AUTHOR: // CATEGORY: Uncategorized

    I mean really, can you blame them?

    Little white lies about cellphone service and Wi-Fi are acceptable to half (49%) of US employees to avoid workplace interruptions while on vacation, according to the 2019 Vacation Confidence survey released by Allianz Global Assistance.

    “Email creep,” (no, not that strange new guy sitting next to you) when work obligations encroach on personal time, affects two thirds (65%) of workers who feel the need to check-in with the office while on vacation.

    Crappy WiFi to the rescue

    Hence, blaming limited phone service or crappy Wi-Fi has become the excuse du jour for employees this summer.

    Most likely to use the excuse are:

    • Millennials (59%)
    • Gen X’ers (49%)
    • Boomers (32%).

    While men and women are equally honest (or dishonest), with no difference between the sexes at 49% each, those earning more than $50,000 a year are significantly more likely (53%) to use the excuse compared to those earning less than $50,000 (39%).

    Who is the most likely person to pull the “I’m cutting out” excuse? A white (53%), college-educated (50%) Millennial (59%) who is married (53%) with children (53%) and working full time (50%) for an annual salary more than $50,000 (53%) in the Northeast (53%). (Insert photo here)

    1 in 4 like ‘working vacations’

    A quarter of all working Americans (24%), make a point not
    to go on vacation in places where poor cell reception or Wi-Fi access could
    disrupt their connection to the office.

    Millennials (74%) are the most likely to check email while on vacation, but the rate is also high for Gen X’ers (58%) and Boomers (63%), with the most common reason: it makes catching up on work easier when returning to the office (34%).

    A work/life balance issue

    Despite the pressures to stay “online” and
    connected to the office while on vacation, the majority of working Americans
    (54%) would choose to work even more while away if it meant they were able to
    take more vacations throughout the year.

    Millennials were more likely (64%) to opt for more vacations
    with more checking in at work scenario. Boomers were more likely (54%) to
    prefer fewer vacations if it means they could be unplugged from the office.

    “Most working Americans feel pressured to spend their
    vacations attached to their work email, when they may just need a few days to
    unplug. Consequently, half of U.S. workers are willing to lie about lack of
    connectivity to set them free from work obligations,” said Daniel Durazo,
    director of marketing and communications at Allianz Global Assistance USA.

    The post Half of US workers would lie about cell reception/WiFi to avoid working on vacation appeared first on HR Morning.

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    AUTHOR: // CATEGORY: employee engagement, employee experience, employee training, Management>Talent Management, retention, Retention & Turnover, Talent Management, Uncategorized

    Providing employees with a strong Employee Experience is
    more than a great company picnic and premium benefits.

    Employee Experience, or EX, is about employees feeling like
    there are strong contributors to the success of the company. They are
    productive and efficient because the employer treats them like a customer,
    providing them with the tools and training they need to do the job, and absorbing
    them into a positive company culture.

    It starts when a candidate applies for a job with your company and ends when they leave the job, whether it’s to relocate or retire. Every step of the process — timely follow-up after the job application is submitted, how quickly IT issues get resolved on the job, how benefits are added over time to reflect the needs of the current workforce – that’s all EX.

    EX holds more value for workers than the frequency of raises or the 401(k) match because it affects the daily journey of contributing to company success, resolving problems, growing skillsets and helping the company improve.

    Think about where you are

    Modern companies want the employee to take a more holistic
    approach to their work.

    For a better EX, companies now take a holistic approach to how they partner with their employees.

    How? Involve them in problem solving and decision making
    based on who has the freshest perspective, instead of who has a title. Start
    dissolving the silos where departments focus only on their area of
    responsibility, and leadership is disconnected from the day-to-day realities of
    the company’s operations.

    Employees want to be treated like customers. Meet their needs, value their input and let them help you grow the company.

    This short checklist covers some of the key areas of EX. Ask
    yourself, are your employees:

    • Getting quality communication? In good times and
      when there’s a tough spot to get through, employees want to hear appropriate
      details honestly and from the top. They want to know how things are. How can
      they pitch in to make things better again after something goes wrong?
    • Supported with the right technology? Talented
      workers want to keep moving forward with their tasks and be efficient. IT
      problems happen, but if employees feel like their software or infrastructure is
      too old and too slow to do the job, it frustrates them. You don’t want to send
      the message that the work being done is not valuable enough to invest in better
      systems.  The IT department should be as
      invested in EX as the human resource team is.
    • Understanding every benefit? From health care
      choices to helping them save money in retirement or health savings accounts, keep
      them educated on all the great things your company invests in to help their
      life go better. Regular communication through brown-baggers, helpful yet brief
      emails, table tents in the breakroom or any other frequent and digestible way
      to relay how the company is trying to help them improves EX. Little-used
      benefits you thought would be more popular, like gym membership reimbursement
      or tele-medicine, could use more promoting, or get replaced with what workers
      really want. Just ask them!

    Employee experience goals         

    When companies provide a great employee experience,
    employees spend their time on things that matter to them. They don’t waste time
    doing tasks they don’t want to do or waste time on slow software systems.

    Work is done better and faster in companies with great EX.
    Here’s why:

    • The EX is carefully planned and optimized to
      provide a great experience just like how the customer experience is used for
      marketing purposes.
    • Technology is sophisticated enough to automate
      mundane tasks and reduce some of the complexity of more detailed processes. For
      example, candidates don’t have to upload every function of their resume to your
      ATS, they system can pull it from LinkedIn with one click.
    • Innovation is part of the company culture.
      Employees’ creative ideas flourish and they feel empowered to collaborate with
      others and implement them to push the company forward.

    Where to start with EX

    HR experts like Josh Bersin, writing on EX for digitalHRtech recommends these
    starting points:

    • Think like an employee. Actually follow them around, survey them, sit with them in workshops. This is how you find out what bugs them at work and hear all the little stories about what makes things difficult for them to do the job they way that want to do it.
    • Look at the moments that matter in a job. How does your company handle onboarding? What about job changes? Relocations or transfers? If these steps are difficult, not only do they take more time than they should, they stick in an employee’s mind. If someone starts working for you and it takes two weeks to get their computer set up correctly, that impression sticks for a long time. It’s also the first story the next new-hire in the same department will hear. That’s not good.
    • Co-create. Every solution to improve EX should have employees involved. Their experiences have determined what processes are broken and what needs to happen to make work easier. Employees are the authority on what the EX is like in the company, and they know where all the rough spots are.
    • Simplify. Every business has processes that are too complicated, and they don’t have to be. How seamless is your T&E reimbursement process? Does it take days for employees to wade through paperwork? Is it electronic or on paper forms? Does it take a week for managers to approve expenses? If so, it’s clearly not simple enough – or everyone isn’t on board with treating employees with the same efficiency as the company treats its customers.
    • Segment. Every employee experience can’t be fixed at once, so choose starting points and map the journey. For example, work to improve HR practices and IT needs first. When those are simplified and more employee friendly, move on to the next things that are clogging up the EX. Maybe that’s rewards and recognition, or training processes.

    How EX improves the business

    Improving employee experience starts when the company begins
    to focus on it because they are involved in the improvement. They see how
    serious the company is about making a better place to work and thrive.

    From the business end, when obstacles are removed and processes
    simplified, the company reaps rewards. In a 2017 survey of companies ranked for
    EX, the top 25% produced 51% more revenue from new products and services in the
    past two years. The bottom 25% produced 24% more revenue.

    Jacob Morgan wrote in Harvard Business Review of his research
    on how companies invest in employee engagement and how other companies focus on
    EX. He found companies that invest effectively in improving EX have employees
    that do better work, do a better job of serving customers, grow faster, pay
    better, increase (at least double) revenue and are on average four times more profitable.

    Think of your current EX as a pill flavor. Would

    The post Improving employee experience makes for a better company: Here’s how appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Uncategorized

    With so many employers focused on how the legalization of medical and/or recreational marijuana might affect them, it’s understandable that companies may be less adept at dealing with worker drug and alcohol use.

    But the truth is, mishandling these situations can get you in as much legal trouble as not complying with your state’s marijuana laws.

    Real-world scenarios

    Here are some common situations involving employee drug and alcohol use you may encounter, and guidance on how to handle them:

    1. An employee wants an ADA accommodation or FMLA leave for a drug or alcohol addiction.

    A series of DOL opinion letters addressed this issue, and it was determined that under certain circumstances, addiction can be considered a serious health condition under the FMLA.

    Addicts are eligible for FMLA leave if they’re currently seeking treatment from a healthcare provider.

    It’s important to note that FMLA leave can’t be used due to absences caused by substance use. So if an employee relapses and is absent because of that, they’re no longer FMLA-protected.

    As for the ADA, an addict currently in recovery might qualify for an accommodation. For example, if an employee requests that their schedule gets adjusted so they can attend AA meetings, an employer may have to grant that request.

    2. An employer wants to ask an employee questions about their drug, alcohol or medication use.

    When you learn an employee is using any of the above substances, it’s natural to want to know more information as it may affect their performance.

    However, there are only certain circumstances when it’s acceptable to ask.

    In Lansdale v. UPS Supply Chain Solutions, a jury found an employer didn’t violate the ADA by asking about an employee’s drinking habits and alcohol use.

    During an audit, some discrepancies were found between an employee’s expense report and the charges on their corporate card. When questioned, the employee admitted he purchased alcohol on the company card so his wife wouldn’t find out.

    After learning this, the employer asked follow-up questions about the employee’s drinking — he later sued, claiming this violated his ADA rights.

    A jury sided with the employer. Since it was conducting a credit card misuse investigation, the ADA hadn’t been violated.

    However, in other cases, questions like these may violate the ADA if the employee is protected. The Act states an employer “shall not make inquiries as to the nature or severity of the disability unless it is consistent with business needs.”

    The same goes for questions about prescription medications. The EEOC says employee medication use would rarely impact someone’s ability to do their job. However, in limited circumstances employers may ask.

    For example, medications might impact a police officer or pilot’s ability to safely perform their jobs, so an employer may inquire about prescriptions and possible side effects in that case.

    3. An employer wants to screen job candidates for marijuana, even though it’s legal in a good portion of the country now.

    There are a few places that have outlawed pre-employment marijuana screenings: New York City and the state of Nevada. But everywhere else, it’s up to the employer whether or not to conduct these screenings.

    Many employment lawyers advise against this unless jobs are safety-sensitive, such as a federal DOT employee or a doctor. Unnecessarily screening candidates for marijuana can severely limit your candidate pool.

    The post Substance abuse & the ADA: What’s tripping up firms now appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Discrimination & Harassment, Employment Law, Latest News & Views, Uncategorized

    “I’m Not Returning to Google After Maternity Leave, and Here is Why.” That was the subject line of a post alleging pregnancy discrimination and retaliation that went up on an internal Google message board for new and expectant mothers.

    The unnamed Google worker alleges that her manager actively retaliated against her after she told HR about the manager’s comments disparaging pregnant women. Thousands of her co-workers have since read the memo and it has been published by VICE.

    Angry messages and public shaming

    The employee says that, despite assurances from HR that she would not face any retaliation from her supervisor for reporting the pregnancy discrimination allegations, her manager began sending angry messages, ignoring her in meetings and humiliating her in front of her peers.

    The abusive interactions, she says, impacted her health and caused her to be concerned about her unborn baby.

    Joining a new team did not resolve the situation, she says.

    And, she says in the memo, after joinng the new group she was given fewer responsibilities and told not to take on more managerial duties or attend some management events until she returned from maternity leave.

    In the end, she says, she reported that she was being discriminated against because she was pregnant and HR launched an investigation.

    HR’s findings? Poor communication and inadvertent exclusion from management gatherings due to administrative errors. It did not find that the employee’s manager discriminated against her.

    HR also told her, she says, that there was no evidence she was discouraged from taking early leave when she developed complications with her pregnancy.

    Damage control

    The employee did not indicate whether she plans to sue Google under The Pregnancy Discrimination Act. But, if her allegations about hostile messages and unfair reductions in her responsibilities are backed up by internal communications records, Google could face a damaging court battle or an expensive settlement.

    Google released a statement after the VICE story came out, saying, “We prohibit retaliation in the workplace and publicly share our very clear policy. To make sure that no complaint raised goes unheard at Google, we give employees multiple channels to report concerns, including anonymously, and investigate all allegations of retaliation.”

    Reminder for other employers

    Any company as large and high-profile as Alphabet Inc.’s Google is going to have its share of employee complaints and HR missteps.

    But the Mountain View, CA-based tech behemoth has faced both complaints from many unhappy workers and an unusually public discussion of its response to those complaints.

    Google workers have sent all-hands emails on issues ranging from sexual harassment and retaliation, to racial and gender-based discrimination, to Pentagon contracts. And a steady stream of those internal messages has leaked out onto social media and gone viral.

    Regardless of how this allegation of pregnancy discrimination and retaliation plays out, it is yet another blow to Google’s reputation as an employer.

    And it’s another useful reminder that all employers need to be vigilant in training employees on compliance obligations and identifying, addressing, and rectifying instances of pregnancy and other discrimination at every level of their workforce.

    The post Google HR faces another PR disaster appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Uncategorized

    In this post-#MeToo world, nearly every HR pro has made sexual harassment prevention a top priority.

    But despite your best efforts, harassment isn’t going away. Research shows employees are just as likely to be sexually harassed now as they were before the #MeToo movement.

    Three misconceptions

    So why does this issue persist? Turns out, even if HR is proactive and diligent when it comes to harassment prevention efforts, if the higher-ups aren’t committed, problems will continue.

    According to employment law attorney Jathan Janove, there are a lot of reasons CEOs don’t take sexual harassment claims more seriously, despite the severity of the issue.

    One reason is higher-ups have a hard time believing that employees who are always courteous to their bosses could ever cross a line with their colleagues. It’s easy for managers to dismiss a harassment claim outright, saying something like, “I know John, and he would never do anything like that!”

    Janove says another issue is CEOs are more willing to give top performers the benefit of the doubt or a second chance, since that employee impacts the company’s bottom line.

    The third reason CEOs aren’t in a hurry to do more is often because they think that current harassment policies and training in place are enough, Janove says. But conventional sexual harassment prevention does little more than protect a company against potential lawsuits.

    Culture shift

    If HR truly wants to get to the root of the sexual harassment problem, it’ll need to get the C-suite completely on board.

    To tackle sexual harassment, company culture needs an adjustment from the top down, Janove says.

    CEOs need to adopt the attitude that harassment prevention should be a priority because every employee deserves to feel safe and respected — training and policies shouldn’t have the sole purpose of shielding the company from legal problems.

    Janove says when higher-ups get wind of harassment reports, they shouldn’t ask whether the behavior was sexual or unwelcome, but rather, “Does this behavior support our commitment to a respectful, secure work environment for all?”

    When a CEO looks at sexual harassment from this perspective, and HR reinforces this position, employees will quickly get the message that harassment is unacceptable.

    Convincing the CEO

    Creating a united front between HR and the C-suite can be easier said than done, though. Many CEOs believe sexual harassment isn’t a problem at their company.

    Here’s how you can convince the higher-ups to take harassment prevention seriously, according to EEOC staff:

    1. Cost of litigation. Last year, employers paid about $70 million in monetary damages in EEOC sexual harassment cases. This number doesn’t include lawsuits filed privately. This payout alone is giant enough to get any CEO’s attention.
    2. Loss of productivity. It’s impossible for harassed employees to be engaged, productive workers. Victims of harassment often suffer adverse mental health effects, which can result in absenteeism and higher medical costs. A harassment-free environment will only lead to higher productivity.
    3. Harm to company reputation. If word gets out about any harassment problems, it will be very difficult for an employer to attract talented candidates. Having a strong stance on preventing sexual harassment will only help with recruiting and ensure company reputation remains intact.

    The post Sexual harassment blind spots: 3 keys to opening your CEO’s eyes appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Uncategorized

    About two dozen night-shift
    workers at an Amazon delivery facility in Chicago have filed a complaint with
    the Illinois Department of Labor claiming the company did not pay them for
    overtime during Prime Week in July.

    “We’ve followed all
    applicable wage and hour laws and are committed to speaking directly with
    employees to help them understand their pay,” Amazon said in a public statement.

    Prime Week is one of Amazon’s
    biggest and busiest sales weeks. It fell during a record heat wave in Chicago,
    that workers said made warehouse conditions unbearable.

    The 23 workers involved in the complaint say they were dismissed early on July 19, but promised pay for a full shift.

    Celebrated too soon?

    They initially celebrated. In an online video, workers cheered when they were sent home. But those high spirits soon gave way to dismay.

    The workers say when they checked their time cards, Amazon had counted those six hours in the following week’s pay period — meaning workers would not be paid overtime for those hours.

    Since workers officially complained to management, several say they’ve seen adjustments to their timecards to shift the hours to the correct week — but they still aren’t being paid overtime.

    In addition, 17 of the 23
    workers in the complaint alleged that Amazon incorrectly docked their
    attendance on the day of work in dispute.

    Amazon workers have long
    complained about grueling conditions at the company, including mandatory 60 hour
    work weeks, delivery drivers working without breaks physical
    labor, fears about taking time off, workplace injuries, and the pressure to
    keep the wheels turning, even when the weather is treacherous.

    The post Amazon pulled into yet another flap over wages and hours appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Uncategorized

    Training is a must-have for many employees today. According to the consultant group, Guthrie Jensen, 68% of workers consider training and development the most important company benefit.

    And these educational perks don’t just result in more
    engaged employees. Companies
    that invest in employee training also have a 24% higher profit margin than
    companies that don’t.

    Providing learning and development opportunities to your employees should be a no-brainer, but the costs can still be a hard pill to swallow.

    Holding in-person classes or sending productive employees away to seminars is expensive. Businesses want to train employees while staying within budget.

    Learning management systems (LMS) offer a cost-friendly alternative to traditional training sessions. They’re used by businesses to help employees learn and grow in their jobs – without breaking the bank.

    What is a learning management system?

    A learning management system delivers and tracks educational and training content online. E-learning tools include customizable content, mobile lessons and gamification. A LMS is used by companies to onboard and train employees, and it can improve engagement and retention.

    Here are five cost-friendly training ideas using LMS

    1. Offer on-demand training and professional development

    Employees are more likely to stay with a company when
    they’re offered professional development opportunities, such as management skills
    or sales training.

    The cost, however, of hiring instructors, renting a physical
    classroom and coordinating times when all employees can attend classes can
    often be too high.

    LMS software provides on-demand classes that employees can
    access online or through mobile devices. That means businesses save on teachers,
    facilities and lost productivity.

    Vendors often use a software-as-a-service (SaaS) pricing
    model, so customers pay a subscription fee instead of a large upfront cost. Typically,
    the fee is $5 or less per learner, per month.

    In addition, having managers run training sessions isn’t always
    be a good idea. They may not have the experience or time necessary to prepare course
    materials or accurately assess performance.

    On the other hand, LMS software can help employees learn
    efficiently and effectively, because they’re designed using teaching best
    practices. These include microlearning, multimedia, pre- and post-training
    assessments, convenient access and individual learning paths.

    2. Onboard new employees

    Studies show engaged employees stay with companies longer,
    and engagement begins with a structured onboarding program.

    LMS software can provide educational materials to help new
    hires get acclimated to your company’s culture and the responsibilities of
    their role.

    Because some solutions include more features than you would ever possibly need, it pays to find a vendor with a per-use pricing plan. This allows clients to opt out of certain parts of the software and pay only for what they put to use.

    This could mean being charged based on certain modules, the
    number of active accounts or a specific piece of content. It depends on the
    arrangement made between the vendor and client.

    Prices generally range from $1 to $10 per use. Companies
    that don’t need to train employees regularly or only need an LMS platform to
    onboard new hires should consider this option.

    3. Provide online industry certifications

    Some industries or jobs, such as human resources, healthcare
    and safety, require certifications or continuing education credits.

    In the past, this meant employees had to travel and miss
    work to attend days-long seminars and classes. Now, an LMS solution can help businesses
    with these industry-specific requirements either by providing on-demand content
    available in its internal library or by partnering with third-parties to
    deliver lessons.

    Additionally, LMS software can help administrators track
    which employees need additional credits and when certification must be renewed.

    In this situation, vendors usually charge companies per
    course. Compared to a per use pricing plan, there’s a premium, since the content
    is specialized for compliance-focused industries. However, this option should
    still be much cheaper than in-person certification classes.

    4. Try open-source or free versions of LMS software

    Many companies want the ability to deliver training and
    education but don’t need all the bells and whistles that come with advanced
    software. In this case, open-source or free versions of LMS solutions may be a
    good option, as they generally include basic functionality and provide access
    for a limited number of users.

    Open-source LMS software has source code that’s publicly
    available. Companies can download, install and customize the software on their
    own, for free. Some LMS vendors also offer free versions of their software.

    Businesses that choose these options will still have to
    consider implementation, customization, integrations and maintenance. In
    particular, installing and customizing open-source software can be complicated
    for companies that haven’t used an LMS before, and there’s no support if
    something goes wrong.

    Companies that choose this route should also have a
    knowledgeable in-house IT team or hire implementation consultants. But if your
    company already has the technical know-how, using open-source software can
    provide a cost-friendly alternative.

    5. Use a premade course library or build custom content

    One of the difficulties of training employees is finding
    relevant content to your business.

    In response, many LMS vendors offer course libraries with
    premade lessons for a variety of industries, from safety to workplace ethics to
    sales. Companies should research vendors to see if they have content for their
    specific needs.

    Businesses that have more site-specific requirements, such
    as assembly line procedures, often rely on third-party professionals to create
    training videos. However, this can be a costly process.

    LMS software provides course authoring tools that can help
    organizations create course content using templates or from scratch. And it’s
    not generic content either. The software can handle a range of content from site-specific
    videos to PowerPoint slides and also make interactive quizzes and games.

    If your company doesn’t have the resources to create this
    content, some vendors can also create custom training courses. This service may
    be charged per hour or as a one-time fee. But the benefit of using an LMS
    content creator versus a third-party is that the content will be designed to be
    used in their specific software.

    Bottom line

    Investing in an LMS solution shouldn’t be taken lightly. You
    should make sure to talk with potential users who’ll receive training and
    figure out which key performance indicators will be affected. If implemented
    correctly, however, the software can significantly reduce your overall training

    You can find more details on expenses in this 2019 LMS pricing guide.
    If you’re in the market for a solution, check out
    these reviews of the best learning management systems.

    The post 5 cost-friendly training ideas using LMS software appeared first on HRMorning.com.

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    AUTHOR: // CATEGORY: Uncategorized

    The website supremecourt.gov states that when a case
    lands before the nation’s highest court, “with rare exceptions, each side is
    allowed 30 minutes argument.”

    Coincidentally, you can “order pizza,
    pasta, chicken & more online for carryout or delivery from your
    local Domino’s restaurant,” according to Domino’s website, and when
    you do, you should let them know “YOU GOT 30 MINUTES.”

    Someone set the timer, ‘cause
    things are heating up in here.

    Domino’s, backed by the U.S.
    Chamber of Commerce, earlier this month asked the Supreme Court to step in to
    decide whether the Americans With Disabilities Act applies to online ordering.

    ADA and business websites

    A blind customer first sued
    the pizza chain in 2016, saying he couldn’t order a pizza through its website
    or app, since it wasn’t compatible with standard screen reading software.

    He argued Domino’s should
    bring its digital ordering tools into compliance for making online content
    accessible to people with disabilities.

    Earlier this year, the Ninth
    Circuit Court of Appeals agreed. It said Domino’s had ample notice of the law’s
    requirements. The court didn’t say what the appropriate solution should be.

    Now the High Court will get
    to place its order.

    What it means

    For now, if a business
    website or app offers customers a direct link to good or services offered at a
    physical location, the ADA applies and the company should include ways to make
    the website accessible to disabled persons, according to the National Law

    In its analysis of the nexus
    between Domino’s website and its offered goods and services, the Ninth Circuit
    noted that the ADA only covers “actual, physical places where goods or services
    are open to the public, and places where the public gets those goods or

    The post Supreme Court asked to rule whether the ADA applies to your business website appeared first on HRMorning.com.

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    AUTHOR: // CATEGORY: Uncategorized

    Good HR pros are aware of how much damage burnout can cause — both to productivity and the mental health of employees.

    But many may not know just how serious this issue has become. The World Health Organization (WHO) recently declared employee burnout an “occupational phenomenon” that may require medical attention.

    While WHO isn’t going as far as classifying burnout as a disease, it’s calling it a “syndrome resulting from chronic workplace stress that hasn’t been successfully managed.”

    Identifying burnout

    How do you know if your employees are suffering from burnout? WHO defines the top three symptoms:

    • feelings of depleted energy/exhaustion
    • increased negativity about one’s job, and
    • reduced professional efficiency.

    Top causes

    While employee burnout has been around forever, this is the first time WHO is recognizing it as a direct result from workplace stress only — any personal issues aren’t contributing to this phenomenon.

    So what’s causing the big burnout spike? Here are the top five reasons employees are more stressed than ever before, and how you can fix it, straight from HR expert Ross Brooks.

    1. Overwhelming workloads

    Employees will quickly burnout if they have too much on their plates, Brooks says. Workers tend to get in over their heads when they lack some of the skills needed to complete their tasks.

    One way to avoid this is to set clear goals for your employees at the start of the week. Instead of the never-ending to-do lists, encourage managers to give employees one to three manageable tasks at a time. Regular check-ins are a good idea, too, Brooks says, to ensure employees aren’t too overloaded.

    2. Lack of control

    Nothing causes more stress than rigid work schedules or being micromanaged. Brooks suggests giving employees more autonomy over their day-to-day tasks to reduce some of the pressure.

    Managers could try just giving employees the desired result, and allowing them to reach that goal through whichever method works best for them — instead of spelling everything out.

    3. Lack of rewards

    If employees aren’t fairly compensated or rewarded for their work, they’re going to quickly stop caring.

    Of course, raises aren’t always an option. Luckily, studies show recognition can be just as effective as a salary bump, Brooks says.

    One way to effectively recognize your employees is to point out specific actions or behaviors that contributed to a job well done. Sharing employees’ triumphs in the form of a story can also help to motivate the rest of your staff.

    4. No sense of community

    Employees do their best work when they’re surrounded by likable co-workers who support them. When workers don’t have this sense of community with their colleagues, burnout is more likely to happen.

    To foster this sense of community, it’s important to focus on team building activities, Brooks says. Lunches and happy hours are great ideas. Friendly competitions like some kind of fitness challenge can also bond colleagues.

    5. Unequal treatment

    When employees see managers holding workers to different standards or carrying out policies unequally, they’re quickly going to become disengaged with the company and their work.

    The best way to address this is to write up clear policies and enforce them consistently, Brooks says. And when employees come to you with concerns about fairness, look into the situation and get back to them.

    The post Employee burnout is costing you: 5 best ways to help appeared first on HRMorning.com.

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    AUTHOR: // CATEGORY: Uncategorized

    The AARP Foundation announced it has filed a class action lawsuit on behalf of Yale University employees, alleging that Yale’s employee wellness program violates the Americans with Disabilities Act (ADA) and the Genetic Information Nondiscrimination Act (GINA).

    The lawsuit contends that Yale forces certain employees and their spouses to either submit to medical exams and disclose personal health information and family medical history or pay heavy financial penalties.

    Yale’s employee wellness program, called Health Expectations, requires approximately 5,000 union employees and their spouses to submit to medical tests and allow release of all of their insurance claims data to multiple wellness vendors.

    Employees who refuse to disclose private medical and genetic
    information must pay a penalty of $1,300 per year.

    “This is a particularly important issue for older workers, who are more likely to have disabilities and medical conditions—such as diabetes, heart disease, and cancer—that are at risk of being revealed by wellness questionnaires and exams,” said AARP Foundation President Lisa marsh Ryerson, “and it hits low-income workers the hardest.

    Violation of civil rights

    “Allowing employers to financially coerce workers into
    relinquishing their personal health information is a clear violation of medical
    privacy and civil rights protections,” Ryerson said.

    Both the ADA and GINA are federal laws that protect employee
    privacy and allow workers to shield themselves from discrimination in the
    workplace. The AARP Foundation lawsuit argues that Yale’s Health Expectations
    program puts workers between a rock and hard place: employees either must hand
    over sensitive medical and genetic information on themselves and their spouses
    or pay a heavy financial penalty to protect their personal health information.

    “Under federal law, disclosing medical and genetic information and test results in workplace wellness programs must be voluntary,” said William Alvarado rivera, Senior Vice Preisdent of Litigation at AARP Foundation. “Workers should have the freedom to choose whether to divulge personal health information in the workplace, as Congress intended.”

    Allowing employers and others access to private medical
    information could lead to people being fired, not hired, or discriminated
    against in other ways based on their health history. Ensuring that inquiries
    and exams in wellness programs are voluntary is a self-help mechanism for
    workers who do not want to risk these consequences.

    Yale University had not publicly responded to the lawsuit.

    The post AARP sues Yale University for discriminatory ‘wellness’ practices appeared first on HRMorning.com.

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