Frostburg Fit Case Study Summary

776 Words2 Pages

Overview
Frostburg Fit is struggling with an HR strategy, organizational system(s), and retention. Laura Finley, the Office Coordinator, holds responsibilities outside her immediate role such as recruitment, conducting background/reference checks, onboarding, coordinating employee benefits, and finances. With the recent expansion in staff and increase in turnover, Laura is found operating in a Human Resources role without previous experience. Recently, Michelle Cartwright, newest chair of the HR committee and board, has been providing guidance to Laura along with current management team, Tracy Curtis (Director of Finance and Membership Services), and Gail Wolfe (Executive Director). However, there is no immediate Human Resources department …show more content…

By 2007, they increased their visibility by reaching other local communities. Frostburg Fit is profitable by staying affordable in the Frostburg Falls community and covering expenses through 20% membership increase to other communities. To maintain, the organization will need a strategic plan to retain, develop, and …show more content…

Once returning from the workshop, she confronted Michelle that Frostburg Fit might be in violation of The Fair Labor Standards Act. The Fair Labor Standard Act (FLSA) is intended to protect workers against certain unfair pay practices or work regulations. The FLSA is one of the most important laws for employers to understand since it sets out a wide array of regulations for dealing with employees. Under the FLSA, it established minimum wage, overtime pay, recordkeeping, and youth employment standards affecting employees in the private sector and in federal, state, and local governments. It also introduced the 40-hour work week, as well as overtime pay. Employees whose jobs are governed by the FLSA are either "exempt" or "nonexempt." Nonexempt employees are entitled to overtime pay. Exempt employees are not. Laura brought to Michelle’s attention that nonexempt employees, including herself, have been working over 40 hours. Due to the turnover, Frostburg Fit has been understaffed. Employees are not keeping track of the work done outside the facility. Thus, unpaid overtime hours could lead to claims. Frostburg Fit needs to determine areas in need of headcount. Once determined, those positions must be filled in a timely manner to decrease employees working outside their normal work hours. In case employees do need additional time, they must seek approval. Frostburg Fit will need to draft an

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