-up for both Pamiris, and whichever clients we chose to work with. My goal was to spread awareness of Pamiris’ services through exposure of our valued clients and their businesses. Pamiris, smaller in size and influence than both Vice Magazine and Intel, can’t afford to have its corporate identity entirely removed from the video series. But I hope that by focusing less on our specific services and more on the companies these services empower, the client video spotlight project engages potential clients more personally than our brochures or company website.

In Part II of the Client Spotlight Video Series post set, I’ll be discussing the process through which videographer Jared Birt, Pamiris CEO Alyssa Agee, and I planned, shot, and produced one of our first short films with Portland-based nonprofit Second Stories.

While you wait anxiously for part II of this post (coming on Monday), I encourage you to head over to the Webby Awards website and vote for The Creator’s Project (under Branded Content). As I mention above, the project is inspiring both as a showcase of modern artists and as a model of engagement for businesses looking to promote themselves by highlighting their value in their clients’ day-to-day business lives.

Interested in finding out how you can be one of our valued customers? Go to Pamiris.com to find out more about our outsourced payroll/HR/timetracking services and get in touch for a quote.

With this bill on the Senate floor, there’s no better time than the present to brush up on your understanding of employer/independent contractor relationships. We’ve put together a brief SlideCast that covers the basics of independent contractor relationships and filing 1099 forms.

Was this SlideCast helpful to you? If so, we hope you’ll pass it on. If not, please leave a comment letting us know how we can provide more helpful and relevant information about payroll and HR.

1. Include the position title. Be sure to mention if there are levels to the position (i.e. Senior, Vice-President, Trainee, Entry-Level, Intern, &c.). This establishes more accurate expectations for potential employees as far as anticipated skill level, and aids your organization in categorizing your new hire properly by wage and hour standards like those outlined in the Fair Labor Standards Act.

2. List the pay range. Most importantly, is this position salaried or hourly? This will often effect the status of the employee (exempt or non-exempt). Compliance with federal and state wage law is required under the Equal Pay Act, so be sure to use it as a point of reference when deciding on the pay range for your new hire.

3. Mention whether the position is exempt or non-exempt status. Non-exempt employees receive overtime pay, while exempt employees do not. To decide whether an employee is exempt or not, your organization must evaluate how much an employee is paid, how they are paid (hourly or salaried) and what type of work they do. The Department of Labor website provides a thorough list of exemption guidelines in their “Handy Reference Guide to the Fair Labor Standards Act.”

4. Outline specific duties and responsibilities for the position. This is the section to be particularly thorough with. It’s often a good idea to sit down with current supervisors and/or employees and get input from them on what the job will require. Separate duties by those which will be essential job functions and make up the primary percentage of the position, those that are nonessential or occasional functions, and the skills necessary for completing these duties.

5. Specify the required training and experience for eligible applicants. These can include years in a certain industry or position, education and technological skills.

Job descriptions should extend beyond the life of the job posting. When written thoughtfully, they become a tool for performance evaluations and should be kept up-to-date and relevant. When a position changes, as they so often do in today’s business environment, be sure those alterations are reflected in the job description. In extreme cases, well written, frequently updated job descriptions protect employers in the event of a lawsuit as well. This document is a vital tool when disciplinary measures must be taken or a termination is being considered. It can be referenced when written reprimands, employee improvement plans or Notices of Termination are drafted.

A carefully written job description is beneficial to both the employer and the potential employee. Forcing yourself to think about the specifics of a position can provide you with a more clear idea about exactly how you want your new employee to function within the company, as well as what attributes the person will need to succeed in your organization. Be sure to take your time in this crucial part of the hiring process!

Additional Reading:

• Lilly Ledbetter Fair Pay Act of 2009
• Oregon Wage and Hour Division
• U.S. Small Business Association Guide to Writing Effective Job Descriptions
• Publication 15-A: Employer’s Supplemental Tax Guide

Pay your interns. Companies are able to choose interns from a large, enthusiastic pool of students, graduates, and young professionals trying out a new career. But interns are not free labor, and confusing the two can mean legal trouble for your business. If your company is benefiting from the work your interns are producing, your interns should be receiving a paycheck according to these U.S. Department of Labor criteria. By agreeing to pay interns, you’re putting additional pressure on them to prove their worth, and these days so few young people have the luxury of accepting an unpaid internship, regardless of how great the opportunity is.

Teach your interns. Give interns a quick lesson in your company architecture and objectives. Providing this education to them at the beginning of the internship provides them with a greater understanding of how your company functions, what their place is in the company, and how their work contributes to the business. You’re going to receive completed work that is more aligned to your specific business needs if your interns know exactly what they need to do to get the job done.

Have specific projects for your interns. Even the most self-starting intern is going to be frustrated with the task of having to invent their own productive workday schedule. Lacking the business foresight of a veteran employee, when left to their own devices interns may unintentionally gravitate towards work that is unnecessary. Prevent this by having specific, well-defined tasks laid out for your interns to do. Once they’ve knocked a few of these projects out of the park, you can slowly begin to introduce work that requires a higher level of independent thinking.

Include your interns. Keeping interns secluded or treating them like second-class citizens within your company hurts everyone. Being in the dark about basic business functions or unaware of the key conversations going on in your company will inhibit the depth of their insights and likely detract from the relevance of their projects. When your interns speak up at meetings, be receptive to their ideas. They’re approaching the opportunity as a learning experience, and living up to their expectations in that regard will keep them motivated to live up to yours. Additionally, having a fully-integrated intern gives you a valuable opportunity to learn about how your company is perceived by viewing it through an intelligent, fresh pair of young eyes.

Be flexible. Giving your interns some flexibility is important, especially if you’re hiring students. Unless the internship is an explicitly intensive, full-time gig, the chance that your intern is working a second job, or taking classes on the side are pretty high. Be open to the idea of partial telecommuting or only coming into the office for special meetings, and be understanding when faced with scheduling conflicts or the rare double-booking.

Give feedback, get feedback. Strong, silent type employers can be confusing and frustrating to interns. Providing regular, targeted feedback allows interns to adjust their performance and will result in better, more valuable work. Inversely, be sure your door is always open for interns with inquiries or suggestions about their experience interning with your company.

What golden rules do you follow when employing interns? What benefits, if any, did employing interns have on your company? Answer these questions, or submit other intern-related thoughts and experiences in the comments.

Additional Reading:

• The Unpaid Intern, Legal or Not — piece from the New York Times
• 15 Best Practices for Internship Programs from National Association of Colleges and Employer’s (NACE)

I-9s are NOT required for unpaid volunteers or contractors, but employers may still be penalized if they contract work to a contractor that employs unauthorized workers.

I-9 Form

I-9s are broken into 3 sections:

• Employee Information and Verification – filled out by all new employees hired after November 6, 1986. Asks a new employee to fill out basic information (name, address, D.O.B, &c). New employees do not have to provide their SSN unless they’re using the USCIS Electronic Employment Eligibility Verification Perogram (E-Verify). For more information on E-Verify, click here.
• Employer Review and Verification – employees are required to present employer with either ONE document that establishes both identity and employment authorization (such as a U.S. Passport or a Permanent Resident Card) or both a document that establishes identity and a document that establishes employment authorization (state drivers license AND social security card, or school ID card with photo AND U.S. Citizen ID card, for example). The employer records the details of these documents and signs the I-9, verifying that they are legitimate. Page 5 of the I-9 form lists all acceptable forms of identification.
• Updating and Verification – employers fill this section out if
  • employee changes their name
  • employee is rehired within three years of initial hire date
  • employee’s work authorization is approaching expiration

Employers are required to pair the I-9 with the form instructions – and with good reason. The instructions offer specific information that’s helpful to employers and their new hires alike.

Penalties

Employers can incur penalties for the following Form I-9 related offenses:

• Improperly kept I-9s (ex. found with personal information, not readily accessible, &c.) – fine up to $110 per missing document, and $1,100 per form – and that’s even if the employee is authorized to work in the US.
• Hiring an unauthorized worker – fine from $250 – $5,500 per worker and possible 1 year bar from federal government contracts (example?)
• Knowingly committing or participating in document fraud – first offense fine from $375 – $3, 200 per document, subsequent offense fine from $3,200 – $6,500 per document

Additional unfair immigration-related employment penalties may result from requesting more documentation than is required on the I-9, so be careful not to accidentally incur a penalty attempting to be thorough.

Additional Resources

• U.S. Citizenship and Immigration Services Website - When in doubt, go straight to the source. The USCIS website is full of helpful information for employers (most notably this PDF ‘Handbook for Employers: Instructions for Completing Form I-9‘). Simply search ‘I-9′ from their homepage to access a list of resources offered through their website.
• Intuit’s Form I-9 Tip Sheet – Another handy PDF with fast facts, checklists, and – especially handy – I-9 do’s and don’ts

Reminder

“All content provided on this blog is for informational purposes only, it is not to be used as legal advice…“ Click here to read the rest of our blog disclaimer.

Meet Chief, the Pamiris PDX office dog.

The inside of our Portland headquarters, located right off the corner of 21st and Irving, looks exactly like you’d expect a young, local office to look. Bikes line the atrium, next to a coffee table covered with Pamiris Payroll brochures and swag. Offices constructed out of wood and glass offer the perfect balance of privacy and sociability. Jars of Sterling Coffee Roasters coffee beans sit, almost empty, next to a well-used espresso machine. But the first thing most people notice is Chief, the Pamiris office dog. Chief is a 1-year-old lab/mastiff mix, certainly not a lapdog. And while the Pamiris team appreciates his enthusiasm and charm, we also accept that not everyone is going to adore Chief like we do. How does a business maintain a professional work environment without compromising a love for their dog? Here are some of our standards:

• Take care of any outstanding behavioral problems before moving your dog into your office. Ask friends and family for candid feedback on your dog’s behavior. Identify any problems and make sure they’re taken care of before your pet sets foot in the workplace.
• Keep your dog clean. Don’t give clients or prospective employees any reason to dislike your dog before they even see it. Maintain a regular cleaning regimen to avoid unpleasant smells.
• Inform first-time office visitors that you have an office dog. If they’re aware of the excited greeting they’ll receive upon entering, they’re less likely to be put off by it. Additionally, mentioning the presence of a pet upfront allows clients with allergies to suggest an alternate meeting place.
• Designate a dog-free meeting room for clients who may be allergic. For some, the inability to buddy up with your pup isn’t dictated by personal preference, but by health restrictions. Be sure these clients have a place to conduct business with you where they won’t be distracted by itchy eyes or a more serious allergic reaction.
• Make sure your dog gets some exercise before arriving in the office. A dog with too much energy bounding through a small office is a perfect recipe for toppled monitors and shredded reports. Take your dog for a quick walk or run around the block before the two of you head to work. The morning activity will mellow out your pooch and the fresh air will clear your head allowing you to work more productively.
• Take responsibility for your pet. Every now and again accidents happen. Even the best owners have to clean up after mystery stomach flus or quiet a fit of sporadic barking. Always apologize promptly and sincerely for any misbehavior. If applicable, couple your apologies with a plan of action. Show the affected person or people that their concerns are important to you, and that you’re taking steps to fix the problem.

Awareness is the key to a peaceful workplace, with or without an office pooch. Remain sensitive to the needs and preferences of your clients and employees. They’ll appreciate your considerateness, and your dog will appreciate the extra positive attention.

Does your office have a pet policy? An office dog? What tips do you have for maintaining a productive, worry-free atmosphere? Leave them in the comments. The writer of the most interesting tip will receive a package of McTavish gingerbread cookies embellished with the Pamiris logo. Trust us - they’re really good.

If your desk is starting to look like this, it may be time to outsource your payroll to an online service provider.

Whether you’ve just made your first hire, or your company headquarters is already packed with productive employees, you can enjoy the increased time, money, and peace of mind knowing that your payroll is in competent hands. Outsourcing payrollallows you to focus on the key functions of your business, and leave tedious details in the hands of a professional. Unsure how to go about outsourcing your payroll to an appropriate provider? Keep reading.Step 1: Define your business objectives. Discuss the following questions with your executive team, and be very precise with your answers.

• What processes are you considering turning over to an outsourced payroll service provider?
  Bad answer: “We want to outsource our payroll process.”
  Good answer: “We want to outsource our payroll process, including payroll-related tax calculations, withholdings and deposits, to an online-based provider who offers electronic reports, mobile payroll services, and direct deposit payment options.”
• What do you hope to achieve by outsourcing these processes?
  Bad answer example: “We hope to see an overall increase in productivity.”
  Good answer example: “We hope that by eliminating payroll as a technical concern, that our office administration team will have more time to commit to crucial projects X, Y, and Z.” or “by outsourcing payroll our HR personnel will have the ability to focus on X,Y,Z”
• What results are you expecting from outsourcing these processes?
  Bad answer example: “Easy pay periods.”
  Good answer: “As a small company with an uncomplicated payroll, we expect to spend a maximum of 2 hours per pay period double-checking our information before handing the process over to our payroll service provider. At that point, we expect to be removed from the equation beyond the occasional phone call.”Remember: if you skip this step and enter into an agreement without fixed expectations, there’s a good chance both you and the company you’ve hired will become frustrated with the business relationship.

Step 5: Pick a winner. You’ve done your homework, met with providers, and weighed the merits of each. You’re ready to make an informed decision. Choosing an outsourced payroll service provider should be the beginning of the end to accounting-related headaches and tedious work-arounds. It’s time to enjoy your freedom, and focus on what you do best- running your business.

This article is inspired numerous Quora questions concerning the “best” payroll provder for their company. We hope that this was helpful in addressing the misconception that there is one “best” outsourced payroll provider for any company. Was this article helpful in addressing these concerns? Is there other information you’d like to see addressed in future blog posts? Let us know in the comments.