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INVESTING IN YOUR FUTURE
Looking back, I can say with certainty that my participation in FAPEO and NAPEO have been highlights of my experience in the industry.
BY ABRAM FINKELSTEIN
May 2026
MEET CONGRESSMAN RICHARD NEAL: A Q&A WITH THE HOUSE WAYS & MEANS RANKING MEMBER
Congressman Richard Neal (D-MA) has served Massachusetts in the U.S. House of Representatives since 1988. He has served most of that time as a member of the Ways & Means Committee and served as committee chairman from 2019 until 2023. He currently serves as the committee’s ranking member. He spoke with NAPEO Vice President of …
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May 2026
THE VALUE CREATION PROCESS: DRIVING SUPERIOR ECONOMICS IN THE PEO INDUSTRY
At its core, value creation in the PEO model is about maximizing the lifetime economic value of each client relationship while maintaining discipline at the point of entry and throughout the lifecycle.
BY MATT CLAUS
May 2026
CONSISTENCY BUILDS TRUST BEFORE THE CONVERSATION BEGINS
AI systems pull signals from across sources, looking for patterns that reinforce credibility and relevance. When it comes to your business, consistency across channels is what ties those signals together.
BY AMANDA ORTEGA
May 2026
HOW AI IS CHANGING SEARCH: WHAT IT MEANS FOR PEO MARKETING
To remain visible in this new environment, many organizations are focusing on a newer discipline called answer engine optimization (AEO).
BY DEAN MOOTHART
May 2026
ENTERPRISE AI ADOPTION: A THREE PILLAR APPROACH TO ROLLOUT, RESPONSIBILITY AND CULTURE
Avoid the temptation to roll out AI organization-wide immediately. The best strategy involves launching controlled pilots with small, enthusiastic teams—your "early adopters."
BY HANK JOHNSON
May 2026
HOW TO INTRODUCE AI TO YOUR PEO WITHOUT KILLING TRUST
One of the fastest ways to destroy trust is ambiguity around headcount. If your teams suspect that assistive intelligence is a precursor to layoffs, adoption will stall. Productivity gains will be hidden rather than shared.
BY ISH BAID
May 2026
TRUMP CHILD SAVINGS ACCOUNTS: A NEW BENEFIT OFFERING FOR PEOS?
If employer contributions or pre-tax salary deferrals to Trump Accounts becomes a common benefit offering, PEOs are well-positioned to offer it to small businesses who otherwise do not have the bandwidth to administer it.
BY MICHAEL HADLEY, ESQ.
May 2026
SUPPORTING CLIENT GROWTH ACROSS BORDERS: A GUIDE FOR PEOS
When your clients decide to expand into new markets, the excitement of growth often collides with a harsh reality: every jurisdiction brings its own maze of employment laws, tax codes, and regulatory requirements.
BY MIRANDA ZOLOT
May 2026
THE DUAL HR MODEL: BUILDING STRONG PARTNERSHIPS BETWEEN PEOS AND CLIENT HR LEADERS
For HR professionals working within a PEO, building strong partnerships with client-side HR professionals is essential. When the relationship works well, the client benefits from expanded expertise and resources.
BY STACY JENSEN, SPHR
May 2026
NAPEO PAC: SUPPORTING THE INDUSTRY’S FUTURE
I encourage you to consider deepening your engagement—whether by attending future advocacy events or contributing to NAPEO PAC.
BY BILL MANESS
May 2026
REGULATING THE FUTURE: CHANNELING AI FOR GOOD
The United States still lacks a comprehensive AI statute and a national privacy law that would address AI privacy concerns. Instead, agencies and organizations must rely on and adapt existing frameworks to AI use cases.
BY STEPHEN CALVERT, ESQ.
May 2026
DATA PRIVACY AND THE PEO ROLE: MANAGING RISK IN A CHANGING COMPLIANCE LANDSCAPE
Across the United States, state privacy laws are rapidly expanding, while federal regulators are increasing enforcement around data handling, discrimination and employee rights.
BY KRISTEN FRADIANI
May 2026
THE FIDUCIARY PARADOX: WHY MANUAL BENEFITS ADMINISTRATION IS A HIDDEN LIABILITY
In today's regulatory environment, we can't treat administrative hygiene as just another operational metric. Manual data entry isn't just a bottleneck anymore. It is a direct fiduciary and legal liability.
BY MICHAEL ANTCZAK
May 2026
THE CHATGPT PLAINTIFF IS BECOMING A PEO PROBLEM
The practical consequences for employers are significant: inflated settlement demands, warped litigation budgets, and cases that simply don’t resolve the way they used to.
BY JOHN POLSON, ESQ.
May 2026
RECENT EEOC DEVELOPMENTS: TELEWORK ACCOMMODATION GUIDANCE AND HARASSMENT GUIDANCE RESCISSION
With respect to telework accommodations, PEOs should review existing remote work arrangements that they granted as disability accommodations and assess whether those arrangements remain necessary and appropriate.
BY GORDON M. BERGER, ESQ.
May 2026
WAS LOPER BRIGHT A PAPER TIGER?
Loper Bright cannot be understood in a vacuum. The Supreme Court’s prohibition on lower court national injunctions in the Casa case reduces litigation stakes for agencies and potential rewards for private litigants which could embolden an agency to regulate aggressively.
BY KERIM FIDEL, ESQ.
May 2026
CROSS-FUNCTIONAL LEADERSHIP AS A STRATEGIC LEVER IN THE PEO MODEL
When leaders understand how their work connects, they build tighter processes. They ask better questions early. And they reduce the chance that small oversights become costly compliance issues.
BY KRISTEN FRADIANI
April 2026
DISRUPTING WITH DISCIPLINE: WHAT I WISH I KNEW BEFORE I BECAME A CEO
You can’t scale a company on hustle and instinct alone. Be honest with yourself about what you don’t know, then hire for it.
BY CHRIS MYERS
April 2026
CRISIS-PROOF LEADERSHIP: HOW PEO EXECUTIVES CAN PREPARE FOR THE UNEXPECTED
In a business as complex and exposed as a PEO, our response to news—any news—determines whether an issue becomes manageable or becomes a crisis. Crisis-proof leadership starts with emotional discipline.
BY CHASE HEYWOOD
April 2026
WHEN THE BANK FAILS: HARD-EARNED RISK LESSONS FOR PEOS AFTER CACHET AND SIGNATURE
Innovation is not redundancy. Scale is not redundancy. Reputation is not redundancy. If payroll flows through one rail, that rail is your business.
BY JOHN MASON-SMITH
April 2026
CROSS FUNCTIONAL LEADERSHIP IN PEOS: DEVELOPING CHANGE MANAGEMENT SKILLS THAT WORK
Developing cross-functional change leaders starts with building five practical skills. These are not theoretical concepts. They are daily practices that separate high-performing PEO leaders from the rest.
BY KATELIN DOYLE
April 2026
THE SCALABILITY PARADOX: WHY ADDING CLIENTS SHOULDN’T MEAN ADDING HEADCOUNT
Sustainable scalability requires a different mindset. PEO executives must move away from overseeing data entry and toward building automated, reliable data pipelines.
BY MICHAEL ANTCZAK
April 2026
THE LEADERSHIP GAP NO ONE IS TALKING ABOUT: WHY PEOS ARE UNIQUELY POSITIONED TO CLOSE IT
PEOs have the infrastructure to deliver leadership development at scale across dozens or hundreds of client companies simultaneously.
BY MAK CHOWDHURY
April 2026
