What Is Exempt Property And What IS IT POSSIBLE TO Keep USING THE Federal Exemptions?

Poznanovic v. Maki, 296 N.W. Exempt property is not touched by the courtroom in chapter 7. State and federal laws provide a set of all property that may be kept through exemption during your bankruptcy proceeding. In a Chapter 7 personal bankruptcy, all property that is not exempted will be liquidated in order to pay off creditors, so it is in your best interest to learn what can be kept through exemption. In Minnesota, a person must choose whether to use the Condition or Government exemptions. This can be a complicated decision and clients should consult closely with their lawyer before filing a bankruptcy petition. The list below includes both Federal (marked with an (f) and State exemptions. Obviously, the decision of whether to use State or Federal exemptions will have a large impact on the property you can keep.

We had a whole well balanced scorecard that included efficiency, professionalism and quality/accuracy metrics, and the chief metric for professionalism and reliability was attendance. This included on-time log-in/log-out for change, well-timed return from lunch time and break, and full absences. Agents were allowed a moving 90-day “balance” of three points total. Any greater than that was a proactive approach for his or her supervisor, starting with a documented dialogue during their regular monthly scorecard.

Both financial and non-monetary rewards were matched with attendance. For perfect attendance, attendance that “met” the prospective, and “most improved” attendance on each supervisor team. If the total amount continued to go up or didn’t decrease over another thirty days, a performance improvement plan (PIP) originated. If, during the PIP term of 3 months, an agent was tardy or absent for anything apart from the best FMLA instance, the agent could be terminated.

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Supervisors were also made in charge of delivering these discussions and PIPs regularly through a measurement (% complete) on their monthly scorecard. The reporting was developed by me because of this, and monitored it from implementation to finish. We suffered a 20 per cent reduction in overall absenteeism in a six-month time frame without increasing our attrition. This plan was matched with both non-monetary and monetary rewards for perfect attendance, attendance that “met” the target, and “most improved” attendance on each supervisor team.

Read this post for advice on developing a contact centre scorecard. I do agree, however, that some plan flexibility is warranted in a call centre. Within the limits of business need, agencies could choose the 10-hour time frame during which these were available, and they could demand a visible change to that time body forget about often than every half a year.

We re-scheduled every two weeks, and agents had approximately ten days’ warning of their forthcoming schedule. Shift swaps or ‘giveaways’ were allowed between any two associates with like skills, as long as no overtime was incurred by the agent taking on the change. Swaps could be carried out with a minimum of two business times’ notice. Within an emergency, one business day was allowed. That helps a whole great deal! In reducing many problems in one particular call centre we posted all agent stats that had exceeded threshold levels next to the exit door of the decision centre and in any break room areas.