By Lisa Arnold
Apr 1, 2021
The world is becoming paperless at an exponential rate, and the recent push towards remote work has made it necessary to have a thorough understanding of storing documents electronically.
Despite this push for change, many workplaces still have questions before they go fully paperless, primarily revolving around the legality of keeping certain types of documents in the cloud. Others may be worried about potential security risks posed by data breaches or tampering.
However, as the world of e-storage has expanded, so has the legal framework around how to safely and securely manage electronic documents (for example, electronic I-9s were recently recognized as acceptable in the U.S.). A few basic security measures can also increase the security of documents more than maintaining physical copies.
In this post, we’ll discuss the benefits of e-storage, as well as some best practices you can take to ensure your methods remain compliant, secure, and accurate.
Note that the following recommendations may not be applicable outside of the United States. This article is not meant to replace professional legal counsel or industry-specific research.
Why e-storage?
If you’re looking to increase mobility in the age of remote work, e-storage is the way to go. The freedom of not being tied to hard copies, a printer, or fax machine are all huge advantages for employees working from home, and can also improve workflow efficiency. Imagine getting paperwork out of the way before a new hire’s first day without an additional trip to the office.
Easy access to files through e-storage means less wasted time waiting for delivery, searching for physical files, or trying to figure out the right filing method. Instead, a quick search term allows employees to access whatever they need in seconds, while attempting to file hard copies is now replaced with a simple upload and quick click to share electronically.
Finally, e-storage can actually increase your security when the right methods are implemented (we’ll discuss those later). Misfiling or losing digital documents is far less likely than losing their physical counterparts, and frequent backups by tools like Kin prevent corruption or data loss.
Legality
Under the ESIGN Act and UETA, no document can be denied enforceability or legal effect due to its electronic form. This means any document you choose to store online or convert into an e-format still has the same power as a physical copy. (Some documents require a physical signature, but are still valid when converted to an electronic copy.
Compliance & Security
There are certain legal obligations that must be met when storing documents electronically.
The first step in compliance is ensuring a quick paper conversion (usually within 1 day) from the first two to three years of creation. After the first two years, the retrieval period may take up to a few days, but must always fall within a reasonable timeframe. Access (i.e., download and print capability) should be available upon request by the party responsible for storing the documentation.
Online access is also a common requirement in many jurisdictions in addition to the ability to convert to a paper copy, and any modifications must be documented (including the number of backups, copies, downloads, etc.). Be prepared to trace a document’s ‘e-paper trail’ if needed. Thankfully, with Kin, this is included on all documents stored within our system.
One of the most critical aspects of storing documents electronically is implementing security measures to prevent tampering, damage, or hacks. Unlike physical copies, electronic documents can potentially be accessed by anyone in the world. Making sure your records are safe and secure is key to preventing legal headaches further down the road.
Creating as many layers of security as possible around your electronic or online storage center does the trick. These layers may include implementing two-factor authentication, setting a strong password that you change on a schedule, (and use a password manager to store), checking your share settings, and encrypting files before uploading them (most tools that do document storage do this for you automatically).
If necessary, you may need to research third party tools that can assist in locking down your files and keeping unwelcome hackers away from sensitive information. Make sure all employees who will be handling these documents are familiar with your security measures, as well. If you would like to speak more on this, reach out to us now.
Sometimes, despite our best efforts, events outside of our control can cause damage to storage methods. Ensuring disaster recovery methods are in place to prevent permanent loss of records is a key best practice for e-storage.
Keep disaster copies written to some sort of external harddrive that is stored in a separate geographic location than your main computers. If you are dealing with highly complex materials, employing a disaster recovery service may be worth your time and money, as well.
Finally, documents must be retained for a certain amount of time, which varies by industry
Industries that deal with litigious, sensitive, or regulatory materials will likely require a longer retention period (think healthcare or financial records). Different regulatory bodies have different requirements, so ensure you’re up-to-date with what your specific industry requires.
Have other questions about storing digital documents? Shoot us a message now and we’ll be happy to discuss them.
By Melissa Benzo
Mar 25, 2021
We’ve made a big improvement to how you update data in Kin in sections like Locations, Job Descriptions, Work Groups, Custom Data Types, and Tools.
First, when adding or editing these items, a side panel appears instead of navigating to a whole new page.
Second, you’ll see that you can make choices right from the cards in Work Groups, Custom Data Types, and Tools like editing or deleting the item.
Second, you’ll see that you can make choices right from the cards in Work Groups, Custom Data Types, and Tools like editing or deleting the item.
To offer a glimpse into how the sausage gets made, here’s Kin’s Product Lead/Front End Engineer, Anthony Bruno, with more:
“Introducing a side panel into Kin accomplishes a few things:
First and foremost, it makes adding and editing items quick and easy, without losing context since you’ll never navigate away from the main page.
Second, it removes bulk from Kin’s user experience. This may not seem like a big deal, but in the end creates a more efficient user experience overall!
We also took a convention we introduced with Employee Performance Review Templates and changed the card layout in Work Groups, Custom Data Types, and Tools.
In the name of efficiency, you can now choose a few actions right from the page, like editing an item or deleting it. This eliminates the need to click into the item to make changes.”
Check out some of these new conventions in your Kin account today!
By Lisa Arnold
Mar 23, 2021
Creating a great onboarding experience for an employee is crucial to their long-term success at your company. From the interview process, to the first day, to the first three months, there are factors in each step that help your new colleague determine how long they’d like to stay, how committed they are to the work and how much of a cultural fit they’ll be as they become comfortable with the team. That’s a big reason why we created People by Wagepoint.
Before People by Wagepoint, whenever we would hire our own team members, we would create a personalized one-page website, called Starting Point, to welcome them onto the team and deliver information prior to their first day. It contained email addresses, phone numbers, short bios of our team members, links to the tools we used most frequently and other facts, such as a great place to get some lunch in the neighborhood.
The goal? Get new hires feeling like they’re part of the team before they were actually, well, part of the team. That way on the first day, they felt like they were already in it all along. They knew names, they knew the tools they’d be introduced to, and of course, they knew where to grab a great bite come noon.
Little things like this led to big results. In fact, we have some of the longest tenures in our industry, with many people that we’ve hired as we’ve grown still being at People by Wagepoint. The folks that have left still stay in touch for the most part. We even work with a few of them as they’ve gone on to create their own companies.
These types of great relationships amongst the team don’t happen overnight. They start well, they’re nurtured throughout the time people spend at People by Wagepoint, and then, they’re often expressed in the software we create.
Here are a few examples of the way our tool has evolved to create a better employee onboarding experience – both at People by Wagepoint and in your organization, too.
Create a personalized onboarding page to welcome new hires
Just like Starting Point, People by Wagepoint has the ability to create a quick and easy onboarding page that gives new hires the exact information they need to succeed and be comfortable on their first day. It includes a quick welcome note, tasks they need to accomplish before and on the first day, an overview of the tools they will be using, a quick look at the teammates they’ll be working most closely with, and the ability to ask any questions they may have directly on the page to their HR Manager.
In our welcome note, we typically give a brief outline of what their first week will look like, helping them ease any fears that may come with not knowing what’s next. Overall, this sets the tone of transparency throughout the organization because the employee knows exactly what is expected of them over the next few days.
Make paperwork the easiest part of getting hired
The feeling of coming in on the first day to a pile of benefit forms, direct deposit forms, handbooks, policies and more doesn’t make for a great first impression. With People by Wagepoint, you can send these forms out ahead of time so the new employee can have them completed prior to the first day and be ready to roll when they get there.
Everything through People by Wagepoint’s HRIS is digital. You can add as many forms, booklets, handbooks and policies as you’d like. The new hire and the HR manager can sign and fill out forms right within our tool. We also have areas where you can collect information like emergency contacts, addresses, frequent flyer numbers and more to create a profile that has all employee data in one place. The employee can also edit this at any time, keeping everything up to date.
We typically send these out at least one week in advance. This gives new hires plenty of time to get everything set. When they start on the first day, after we’ve made sure their technology works and they can access the tools they need, we do a quick run through of the paperwork. There, we make sure there are no questions, sign off on what we need to on our end and turn them loose on their next onboarding task.
Behind the scenes, our people operations director, Dee, begins filing the paperwork and getting them all set. It’s important to us that they immediately are paid on the pay cycle we’re on, so getting the direct deposit and tax paperwork set needs to happen fast.
Make requesting PTO easy-peasy
One of our most “sticky” features about People by Wagepoint is its PTO tool. Our team doesn’t email their manager to request time off, nor is it a Slack conversation. The entire workflow happens in People by Wagepoint.
An employee can easily request time off with just a few clicks and it goes directly to their manager. Their manager can approve or deny the request right within their email, or go into the tool if they’d like to see more information.
Paid time off is crucial to a good working relationship with any employee at any stage of their tenure. By showing new hires how easy we’ve made it to request the time, we’re removing any trepidation they may have about approaching their manager for the time they need down the line. Just a few clicks, and you’re done!
Setting expectations upfront
After a few weeks of getting settled into the role, we work with our new hire to give them some concrete objectives that they can actively work towards. These objectives are loaded into People by Wagepoint as part of People by Wagepoint’s employee feedback tool. Employees can update them regularly with what they’ve accomplished toward the objective so far.
This part of the tool keeps the “eye on the prize,” so to say. It allows for our employees to know their main focuses, and to continuously work towards them while informing their managers of how they’re doing. It by no means removes the need for manager-employee conversations to be regularly taking place, but it does provide a great location for team members to keep track of their progress, and a good outline for those conversations.
By Lisa Arnold
Mar 13, 2021
Empowering employees to perform well while also providing constructive (and sometimes critical) feedback can be a difficult balance, even for the most experienced managers. But when it’s done well, it’s the key to unlocking not only great performance, but even better relationships between you and your team.
At Kin, we’re big on feedback. So much so, we built a tool to help make it easier to give and receive. It’s vital to our team to have the feedback they need to be successful. So everything that we find that works, we document.
Here are just a few things we’ve implemented:
Don’t let a scheduled review be the first time they hear your feedback
The first time an employee receives feedback from you shouldn’t be during their annual review. Feedback, informal or formal, should be happening on a regular basis. In fact, some of the most successful businesses swear by mini-feedback sessions happening weekly, if not daily.
Keep surprises at a minimum and ensure that employees have multiple chances throughout the year to make improvements or be recognized for performing well. This will make annual or quarterly reviews easier and more impactful for the employee being reviewed.
Start with a written review, then move to a face-to-face conversation
Begin your assessment with a written document that briefly outlines the main points you want to cover in your in-person conversation. This gives your employee time to review your points and avoid being caught off-guard when it’s time to sit down together. And, of course, it allows the conversation to be more productive overall since both sides know what will be discussed.
Ensure you make the in-person conversation a priority. Carve out time for it, close your computer, and give your employee your full attention. Show them that their growth and place in the company is important to you. Finally, be clear about next steps and what you expect going forward.
This approach is the best for creating room to discuss, process, and respond while also demonstrating your investment in the employee as a professional.
Evaluate and provide feedback on behaviors and their results, not traits
Traits are too subjective to be examined in a thorough performance evaluation. ‘Motivated’ is a weak descriptor with no solid evidence. On the other hand, ‘finished X number of projects X weeks ahead of schedule’ provides an example of a behavior that produced positive results and provides the employee with proof of your investment in the review.
The same is true of negative behaviors: while you may not be able to objectively prove an employee is unmotivated, you can point to missed deadlines, frequent tardiness, or poor customer satisfaction reviews.
Make the outcome of the assessment clear
What will the result of this performance assessment be, a raise? A promotion? Or just a pat on the back?
Communicate to the employee whether this review is for coaching purposes, potential advancement in the company, or evaluating with the purpose of a raise. Setting clear expectations prevents confusion and allows employees to focus on the matter at hand (their performance) instead of the vague question of a potential raise. Document each step of an assessment if it’s for the purpose of a raise or promotion, and provide follow-up notes and additional check-ins if it’s for professional development.
Reviews aren’t the end to something, they’re the beginning of even better performance. By handing over an key-action follow-up, you’re helping the employee navigate their way through the company and their own career.
Be honest. Be kind.
It’s not just the nice thing to do. It can also make a difference later on down the line. Continually giving employees positive reviews despite poor performance might make termination procedures difficult and could even lead to a lawsuit. Plus, it doesn’t allow the employee to do better or progress in their career. In fact, it stunts it.
Be honest, even when it’s uncomfortable, and always try to point the employee toward practical steps for improvement.
Still unsure of how to get the most out your employee reviews? Reach out to us. We’ll be happy to share ideas and resources that can ensure a smooth employee assessment process.
By The Kin Team
Feb 20, 2021
Say goodbye to pen and paper and hello to efficiency with Kin’s eSignatures feature. Employees can use electronic signatures to sign documents directly inside of Kin – saving time and trees. No more downloading, scanning, and re-uploading!
Completing new hire paperwork or allowing existing employees to sign-off on a policy change is dramatically faster with eSignatures. Simply upload the paperwork, drag-and-drop fields where employees need to fill out information, then send it off to them in a few clicks. They’ll complete it electronically and send it back to you for review and final sign-off.
Getting started with eSignatures
eSignatures has a very similar workflow to how Kin’s existing Files feature works. You’ll upload a file to share with employees and they’ll be notified to complete it. Once they sign the file their HR Manager will be notified to verify its completion. You’re still able to upload files the “old-fashioned” way too, if you have a file that doesn’t need to be signed.
An electronic signatures is legally binding
Signing a document using eSignatures in Kin is legally binding and complies with the requirements of the U.S. Electronic Signature in Global and National Commerce Act of 2000 (ESIGN), the Uniform Electronic Transactions Act (UETA), and the European Union eIDAS (EU No.910/2014) regarding electronic signatures and transmissions. Each signed document includes an appended audit trail that tracks and timestamps various information (IP address, signer information) from the moment the document is submitted for signature through its completion. Check out more details on the legality of eSignatures here.
By Lisa Arnold
Feb 16, 2021
Peer reviews can be notoriously difficult to get right, often walking the line between pointed feedback and thinly disguised aggression. In some workplaces, even using the word ‘peer review’ makes employees shiver. Alas, peer reviews have the opportunity to be so much more!
A well-constructed peer review system can provide better insight into the strengths and weaknesses of employees and even reveal hidden talent in the ranks. Proper feedback also contributes to the professional growth of employees over time, allowing room for self-evaluation and development.
So how can you build a peer review process that provides all of the benefits with none of the drawbacks? Here are four ways to build an effective peer review process that will benefit your team and give you better insight into the health of your company.
Set the tone before you start
Before you release a peer review template or begin the process, it’s critical to set criteria for the expected level of professionalism to prevent overly-negative feedback. Encourage honesty, but avoid making employees feel that any part of the review is an opportunity to ‘vent’ or further an agenda.
Keep it professional and constructive. One way to guide the review is to build questions into your assessment that limit the amount of writing the reviewer has to do, reducing the possibility of misunderstandings or overly-blunt statements that could hurt more than help.
Consider making it anonymous
Although anonymity may feel like a risky move, it provides the best opportunity for real, honest feedback. The reviewer will feel able to speak freely without the fear of negative consequences or retaliation.
Anonymity can also come with drawbacks though. In an unhealthy workplace culture, reviewers may use it as a weapon to tear down other employees or gain political power. Be aware of your work environment when reviewing peer assessments and examine each one with a critical eye.
The benefits of clear and honest feedback often outweighs the potentially unhelpful critiques of anonymous reviewers.
Of course, as managers, our job is to mitigate this risk. Check the reviews before they go out, and if you find something that doesn’t seem right, talk to the reviewer one-on-one first before providing it to the reviewee. There may be an issue brewing that you weren’t aware of, and this is the perfect opportunity to uncover and correct it.
As a manager, any feedback that gets back to your employee should be something that you deem constructive, important and relevant. It’s important to review what they receive and ensure it is all three.
Don’t tie rewards to reviews
Peer assessments are a helpful tool for giving managers perspective on how their employees operate. However, the nature of a peer review allows for a certain level of subjectivity, which makes it inappropriate to tie positive peer review feedback to workplace rewards.
If employees feel that rewards are a result of reviews they receive from their peers, they may focus more on politicking in the workplace than their day-to-day tasks. On the other hand, employees may also try to sabotage other employees’ potential bonuses or rewards with overly negative reviews.
A final negative when rewards are tied to peer views is the loss of importance the actual feedback carries when overshadowed by a reward. Employees may focus on the reward (or lack of) and lose sight of the value the assessment carries.
Remember, reviews should be to better employee performance, and rewards such as bonuses, salary increases and more are to reward employees for a job well done.
Keep it empowering
Assessments like peer reviews can feel scary. As humans, we’re trained to focus on the negative. Before you start the process, make it clear: this is a review meant to not only improve the company, but the individual, as well. You, as the manager, are on their side and you’re their coach through it all, so let them know that.
Seek to make employees feel engaged and empowered throughout the process by utilizing a template that allows for positive comments/assessments and recognizing ways the employee embodies company values.
Peer reviews can cause unnecessary stress or tension, so reassure your employees that these assessments exist to build a better team overall. Think of it like a regular doctor’s visit: although there may be nothing wrong, it never hurts to have a regular check-up to keep the body healthy and functioning.
If you’re still struggling to put together a process you feel is a good fit for your workplace, reach out. We’d be happy to talk to you about it and share different processes and ideas that could work for you.