56 | Classification Guidebook © 2024 Seyfarth Shaw LLP | www.seyfarth.com o What seem to be the nights that your customers are most interested in having appointments? On the days that you have to be out of the door by 5:00, what do you do differently that you may not do if you don’t feel any time pressure? Offer suggestions on how to reduce this time. Describe changes you will make to expectations that might require after-hours work. Explain that you will help manage all of this by adding, among other things, efficiency and other time-optimizing skillsets into on-the-job learning and feedback. Ask the employee to really pay attention to what is eating up time and to ask for help when things seem to take too long. Assure the employee that you will be working with him/her to make this work and that it will be a learning process for everyone. Answer questions about pay status (e.g., hourly, salaried with overtime, commissioned, etc.) and the calculation of overtime pay for hours worked over 40 in a week. Note: If employee is in California, this is a good time to discuss daily overtime, meal, and rest break requirements, as well as any other state/local law requirements that otherwise might impact the employee’s role. Summarize the meeting Get confirmation that the employee understands these points: o Overtime must have prior approval of the manager o Hours cannot be worked “off the clock” o An understanding of legitimate requests for overtime o Emphasize that you want the employee to be successful and not have to work so many hours that make the job and personal life feel out of balance
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