QUALITY CONTROL

A key administrative division in our company is the Quality Control Division. In actual fact, our company operates on an organizational system that divides up any business into 7 different Divisions. A previous blog article has gone through, in a summary form, what each of those divisions are. In future articles I will detail each of those areas more closely and how they apply and can be used in any health care practice. In any case, as stated above, one of those divisions is the Quality Control Division. Any business, whether a health care office, a restaurant, a car dealership, IBM, etc. must have a Quality Control area of the company that inspects the products that are coming out and determine whether the products meet the quality standard expected and, if not, see that both the product and the product producer are properly corrected. This is a routine activity in our company.

I recently asked one of our quality control staff to summarize a recent client completion and thought I'd pass along this summary report to give any reader any idea of what we do with our clients. I hope you enjoy it.

SUMMARY REPORT ON A RECENT CLIENT COMPLETION
Prior to coming to us, this client was aware of problem areas but he wasn’t confident that he had recognized the actual source of the trouble. The solutions he tried to implement were not resulting in the changes he wanted. He was overloaded with administrative duties, scheduling was inefficient and he was not monitoring his expenses closely which was creating financial problems.

After carefully examining and evaluating information about the practice, his consultant created a step-by-step plan tailored for him. One of the first areas addressed was his recall program. The consultant recognized that there was a “gold mine” that had not been tapped due to inefficiency and staff problems. A recall program was established which yielded results right away.

The second problem that was confronted was the doctor’s lack of case presentation skills. With more patients beginning to come in, it became vital for him to develop skills that would allow him to deliver all the treatment they needed. The consultant had the doctor do a specialized training program which teaches effective treatment plan presentation After working with the consultant for three months the practice’s gross income rose from an average of $50,000 per month to an average of $80,000 per month, with no increase in the amount of time worked.

While these situations were being handled, the doctor had his office manager take part in management training at Silkin. Since the doctor had been overloaded with administrative duties when he originally came to us, the increase in business would have created more work without a trained Office Manager. With training, the Office Manager was able to take over the day-today management of the practice. She implemented job descriptions for each position, got office policies in use, managed staff and ensured the scheduling was done correctly and efficiently. This reduced stress in the practice and greatly facilitated the doctor.

All of this client’s staff members have participated in Silkin training seminars and now perform as a cohesive, efficient team. The statistics of the practice remain in a higher range and the growth pattern has continued. He now spends less time in the practice and enjoys working without the stress he once had.

Based upon quality control interviews with the client and his staff we verified that he is a very, very happy client for the following reasons:

a) his office is now well organized and efficient;

b) he has a well trained Office Manager in place that handles the day to day administrative duties;

c) he is working significantly less hours;

d) has much less stress; and e) his personal income has greatly increased.

We welcome any comments. You can do so by clicking on the "comments" link below.

Larry Silver
President, Silkin Management Group


Silkin Management Group About Us Page
Visit our Facebook Page
Silkin Management Group Press Room
Solutions Magazine

The Baucus Healthcare Plan: What Small-Business Owners Need to Know

Every day I get in my email inbox something called the “NFIB Smartbrief”. NFIB is the acronym for National Federation of Independent Businesses. This is the organization that champions small businesses throughout the U.S. and in every single state through extensive lobbying efforts. It is an organization totally dedicated to helping the small business owner.  The NFIB Smartbrief contains links to timely articles concerning any important and relevant news that effect small businesses.  It is a great way to stay on top of news that can effect us all as small business owners.

The clients of Silkin Management Group are all small business owners, and it is therefore important to me to stay abreast of the news about the issues that are most relevant to our clients.  As I’m sure any reader knows, the healthcare legislation that is changing daily while winding its way through Congress will significantly effect small businesses. And, as Silkin clients are both small businesses and health care providers, anything having to do with this legislation is important to stay on top of. Today, while reading the Smartbrief, I found a very good article summarizing the latest potential effects that the legislation, in its existing form, will have on small business. I therefore thought it would be of benefit to our readers to provide that article, published on line by U.S. News and World Reports and written by Mathew Bandyk.  The article is reproduced below or you can link to it by clicking here: The Baucus Healthcare Plan.

I hope this article helps you see the latest that is going on with the healthcare legislation.  Comments on this are welcomed by clicking on the comments link at the end of this blog.

Larry Silver
President, Silkin Management Group

Silkin Management Group About Us Page
Visit our Facebook Page
Silkin Management Group Press Room
Solutions Magazine

The Baucus Healthcare Plan: What Small-Business Owners Need to Know

What business owners should look out for as healthcare reform moves ahead

By Matthew Bandyk

In the battle to pass some form of healthcare reform, small business is a major player.  Earlier this year, Congress proposed reform bills that would put in place heavy fines on businesses that fail to provide healthcare for their employees, with the exception of those that have just a few employees. Small-business political associations in Washington quickly denounced these provisions as too burdensome for too many businesses. Now, what's on the table for healthcare reform has changed. In early September, the SenateFinance Committee put forth a new healthcare bill that removes those penalties on businesses. Instead, it offers carrots to employers that provide healthcare, while keeping a few sticks. The bill, associated with its main sponsor, Democratic Sen. Max Baucus of Montana, seeks to expand insurance coverage through the creation of nonprofit insurance exchanges at the state level. These exchanges, under recent amendments Baucus accepted, will be open to small businesses with up to 100 employees.

Although the Senate is currently debating numerous amendments to the bill, many of the most relevant pieces that apply to small business don't seem to be points of contention. One thing is for sure: Many elements of the bill will have a profound impact on how employers seek out and pay for insurance for their employees.  4 Conundrums That Impede HealthcareReform.

Here are, from the perspective of small-business owners, some of the most important pieces of the current plan to reform healthcare.

Tax credits.

The new carrots in the bill are in the form of tax credits for employers that provide their employees health insurance. But not every employer can cash in on these incentives. Only businesses with 25 or fewer employees would qualify. However, about 92 percent of small businesses with employees fall into this category, according to the SBA. There's one further qualification: The average wage of all of the business's employees must be no greater than $40,000. Most business owners will want to pay attention to how much these credits could save them, and when. In 2011 and 2012, the bill would allow employers to deduct from their taxes an amount equal to the dollar amount the employer contributes for each employee's coverage, multiplied by a certain percentage. This percentage would be based on the amount of the employee's total premium contributed by the employer, or the average premium in the employer's state.

Starting in 2013, the state insurance exchanges kick in, and the credit applies only to businesses that purchase insurance through those exchanges. So would these write-offs revolutionize the way small businesses provide employee healthcare? Bill Rys, tax counsel for the National Federation of Independent Businesses, says expectations shouldn't be too high. The size and length of the credit—just four years—aren't high enough for businesses that are strapped for cash to suddenly consider buying healthcare. But the credit could make a difference for business owners "on the cusp"—those unsure if they can afford employee coverage. "It does provide some immediate cost relief," he says. The relief is especially large for the smallest businesses.

Businesses with fewer than 10 employees and less than $20,000 in average wages get to keep the tax credit in full. For larger businesses, it begins to phase out starting in 2013.  But there are also some potential problems. If a business owner starts paying employees more and the average wage surpasses the $40,000 mark, the business could no longer be eligible for the credit. That wage requirement could make employers reluctant to give out raises. Rys says that this is a real concern, but he's not too worried. There isn't much incentive for employers to keep average wages down for the same reason that the tax credits won't have small businesses rushing out to buy health insurance. The length of the credits is just too short. "The concern would be greater if the credit were longer, but the credit is for only two years before the exchange starts," Rys says.

Tax penalties.

Although no employer will be automatically punished for not providing coverage, there are still some fines in the bill that apply to firms with 50 or more employees—only 4 percent of all businesses that hire. But for businesses included in that 4 percent, the tax penalties can be hefty. That's because the bill provides subsidies for individuals and families who make up to 300 percent of the federal poverty level to help them buy insurance through the state health exchanges. Employers that don't provide coverage will have to pay a tax penalty for each employee who receives these subsidies. This has been dubbed the "free rider" provision because it is intended to deter employers from "free riding" off the new health insurance exchanges. The penalty is either the average cost of subsidies that year multiplied by the number of employees receiving subsidies or $400 per employee—whichever number is lower. But business owners won't be told what they owe. They'll have to crunch the numbers themselves to determine if they owe the full amount or the minimum, says Judith Solomon, senior fellow at the Center on Budget and Policy Priorities. There are many administrative burdens that could come with this provision. For example, a business owner would have to keep track of which employees qualify for subsidies, if they suddenly become qualified, or if they drop out of the exchange altogether. Some business that want to avoid the penalty can expect disputes with the tax man—it will be up to them to inform the IRS that some former  employees who received health insurance subsidies were laid off or no longer work there, says Solomon.

Another complicating factor of the "free rider" provision for employers is that it might make them think twice about whom they hire. "It does distort the hiring decisions in the direction of employers who don't need coverage," says Solomon. A business owner might be inclined to look for potential employees who already get health insurance through their spouse, for example, in order to avoid dealing with the tax penalty. Choosing to hire or not hire someone on that basis could land a business owner in legal trouble.

Insurance taxes.

One of the most controversial aspects of the Baucus bill is that, if passed, it would be partially funded by an excise tax on health insurance companies. In 2013, a 35 percent tax would kick in on insurance policies in which premiums are above $8,000 for single people and above $21,000 for families. It might not seem as if a tax on insurance companies would have much to do with small businesses, especially considering that few small businesses have the type of gold-plated, "Cadillac" health insurance plans to which the tax applies. But Keith Ashmus, the chair of the National Small Business Association, says these taxes could be passed down to all employer health insurance plans—not just the gold-plated ones—in the form of higher premiums. "The tax will be part of the entire cost structure of the insurer," he says. "[So] the trigger will be a high-cost plan by company Y, but the impact will be felt by everyone." The good news is that as the Senate has negotiated aspects of the bill this week, Baucus appears to be willing to ease the impact of the excise tax—but not eliminate it.

Some Ideas on Finding Good Staff

Our research staff does hundreds of interviews every week with practice owners all over the country. This research helps us know the areas of interest of doctors who read or will read this our on-line journal, Solutions Magazine.

One of the highest areas of interest, is "How do I find GOOD staff?" Here are some tips regarding one specific area of finding staff.

We have seen great success with temp agencies and private job placement agencies. There are several reasons why working with these types of companies can be advantageous: a) the cost of promoting, screening, interviewing is borne by the agency, b) the time needed to promote, screen, interview, hire, etc., is primarily taken up by the agency and not your office, and c) most agencies usually have a guarantee of some sort of the person working out and recourse if the person does not work out.

Below are some suggestions on how to best work with these types of companies.

1. Meet with the representative of the placement agency that is most local to your office. Invite them to visit your office to get a feel for the office and the kind of culture that you have specific to your office. Let the representative know about the qualifications of the employee that you are looking for. Be as specific as you can. Show them the job description of the position you are trying to fill so they have a good understanding of what type of person you need. Make the requirements as clear as possible - for example if you are looking for a receptionist, you need someone with excellent communication skills. As this representative is going to go to work for you to find the best candidate for your office, get her/him the best information you can on what you need and want.

2. Discuss with the representative the fees and benefits involved in hiring an employee through them. Most companies offer a 90-day program that has a variety of benefits. The employee works in your office but remains an employee of the temp agency or placement agency. During this trial period, an hourly fee is paid to the company that is just slightly greater than what you would normally pay a direct hire. The benefit to you is that you are not paying the taxes, fees and accounting normally associated with hiring and paying an employee. You are also not covering health insurance. For most employers, this option works out quite well. During this trial period, you have a resource for addressing performance concerns with the agency and determining if the person will work out.

3. Ask to interview the prospects that they send you prior to hiring them. Take the time to interview them just like you would a direct hire. The most obvious benefit to you at this time is that the prospect has already been screened by the agency and is qualified to work in your office. All you have to do is decide if this is the kind of person you want to work with in your office.

Be willing to interview several prospects before selecting the right one for your practice. Just because they are qualified does not mean that they will fit well with your team. Your greatest enemy at this point is any desperation you may feel to get someone hired right away. Remember that hiring the wrong person for your office can become a bigger problem and waste more time and money for you and your staff than taking a little more time to find the right fit. We have a variety of testing procedures that we use with our clients to help in this final evaluation process.
Silkin Management Group has been in business for over 25 years, delivering practice management consulting and training to over 4000 health care offices throughout the United States and Canada. For further information on Silkin visit our website at the Silkin Management Group Home Page.

I invite you to share any thoughts through our Discussion Forum at the Silkin Facebook Page BY CLICKING HERE.

Larry Silver
President, Silkin

Silkin Management Group Home Page
Visit our Facebook Page
Silkin Management Group Press Room
Solutions Magazine

ARE YOU A LEADER AT YOUR PRACTICE?

If you're having difficulty getting plans executed, then the information below may be helpful.

It is very important for the owner of a practice to maintain excellent communication with his/her staff and to provide active and visible leadership. Following are some key points for the executive:

Communication of Goals:

Determine what the purpose (Mission Statement) of your practice is and communicate it to your staff. Let them know what the goals for the office are and keep them informed of the projects you intend to implement to achieve those goals. The better informed your staff is and the greater understanding they have of such matters, the more likely they will be working in mutual motion with you.

Communication Tools:

There are some very basic communications devices to implement in the practice. These tools can be kept in place by your Office Manager, but must be reinforced by you as the senior executive. Some of these tools are: written requests or proposals (as opposed to verbal requests), written office communications, written policies and use of an effective communication relay system.

It is important that written communications are responded to swiftly. When people do not hear back on their communications within a reasonable period of time, they become less willing to communicate and as a result, the business can have more problems on its hands.

Staff Meetings:

It is also vital that staff meetings are held minimally once per month, but ideally once per week. This is one of the most valuable opportunities available to you for educating staff, setting goals and targets and handling problem areas that can be addressed by the staff as a whole. The communication lines within the business will strengthen considerably too.

The Owner and his Office Manager should continually strive to establish strong coordination and leadership for the staff. Any problems or disagreements between the Owner and Office Manager should always be sorted out OUTSIDE of the staff meeting and should never be addressed in the presence of any staff.

Staff meetings run most effectively if the Owner and Office Manager meet prior to the staff meeting to plan and coordinate those matters to be addressed with the staff. This should include items such as production goals for the office, coordination needed between staff members concerning patients or other matters, education on office policy or technical matters, etc.

Setting Goals and Targets:

When targeting your weekly and monthly quotas, it is advisable to plan ahead prior to your staff meeting and really confront how much production you did the week/month prior and how much can realistically be produced within the upcoming week/month (bearing in mind that you should target toward expansion). Really take a look at what CAN be done, then go over it together and with the rest of your staff at the staff meeting.

Each week you should bring relevant production graphs to the meeting and keep the staff informed as to how the group is doing in approaching the goals.

Group Member Responsibility:

The more each staff member takes responsibility for the office as a whole, the better your office will do. It is very helpful to have each staff person come to the staff meeting prepared to contribute. This is something to be backed by the Owner so that the staff realizes the importance and complies with the Office Manager's orders. The goal of the executive should be to encourage and show the staff how to become more and more responsible and able to contribute to the creativity, growth and expansion of the practice.

Policy:

To create stability for the practice and to keep the lines straight, it is very important that you continue to implement written policies. There should be written policy to govern all activities in the practice.

When you write a policy, place the original in a binder marked "Policies." The Office Manager would then distribute a copy to each relevant staff person, indicating to the staff that they are to read the policy and route a note to the Office Manager reporting that they had done so. Their copy of the policy would be placed in their "job description" manuals, under General Staff Section.

The Office Manager can be very helpful in policy development, but she needs to know exactly what your policies are. She can write the policies and submit them to you for final approval. She can and should suggest to you areas in which policy is needed. Staff should also be encouraged to propose policy via the Office Manager.

Silkin Management Group has been in business for over 25 years, delivering practice management consulting and training to over 4000 health care offices throughout the United States and Canada. For further information on Silkin visit our website at: Silkin Management Group Home Page.

I invite you to share any thoughts through our Discussion Forum at the Silkin Facebook Page BY CLICKING HERE.

Larry Silver
President, Silkin

Silkin Management Group Home Page
Visit our Facebook Page
Silkin Management Group Press Room
Solutions Magazine

ECONOMIC WOES LEAD TO EMPLOYMENT DISHONESTY

I received the following article from one of our attorneys that I thought was very informative and something that would be useful for anyone who runs a small business, which would certainly include health care practices. Some months ago I posted an article on our blog concerning steps to take to protect against employee embezzlement, and I thought that this article would add useful information to that subject. I hope you enjoy it.

As usual, I invite you to share any thoughts through our Discussion Forum at the Silkin Facebook Page BY CLICKING HERE.

Larry Silver
President, Silkin

Silkin Management Group Home Page
Visit our Facebook Page
Silkin Management Group Press Room
Solutions Magazine

ECONOMIC WOES LEAD TO EMPLOYMENT DISHONESTY

False Sense of Security

Employee dishonesty can take many forms. No one seems to be exempt, and tough economic times only make matters worse. Although embezzlement can happen at all levels, we have encountered a number of situations in small to medium sized companies where employees were trusted and often thought of as family. When embezzlement is discovered, there is not only the reality of economic loss, but a real feeling of betrayal. After discovery, your oppositions may be limited. The key is to establish and diligently adhere to a system of checks and balances, to minimize opportunities.

Establish Procedures

The first step is to meet with your certified public accountant, or attorney, to establish the correct procedure for your business. This alone can be difficult, because in many instances your loved and trusted bookkeeper will feel like he or she isn’t trusted. Although the feeling is understandable, you can explain that it is something that must be done because (a) it is the correct business practice; and (b) it will confirm the great job your bookkeeper is currently doing. Furthermore, should your bookkeeper become ill or otherwise unable to perform his or her duties, the procedures will already be in place for the replacement. Don’t get talked out of this step, or you could be talking to us, or someone like us, under more strenuous circumstances.

Follow Your Procedures

Establishing procedures won’t help you unless you are willing to follow the established guidelines. It takes a little effort, but nothing equivalent to the forensic work associated with discovering and determining the amount of embezzlement. Where there is embezzlement, seldom is it limited to one method of stealing. Don’t stop looking after you’ve discovered one source of theft. It is like peeling an onion. In one of our cases, the CPA said he was aware of fifty ways to embezzle money, and forty-eight had been employed.

Remedies

How you react when you discover your loss may have a significant impact on the extent of your recovery. Your emotions will run from anger, to embarrassment, how will you recover your loss. Although our advice is sought with regards to each of the above, our primary focus is usually on how to recover your money.

Acting fast is a proven key. As the victim you have a great deal of leverage. The fear of prosecution is a great motivator. Your initial reaction is to call the police and “throw away the key.” While this knee jerk reaction is understandable, it is seldom a motivation for repayment. Although criminal prosecutions can result in “civil compromises,” these are frequently less rewarding than can otherwise be accomplished.

Strike fast and tie up assets. Locate property and collect what you can. If there is a spouse or significant other, don’t overlook their involvement. If significant amounts were stolen, there is a good likelihood they were at suspicious of what was going on.

Call your insurance carrier. If you don’t have employee dishonesty coverage, get it. Make sure your limits are reasonable. You would be amazed at how much can go missing. We have been involved in cases for small to medium companies where the amounts exceeded $1,000,000.

The banks and credit card companies may be a source of recovery. Under the right circumstances, there can be liability for forgery, negligence and credit card fraud. Third party sources of recovery should not be overlooked, as the embezzlers may not have been a good steward of your money. Insurance claims and claims against banks and credit card companies normally require you to prosecute, but by the time you get to this stage, you normally have little to lose.

If you do not have a procedure of checks and balances, contact your professional today.

Written by:
Bitts & Hahs, Attorneys at Law
4949 SW Meadows Rd., Suite 260
Lake Oswego, OR 97035
503-228-5626
http://www.bittner-hahs.com

MORE KEY MARKETING ACTIONS

Silkin Management Group has helped accomplish significant growth for thousands of practices using marketing procedures that really work based upon results. As a follow up to our June 26 blog, here is another list of key marketing actions for a health care practice.

Our tailor made marketing programs include some of the basic techniques mentioned in these tips, but also include the "how to's" of each tip with template examples of most ideas presented. Our consultants develop surveys and questionnaires that health care practitioners all over the country have used to drive more new patients into their practices – and keep them coming back. As the number of patients increase, Silkin continues to provide management and organizational consulting that supports stable growth. This is accomplished by offering specialized administrative training for doctors and their staffs, job descriptions, office policies, organizational charts and much, much more.

Key Marketing Actions:

1. Research your market.
2. Create surveys for existing patients/clients.
3. Create surveys for potential new patients/clients.
4. Conduct surveys with both publics.
5. Tabulate survey results.
6. Categorize internal versus external marketing efforts.
7. Create a promotional calendar.
8. Reactivate past clients.
9. Prospect for new clients.
10. Create a referral campaign.
11. Begin new resident contact campaign.
12. Create/refine letters and promotional items for the practice (welcome letter, thank you letter, educational material, financial information, reactivation letter, etc.)
13. Address the appearance of the practice.
14. Upgrade practice signage.
15. Hold an open house for the practice.
16. Utilize web-based marketing and contact management.
17. Upgrade logo on business cards, letterhead, web site, etc.
18. Use newsletters for existing patients, referral resources and potential new patients/clients.
19. Create a practice brochure to educate, outline expectations and improve patient/client interaction.

I invite you to share any thoughts through our Discussion Forum at the Silkin Facebook Page BY CLICKING HERE.

Larry Silver
President, Silkin

Silkin Management Group Home Page
Visit our Facebook Page
Silkin Management Group Press Room
Solutions Magazine

A Helpful Resource for Employee Legal Questions

As an employer and a manager, it is very important that you understand the importance and value of keeping up to date on the ever -changing laws and rules concerning dealing with employees.

In fact just today, the Supreme Court came out with a very, very important ruling concerning Title VII of the Civil Rights Act which covers anti-discrimination in dealing with employee interactions such as hiring, firing, sexual harassment, etc. You can read about this ruling in the following New York Times article: Supreme Court Finds Bias Against White Firefighters

As an example of this issue, some time ago my company was presented with a concern of an employee that wanted to take maternity leave from work as afforded to her by the Federal Medical Leave Act. Having some familiarity with the act, we were about to point out to her that the FMLA only applied to those companies with 50 employees or more. As our company, at that time, employed only 40 employees, we thought that we were exempt from this rule. With good foresight, though, we told her that we would check out the rules and get back to her the next day. We were very glad that we did this.

The Federal Medical Leave Act does indeed apply to employers with 50 or more employees. (For further information on the FMLA visit http://www.dol.gov/compliance/laws/comp-fmla.htm.) Had we just left the matter at that, and not looked into it further we could have made a grave error had we not granted the proper leave which would have created an unfortunate problem for my company and our employee. What we discovered was that our state also has a medical leave act that had very specific requirements of a company our size that we were required to comply with. Had we not taken the time to really look into the issue and not just work from one source we could have made a costly mistake.

As mentioned above, it is very important for any employer to stay up to date on the relevant laws, rules and regulations concerning dealing with employees. What is important to note is that each state has different laws in addition to the various Federal laws and regulations. Therefore it is vital for you to have a resource to investigate what your state’s parameters are. We therefore did some further research and can now give anyone reading this blog the exact website that you can go to find your states labor department. From reading through the site you can find the relevant laws and rules that will apply to a variety of employee situations and decisions you often make, similar to the example I gave above.

Below you will find, listed by state all of the sites in one easy to use location.

Alabama: http://dir.alabama.gov/
Alaska: http://www.labor.state.ak.us/
Arizona: http://www.ica.state.az.us/
Arkansas: http://www.arkansas.gov/labor/
California: http://www.labor.ca.gov
Colorado: http://www.coworkforce.com/
Connecticut: http://www.ctdol.state.ct.us/
Delaware: http://www.delawareworks.com/
District of Columbia: http://does.ci.washington.dc.us/does/site/default.asp
Florida: http://www.floridajobs.org/
Georgia: http://www.dol.state.ga.us/
Hawaii: http://hawaii.gov/labor
Idaho: http://labor.idaho.gov/dnn/Default.aspx?alias=labor.idaho.gov/dnn/idl
Illinois: http://www.state.il.us/agency/idol/
Indiana: http://www.in.gov/dol/
Iowa: http://www.iowaworkforce.org/labor/
Kansas: http://www.dol.ks.gov/index.html
Kentucky: http://labor.ky.gov/
Louisiana: http://www.ldol.state.la.us/
Maine: http://www.state.me.us/labor/
Maryland: http://www.dllr.state.md.us/
Massachusetts: http://www.mass.gov/?pageID=elwdagencylanding&L=4&L0=Home&L1=Government&L2=Departments+and+Divisions+(EOLWD)&L3=Department+of+Labor&sid=Elwd
Michigan: http://www.michigan.gov/dleg
Minnesota: http://www.dli.mn.gov/main.asp
Mississippi: http://www.mdes.ms.gov/wps/portal#null
Missouri: http://www.dolir.mo.gov/
Montana: http://dli.mt.gov/
Nebraska: http://www.dol.state.ne.us/
Nevada: http://www.laborcommissioner.com/
New Hampshire: http://www.labor.state.nh.us/
New Jersey: http://lwd.dol.state.nj.us/labor/index.shtml
New Mexico: http://www.dws.state.nm.us/
New York: http://www.labor.state.ny.us/
North Carolina: http://www.nclabor.com/
North Dakota: http://www.nd.gov/labor/
Ohio: http://ohio.gov/working/
Oklahoma: http://www.ok.gov/odol/
Oregon: http://www.boli.state.or.us/
Pennsylvania: http://www.dli.state.pa.us/
Rhode Island: http://www.dlt.ri.gov/
South Carolina: http://www.llr.state.sc.us/
South Dakota: http://dol.sd.gov/
Tennessee: http://www.state.tn.us/labor-wfd/
Texas: http://www.twc.state.tx.us/
Utah: http://laborcommission.utah.gov/
Vermont: http://www.labor.vermont.gov/
Virginia: http://www.doli.virginia.gov/
Washington: http://www.lni.wa.gov/
West Virginia: http://www.wvlabor.org/home.html
Wisconsin: http://www.dwd.state.wi.us/
Wyoming: http://wydoe.state.wy.us/



I hope you find your state’s web site just as valuable and informative as we have with our state. As always, if you have a specific concern with a legal problem, or if you have a specific legal question, always consult a licensed and board certified attorney in your state.


Larry Silver
President, Silkin Management Group

Silkin Management Group Home Page
Visit our Facebook Page
Silkin Management Group Press Room
Solutions Magazine