What to expect when your employee is expecting

Did you know: Four out of five employees return to work after being on maternity leave. Read this blog post for what to expect when your employee is expecting.


Only four out of five employees return to work after maternity leave. The way their boss treats them has a major influence on that decision.

Women make up nearly half of the American workforce, and 85% of them will become mothers by age 45, according to a study by Pew Research. The same study estimates it costs organizations around $47 billion to replace employees who quit their jobs after maternity leave. Yet, employees going on maternity leave are often pushed aside.

“Women often face having their hours cut, harassment and losing out on promotions for becoming pregnant,” says Robyn Stein DeLuca, a postpartum consultant and professor at Stony Brook University. “It’s important for managers to know pregnant women are just as capable as they were before.”

Pregnancy discrimination can result in costly lawsuits and hurt a company’s reputation. For instance, pharmaceutical company Novartis in 2010 was ordered to pay $175 million to plaintiffs after a boss told female employees they should consider having an abortion if they wanted to advance within the company, DeLuca explains. And last year, thousands of Google employees staged walkouts to protest the company’s treatment of women.

“The walkouts knocked Google off their pedestal as a great place for everyone to work,” DeLuca says. “Thanks to the #MeToo movement, businesses are being held accountable for the way they treat pregnant employees.”

DeLuca spent the last 15 years of her career studying how new mothers cope after returning to work. She applies that knowledge to her consulting business, where she advises employers and working mothers on balancing personal and professional responsibilities.

During her research, DeLuca discovered women were more likely to return to work if they had supportive managers who made reasonable accommodations for their condition. The reverse was also true; employees who didn’t receive support and accommodation were most likely to quit their jobs.

“When you give talented women the opportunity, they’ll succeed,” DeLuca says.

During a webinar for the New York City chapter of the Society for Human Resource Management, DeLuca discussed strategies for managing pregnant employees in the office and during maternity leave. Making reasonable accommodations for them is just as important as good communication, she says. The first thing employers can do is refrain from negatively commenting on the pregnancy.

“When she decides to go public with the news, stay neutral or give a positive response to the announcement. Don’t say it’s the worst possible time for her to go on leave, even if it is,” DeLuca says. “She shouldn’t be made to feel bad about this exciting time.”

The next step should be collaboration, DeLuca says. Once the employee has made her announcement, managers should meet with her to discuss when she’s planning to go on maternity leave, and how best to divvy up her responsibilities after the baby is born. It’s also a good idea for HR to have the phone number of the employee’s OBGYN in case she goes into labor at the office, DeLuca says.

“Women worry about leaving the team in the lurch, but making plans that spell out the details of her leave can reduce anxiety, bring order and set clear expectations,” DeLuca says.

DeLuca suggests asking the employee to make a list of her duties and projects so she and her manager can discuss how best to cover the work. This can help quell any job security anxieties by reaffirming she’s a valuable part of the team.

“It gives her the opportunity to shine and show what she’s accomplished,” DeLuca says.

Coworkers might resent being asked to do extra work for someone on maternity leave. The best way to prevent these feelings is to frame the work as an opportunity for professional growth, DeLuca says. Do this by praising employees for taking on extra work, and for the new skills they’re learning, she says.

Providing these employees with flexible hours so they can address personal needs — like furthering their education or caring for a loved one — is another way to reward them for stepping in for a coworker on maternity leave.

“It helps them feel like they’re not being taken for granted,” DeLuca says.

Most pregnant women plan on working right up until the baby is born, DeLuca says. And despite stereotypes about “mommy brain” — the idea that pregnancy decreases cognitive function — DeLuca asserts that pregnant women are mentally healthy and fully capable of performing their job duties.

“TV portrays pregnant women as flighty and crazy. But pregnancy is actually a good time for mental health,” DeLuca says. “Pregnant women are less likely to suffer from depression, to be admitted to a psychiatric hospital or attempt suicide.”

However, managers should understand that pregnant employees have physical limitations. Depending on their role at the organization, pregnant women may require more breaks and lighter duty.

“She shouldn’t be on her feet all day or lifting heavy objects,” DeLuca says. “The baby is literally sitting on her bladder, so she’s going to make frequent trips to the bathroom.”

Women can be self-conscious about their changing bodies during pregnancy, which can be exacerbated by inappropriate comments and gestures from managers and peers, DeLuca said. HR can help educate the workforce about this issue during harassment training.

“Don’t touch the belly. Don’t say she’s beautiful, looks like a big round ball, or like your wife did at that stage. It’s not conducive to a comfortable working environment,” DeLuca says. “Instead, you can ask how she’s feeling.”

While making plans for an employee’s maternity leave, managers should talk to the employee about how they’d like to get back to work. Some companies allow women to ease their way back into work by letting them work short days toward the end of their maternity leave.

DeLuca recommends deciding beforehand how often, or if, a manager should contact an employee during maternity leave. If the employee would rather not be contacted, set a date for a return-to-work meeting, she says.

“It gives you the chance to fill her in on projects and new clients so she can hit the ground running when she returns to work,” DeLuca says.

SOURCE: Webster, K. (28 January 2019) "What to expect when your employee is expecting" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/news/what-to-expect-when-your-employee-is-expecting?brief=00000152-1443-d1cc-a5fa-7cfba3c60000


4 ways to help employees make better choices about what they eat

How often are there doughnuts, chips, soda, etc. in the break room? According to the RAND Corporation, 60 percent of Americans suffer from at least one chronic condition. Continue reading to learn more.


Doughnuts in the conference room. Soda and chips from the vending machine. Cookies in the office kitchen. A recent CDC study of employees across the U.S. found that the foods people get at work tend to contain high amounts of salt, sugar and empty calories.

When people are busy and on-the-go — a common reality for full-time employees who spend more than a third of their day at work — it’s all too easy to fall into poor eating habits. And poor eating habits contribute to poor health. According to a RAND Corporation Study, 60% of American adults suffer from at least one chronic condition (like diabetes or high blood pressure) and 42% have more than one. These conditions are costly, and not just for individuals themselves. The CDC estimates that productivity losses related to health issues cost U.S. employers $1,685 per employee per year, or $225.8 billion annually.

For employers that care about wellness, improving food and beverage offerings represents an untapped opportunity: Better nutrition at work can not only have a powerful impact on employee health but also contribute to a happier, more focused and productive workforce. Making large-scale changes across an organization is not always easy, however, especially when it comes to ingrained habits and preferences. What can today’s employers do to incentivize their employees to make healthier choices?

1. Make healthy food and beverages a benefit.

According to Deloitte’s 2018 survey on Global Human Capital Trends, 63% of employees surveyed cited healthy snacks as something they value highly when it comes to wellness. People want to eat healthier, which is great, but when they are busy, they’ll pick up what’s easy and available. And in too many of today’s offices, that means vending machines and office kitchens stocked with ultra-processed foods high in sugar and salt. Not only are these items unhealthy, they can also lead to sluggishness and lethargy as blood sugar levels spike and then crash.

It’s pretty simple: When more nutritious offerings are readily available — and especially if they are free or subsidized — people are more likely to try them. Companies that offer high-quality food and beverages as a benefit will reap rewards not just in terms of a healthier and more productive workforce, but also in attracting and retaining people, like millennials, who value wellness and appreciate the fact that their employer is investing in their health and happiness.

2. Get personal.

Different people have different drivers and different needs. This is why a one-size-fits-all approach to changing habits rarely works. Before making big decisions about your company’s food and beverage services, ask questions: Are some people on special diets or do they keep unusual schedules? What do people like and dislike about current available options? What kinds of foods and drinks do they wish were offered, but aren’t?

With a better understanding of habits, preferences and what drives people to the kitchen or break room in the first place (boredom? low energy? social time?), employers can begin to build a food and beverage profile that’s tailored to their workforce’s individual needs and thus more likely to be embraced.

3. Consider the “psychology” of snacking.

People don’t always make rational decisions — even more so when they are tired, stressed or “hangry.” But when corporations make the healthy choice the easy (and delicious!) choice, it helps. Everything from where snacks and drinks are positioned — are the more nutritious options at eye level? — to the design of kitchen and break room spaces can make a difference in promoting better eating habits.

For example, kitchen spaces that are attractive, comfortable and inviting encourage people to take a little more time and put more thought into selecting their snacks, and can also serve as a welcome place for people to connect with each other and de-stress. Taste is another important consideration. People sometimes assume that healthy food won’t taste as good as the bad stuff, but this is often just a misconception. Special tastings or fun office activities like offering a “snack of the week” can get people to try more nutritious options and see for themselves that they can be just as — if not more — delicious than what they were eating before.

4. Nudge, don’t push.

Don’t expect people to move from potato chips to veggie and quinoa salad overnight. Organizations that start with a few key changes — replacing sugary sodas with flavored water, for example, or swapping out highly-processed snacks and foods with similar, but more nutritious options — will face less initial resistance, and can then build up their healthy offerings over time. Every workplace has their guilty pleasures, whether it’s a specific brand of soda or a favorite candy. Rather than turning people off by taking their “comfort snacks” away, sometimes the best approach is to simply add healthier alternatives and then wait for people discover on their own that these can be equally fulfilling and delicious, and most importantly, make them feel better too.

Workplace wellness initiatives continue to grow in popularity, but there are still questions about whether these programs are as effective as they could be. While health screenings, smoking cessation programs and gym memberships are a good start, corporations shouldn’t overlook a key driver of good health — what their people eat and drink. Providing easy access to a great diet at work is a smart strategy for improving wellness, and one that employees will come to appreciate as a valuable benefit. Plus, healthy, enthusiastic and energized people makes for a much happier and more productive workplace — a win-win for employees and employers alike.

SOURCE: Heinrich, M. (3 January 2019) "4 ways to help employees make better choices about what they eat" (Web Blog Post). Retrieved from https://www.benefitnews.com/list/4-ways-to-help-employees-make-better-choices-about-what-they-eat?brief=00000152-14a7-d1cc-a5fa-7cffccf00000


New analytics tool helps employers dig deep into turnover trends

Wondering what might be causing issues with your hiring and talent retention? A new analytics tool aims to help employers troubleshoot employee turnover. Read on to learn more.


One HR software provider is aiming to help employers better understand why workers fly the coop.

Namely has added a machine learning and data analytics product to its suite of offerings for HR departments, the company said Wednesday. Its tool, dubbed Benchmarking Package, allows HR teams at midsize employers to take a deeper dive into what might be causing issues with a company’s hiring and talent retention.

The machine learning technology distills company turnover data and compares it to information from similar employers in the system, says Eric Knudsen, manager of people analytics at Namely. The comparison data is taken from the more than 1,000 employers and 175,000 employees using Namely’s platform.

“Midsize companies who have historically lacked the skills to uncover these insights are getting a new view on the workplace that they’re building,” he says.

The turnover data is anonymous.

Reviewing termination data can give employers insight into the types of employees who are leaving and potentially lead to broader insights on workplace diversity. It also can help employers better understand how they stack up against the competition and whether the company has a healthy turnover rate, Namely says.

Lorna Hagen, chief people officer at Namely, says information like this can help employers get a sense of issues that may arise in the future.

“If I’m seeing pockets of people come from a certain area of work background with higher levels of attrition, what does that mean to my recruiting strategy; what does that mean to my product strategy? It impacts how you think about your company’s future,” she says.

HR departments are placing a higher value on data analytics, and HCM software developers are taking note. For example, Paychex recently added a data analytics feature to Paychex Flex, its HCM and payroll administration platform. The feature also provides users with data on hiring and turnover trends, and companies can anonymously compare data with similar employers.

During beta testing of Namely’s benchmarking product, Knudsen says the company was able to identify certain trends by looking at employer data. In particular, he says, Namely found a notable uptick in job abandonment, or ghosting. The rates of abandonment were higher for companies in the retail and real estate industries, he says, and lower for those in the non-profit sector. The company also found that managers with eight or more direct reports had higher rates of turnover.

Hagen says that employers who look at granular data are better able to understand why workers are leaving, which can help them take steps to reduce turnover immediately.

“It’s a much more interesting conversation, quantifying what is happening with your people,” she says. “The rolling 12 month turnover rate is an interesting metric but it’s not actionable. The ability to look by level or by department — those are ways to start thinking about action.”

Namely says the benchmarking package is available to all current clients, including identity access management provider OneLogin, retailer Life is Good, financial services company The Motley Fool and recruiter software company JazzHR. The price of the product varies based on company size, but typically varies per employee per month.

SOURCE: Hroncich, C. (16 January 2019) "New analytics tool helps employers dig deep into turnover trends" (Web Blog Post). Retrieved from https://www.benefitnews.com/news/new-analytics-tool-helps-employers-dig-deep-into-turnover-trends?feed=00000152-a2fb-d118-ab57-b3ff6e310000


HRL - Man - Working - Laptop

5 ways employers can boost employee engagement

With unemployment at its lowest since 1969, HR managers are left with a lack of qualified candidates to fill their open positions. According to Work Institute, employers could prevent 77 percent of turnover by improving the employee experience. Read on to learn more.


With it being a new year, employers are in a unique position. Unemployment is at its lowest rate since 1969, leaving HR managers with a dearth of qualified candidates to fill open positions.

But filling current openings isn’t the only challenge HR teams face: An estimated 42 million employees will leave their jobs in 2018 in search of workplaces that better meet their needs and expectations. Turnover that significant leaves employers with only one option — focus on improving the employee experience to increase employee retention and satisfaction.

The good news is that employers could prevent 77% of that turnover, according to a study from Work Institute.

Beyond competitive pay and benefits, how do employers create an exceptional experience for their employees? By offering engaging programs, resource groups and events that enhance employee connections and develop a more thriving workplace culture.

We predict that successful companies will use a combination of the following five trends to increase employee satisfaction and improve retention in 2019.

1. Make employee experience technology easy to use

Adding workplace programs, groups and events won’t improve employee satisfaction if those offerings are difficult to access. In fact, a frustrating user experience may have the opposite effect on employees. At best, they’ll ignore the offerings.

In addition, a poor user experience also can negatively color an employee’s opinion of the organization as a whole, making them more likely to leave.

Consumer-grade interfaces on user-friendly platforms are critical for encouraging employees to participate in workplace groups and programs. When companies invest in employee groups and programs, they expect to see ROI in the form of increased engagement and satisfaction. The key to success is making participation easy.

2. Keep employee experience programs consistent across the organization

In today’s dispersed workforce, many organizations have multiple locations and remote employees. When implementing workplace programs, HR teams need to ensure that their offerings resonate with all employees across every location. Otherwise, they run the risk of isolating employees who work from home or at satellite campuses.

For example, wellness programs help improve employee health, satisfaction and engagement. But a lunchtime yoga series offered at company headquarters may make work-from-home employees feel left out.

3. Give employees more control over benefit spending

One way to boost engagement across the entire organization is to supplement in-house programs with reimbursement programs. These programs allow employees to choose how to spend a certain allowance (determined by the organization and HR) on activities to improve their own well-being, such as fitness classes or continuing education.

Giving employees this autonomy not only increases the likelihood that they’ll participate, but it also makes it easy for HR teams to distribute benefits fairly across the entire organization.

4. Streamline data to accurately track employee engagement

Already-overworked HR teams bear the burden of proving that workplace programs are improving employee engagement. Instead of trying to pull together engagement reports and employee feedback from multiple places, use a centralized platform to manage workplace programs and keep all data in one easy-to-access place.

Having participation metrics readily available makes it easy for HR teams to see which programs are working and which aren’t resonating with employees. They’re also able to deliver that information to the C-suite and make the case for additional funding where needed.

5. Devote more funding to employee resource groups

Employee resource groups (ERGs) are proven to have a positive effect on employee satisfaction, workplace morale and company diversity. They increase employee retention and improve the company’s bottom line.

Making ERGs a priority when allocating funds for the year will pay off, but only if they’re handled the right way. Using an automated platform to manage ERGs, promote events, track participation and encourage feedback saves HR teams both time and resources, giving them the opportunity to devote more time to improving the employee experience.

SOURCE: Shubat, A. (2 January 2019) "5 ways employers can boost employee engagement" (Web Blog Post). Retrieved from https://www.benefitnews.com/list/ways-employers-can-boost-employee-engagement-in-2019?feed=00000152-a2fb-d118-ab57-b3ff6e310000

E-Verify Is Down. What Do Employers Do Now?

What do employers do now that  E-Verify, the federal government's electronic employment verification system, is down? The system compares employee information with the DHS and Social Security Administration (SSA) records to confirm employment eligibility. Read on to learn more.


What are employers supposed to do now that E-Verify—the federal government's electronic employment verification system—has expired?

Funding and congressional authorization for the program ran out Dec. 22, 2018, as the government went into a partial shutdown after Congress and the White House could not agree on how to fund some agencies, including the U.S. Department of Homeland Security (DHS), which administers the system, for fiscal year 2019.

E-Verify compares information from an employee's Form I-9 to DHS and Social Security Administration (SSA) records to confirm employment eligibility. Employers enrolled in the program are required to use the system to run checks on new workers within three days of hiring them.

During the government shutdown, employers will not be able to enroll in E-Verify, initiate queries, access cases or resolve tentative non-confirmations (TNCs) with affected workers.

All employers remain subject to Form I-9 obligations, however. "Remember that the government shutdown has nothing to do with an employer's responsibilities to complete the Form I-9 [in a timely manner]," said Dawn Lurie, senior counsel in the Washington, D.C., office of Seyfarth Shaw. "Specifically, employees are required to complete Section 1 of the I-9 on or before the first day of employment, and employers must complete Section 2 of the I-9 no later than the third business day after an employee begins work for pay."

No Cause for Alarm

Lurie advised employers not to panic while E-Verify is down. "Employers will not be penalized as a result of the E-Verify operations shutdown," she said. "Employers will not be penalized for any delays in creating E-Verify cases. However, employers are reminded that they must continue to complete I-9s in compliance with the law, and when E-Verify becomes available, create cases in the system."

To minimize the burden on both employers and employees, DHS announced that:

  • The three-day rule for creating E-Verify cases is suspended for cases affected by the unavailability of the service. "Normally, the employer enters information from the I-9 into E-Verify within three days of hire, but that won't be possible while the system is unavailable," said Montserrat Miller, a partner in the Atlanta office of Arnall Golden Gregory. "DHS will provide a window of time to submit those held cases once service resumes."
  • The time period during which employees may resolve TNCs will be extended. The number of days E-Verify is unavailable will not count toward the days the employee has to begin the process of resolving a TNC. "Employers can't take any adverse action against a worker with a pending TNC regardless, shutdown or not," Miller said. Currently, an employee who chooses to contest a TNC must visit an SSA field office or call DHS within eight federal government working days to begin resolving it. This period will have to be extended because of the shutdown, she added.
  • Additional guidance regarding the three-day rule and time period to resolve TNC deadlines will be provided once operations resume.

Amy Peck, an immigration attorney with Jackson Lewis in Omaha, Neb., advised employers to keep track of all new hires with completed I-9s for whom there are no E-Verify queries due to the shutdown. She also recommended attaching a memo in a master E-Verify file tracking the days that the program was unavailable. "I've seen the discrepancy come up years later during an audit," she said.

"Once the system is back up, work with counsel on how much time employees have to resolve their TNCs," Peck said. "Someone receiving a TNC the day before the shutdown is a different case than somebody who had 10 days to resolve their TNC when the shutdown occurred. Those circumstances should be considered on a case-by-case basis."

Federal contractors with a federal acquisition regulation E-Verify clause should contact their government contracting officers to extend deadlines. "Federal contractors have a particular concern because nobody is supposed to be working who has not been verified through the system," Peck said. "People can be hired, but whether they are allowed to work on the contract before being run through E-Verify is a critical consideration that should be discussed with counsel."

Prepare for the Resumption of Service

Miller said employers should monitor the shutdown. "When it is over, log in to the system and see what instructions there are for creating and submitting queries," she advised. "There is an obligation to create those queries if you are enrolled in the program, even if enrolled voluntarily."

The backlog created as a result of the shutdown might have a significant impact on employers that process many E-Verify cases and specifically on the HR staff and other team members in charge of the process.

"Not all employers will be able to push all their cases through at once when the shutdown ends," Miller said. "If everyone did that, the system would crash. DHS will provide instructions on how to submit queries. Employers will be asked why the query is being submitted after the required three days. In the past, 'Government Shutdown' was one of the options in the drop-down menu."

Peck reminded employers that the loss of E-Verify does not mean there is a prohibition against hiring. "Companies should continue to hire as they need," she said.

SOURCE: Maurer, R. (3 January 2019) "E-Verify Is Down. What Do Employers Do Now?" (Web Blog Post). Retrieved from https://www.shrm.org/ResourcesAndTools/hr-topics/talent-acquisition/Pages/EVerify-Outage-What-Do-Employers-HR-Do.aspx


Why it might be time to say goodbye to exit interviews

Have you ever taken part in an exit interview? While the concept seems sound, many companies, large and small, are ending the practice of exit interviews. Read this blog post to learn more.


The exit interview is a long-time staple of HR departments. But an increasing number of companies large and small are ending the practice of asking departing workers to sit down for a final interview.

The concept seems sound. You can take the opportunity to hear unvarnished opinions about what your company or team does well and what it needs to improve on, and then take that back to management and implement changes that’ll help attract and retain great talent.

In practice, however, the process is often uncomfortable and many HR pros report that the folks who are interested in talking are often the ones who complained the most while on the payroll. The litany of gripes and rehashed personality clashes rarely adds much to the organization’s insight into building a better workplace.

If you can’t say anything nice…

Most of the rest, if they even will agree to an exit interview – and you can’t make them do that, of course – are going to be very careful to say only positive or neutral things about their experience at your organization. That helps to prevent bridge burning for them, in case they ever want to come back or they run into a colleague at a job interview later in their career. But for your team, the result is likely the same as with the complainer in the first example: A one-sided, probably inaccurate picture of what you are doing right and how you can improve in areas that need work.

Finally, much of the work your HR team does to schedule an interview as workers are packing up their personal stuff is likely to be wasted. Advice on employee-focused employment websites and other social media leans heavily towards “How to Avoid the Exit Interview.” Suggested tactics range from saying you can’t spare the time because you don’t want to leave your soon-to-be-ex colleagues hanging to asking to schedule after the leave date and then just ghosting the phone call altogether.

It’s still worthwhile to do a formal review to close out individual projects and to debrief contractors as they wrap up, but it’s probably time to say goodbye to the “tell us what you really think” sessions with employees who have decided to move on.

SOURCE: McElgunn, T. (27 December 2018) "Why it might be time to say goodbye to exit interviews" (Web Blog Post). Retrieved from http://www.hrmorning.com/why-it-might-be-time-to-say-goodbye-to-exit-interviews/


Want to fight employee burnout? Focus on well-being

Do your employees feel good and like they're living with a sense of purpose while at work? Employees with higher well-being tend to feel more committed to their organization and tend to be more productive. Read this blog post to learn more.


Well-being can be described as feeling good and living with a sense of purpose. When employees have higher well-being, they’re more likely to be productive, energized and engaged in their work, as well as feel more committed to their organization. It’s what all leaders want for their employees. But can there be such a thing as too engaged? Can a super high level of engagement actually leave employees susceptible to burnout?

New research shows that burnout is real — and it can happen to anyone. But the saddest part is that the people it affects the most are people that care the most. In other words, your most dedicated people. It happens when highly engaged employees have increasingly low well-being due to overwhelming job pressures, work overload and a lack of manager or organizational support. Prolonged exposure to chronic emotional and interpersonal stressors on the job can lead to exhaustion, cynicism and inefficacy — even for people who are all in at work. Ultimately, these top-performing, highly-engaged employees will leave — or worse, the burnout will spread to other employees causing a toxic fire across your company. The good news is that burnout is totally preventable. You just have to know where to start.

Employee burnout is actually more a problem with the company than with the person. Both the root causes and the best solutions start at the organizational level. This doesn’t mean we should stop building emotional skills like mindfulness, resilience and fitness. But it does mean that in order to solve for burnout at your company — or at least extinguish the flames — the organization is driving the bus.

Here are four ways employers can take action by focusing on well-being to extinguish employee burnout.

1. Help employees connect to their purpose. Today, more employees are looking for real meaning and purpose in their work. Whether it’s a connection to a greater mission or following personal passions, purpose-driven employees give more and feel more fulfilled in doing so. In addition to feeling an emotional connection to their work, a sense of purpose also connects them to the company and ultimately affects their well-being and engagement. In fact, according to a study by Deloitte, 73% of employees who say they work at a “purpose-driven” company are engaged, compared to just 23% who say they don’t.

Helping employees connect to their purpose is key for burnout prevention. Focus on effective communication that linearly connects each employee’s work to the company’s mission. Set clear goals to continue to support employees in not only finding their purpose but staying connected to their purpose.

2. Foster a well-being mindset. We’re all wired differently — and that’s even more apparent when it comes to the workplace. How people think about stressful situations has an impact on their ability to handle and recover from them. For example, an employee who fears conflict versus an employee who takes it head on are going to have different reactions and recovery times.

As a leader or manager, when you know how people think about stress, you can help them cope with it and prevent burnout. Avoid organizational consequences such as absenteeism or turnover by communicating and encouraging positivity, self-care and weaving well-being into daily tasks.

3. Promote social support and connectedness. At the core, people want to rely on people. Support from an employee’s peers can mean everything. In fact, social support impacts stress, health, well-being and engagement — and ultimately, people feel better and have higher well-being when they feel connected to others. It’s more than a like on a community feed or high-five in the hallway — putting social connections at the forefront of your people strategy or employee engagement program can make a real impact.

Social connections like a company community feed, women in the workplace group or lunch buddies paired up across different departments helps employees get the support they need and guards against burnout.

4. Invest in tools to combat burnout. People who push themselves without taking breaks have a greater chance of being unproductive and burning out. Recovery time from workplace stress is key. Whether physically or mentally, everyone needs a break to recover — it’s natural to need to recharge and refresh. Even small recovery times or breaks can help people deal with the symptoms of burnout. And there are great new tools to make it easy to schedule and take a vacation and “hit refresh” with the full support of your company.

Make well-being a priority to reduce stress by investing in technology that can help you spot burnout, adjust workloads and have awareness of your employees’ stress levels. Take the Limeade burnout risk indicator for example. It allows leaders to see the risk levels for specific groups, and automatically target science-based activities to improve well-being and avoid cynicism (and worse).

When it comes to burnout in the workplace — you can tackle the symptoms to prevent top performers from burning out. Don’t make the mistake of misinterpreting burnout as disengagement. It’s time to take responsibility for burnout and take action at every level.

SOURCE: Albrecht, H. (31 December 2018) "Want to fight employee burnout? Focus on well-being" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/want-to-fight-employee-burnout-focus-on-wellbeing?feed=00000152-a2fb-d118-ab57-b3ff6e310000


How employees really feel about asking for time off during the holidays

According to a new survey from management and technology consulting firm, West Monroe Partners, more than half of employees feel uneasy about asking employers for time off during the holidays. Continue reading to learn more.


Are employers checking their PTO list? They may want to check it twice, according to new data, workers may be leaving vacation days on the table during the holidays because they feel uncomfortable asking for time off.

More than half of employees (51%) feel uneasy about asking to use their paid time off during the holidays, according to a new survey of more than 2,000 employees from management and technology consulting firm, West Monroe Partners. This discomfort was even more prevalent in smaller companies with smaller staffs, where employees work more closely with their managers and colleagues.

Michael Hughes, managing director at West Monroe Partners, says part of the reason employees are so nervous about asking for time off is the expectation that they have to be available 24/7. An employee may also be concerned they will appear to be slacking if aren’t in the office with many companies being short staffed to begin with, he says.

“With the war for talent, people are being asked to do more and more because either they’re shorthanded or can’t find people,” Hughes says.

Nearly two-thirds of employees working in the banking sector felt uncomfortable asking to use their PTO, according to the survey. Although Monroe Partners did not specifically review why this might be the case for banking, Hughes says he thinks that, like other service industries, bank employees often have to work during the holidays to attend to customers.

Banks were hit hard during the 2007 economic recession, he adds, and some have been cautious about beefing their workforce — forcing current employees to carry heavy workloads. But, he adds, this is fairly common across many industries.

“I think it’s something that impacts industries across the board,” he says. “[But] just based on the study banking is one that sticks out.”

West Monroe Partners recommends companies close the office on days other than just federal holidays and accommodate for remote working or flexible scheduling.

Training managers to fairly process PTO requests may also be necessary, the report notes. Managers can do a better job of having open conversations with employees around PTO and job satisfaction.

Despite worker’s anxieties, employers should communicate the importance of taking time off during the holidays, Hughes says. It’s good for workers to get time to rest, he adds. If employees are unhappy in the office, it will likely trickle down to the customer experience.

“A lot of it is just personal health,” he says. “If you give people the opportunity to recharge, they’re going to be more productive when they’re happy.”

SOURCE: Hroncich, C. (7 December 2018) "How employees really feel about asking for time off during the holidays" (Web Blog Post). Retrieved from https://www.benefitnews.com/news/how-employees-really-feel-about-asking-for-time-off-during-the-holidays?brief=00000152-14a7-d1cc-a5fa-7cffccf00000


The do’s and don’ts of ADA accommodations: 3 new rulings

Are you compliant with ADA accommodation laws? More than 25,000 ADA charges were filed by the EEOC in the past year, despite employers best compliance efforts. Continue reading to learn more.


Employers are facing more disability discrimination lawsuits than ever – despite their best compliance efforts. 
In the past year alone, over 25,000 ADA charges were filed by the EEOC.

The right way to accommodate

One area that’s often a point of contention? The accommodation process. Workers and employers can have a very different idea of how a disability should be accommodated.

And while each disability needs to be evaluated on a case by case basis, several recent court rulings shed further light on employers’ ADA accommodation responsibilities.

1. In Brumley v. United Parcel Service, a court ruled that ADA accommodations don’t necessarily have to be given to employees immediately.

Melissa Brumley delivered packages for UPS when she hurt her back lifting a heavy box from her truck.

She took leave to heal, and her doctor said when she returned to work she could no longer lift packages or drive. Since these were two essential functions of her job, Brumley’s manager put her on leave while waiting on more information from her doctor.

After beginning the interactive process and considering a reassignment, Brumley’s doctor cleared her to go back to her old job, and UPS ended the process.

But Brumley sued the company for failing to accommodate her during those weeks she was on leave, which resulted in loss of pay.

A district court ruled in favor of UPS, and on appeal, the 6th Circuit agreed. It said just because the company didn’t accommodate the employee immediately didn’t mean it violated the ADA.

UPS began the interactive process and only stopped once Brumley was cleared to go back to her old job without an accommodation.

The key things the company did? Beginning the process and requesting additional info from Brumley’s doctor – this showed the court a good faith effort to comply with the ADA.

2. In Sharbono v. Northern States Power, a court ruled a company that failed to find an accommodation didn’t fail to fulfill its ADA duties.

After a foot injury, James Sharbono wasn’t able to wear the steel-toed boots required by his company’s safety procedures.

HR worked with Sharbono and suggested several accommodations, such as altering his boots and getting a custom pair made, but none worked out. Sharbono was forced to retire, and he sued for ADA violation.

But the 8th Circuit ruled the company acted in good faith. It worked with Sharbono and suggested several accommodations. It was only after exhausting all options that Sharbono was forced to retire. The court said the company fulfilled its ADA responsibilities, despite finding no accommodation for Sharbono.

3. In Stokes v. Nielsen, a court decided companies can be required to make accommodations that cover more than just essential job functions.

Jacqueline Stokes had impaired vision and received multiple accommodations that allowed her to do her job. Stokes then requested special meeting handouts, printed in large letters, that she could read beforehand.

Despite many promises from HR, Stokes never received her requested handouts. She sued, claiming to be denied a reasonable accommodation under the ADA.

While the company argued it gave Stokes everything she needed to do her job, therefore fulfilling its ADA responsibilities, the Fifth Circuit disagreed.

“Our circuit has explicitly rejected the requirement that requested modifications must be necessary to perform essential job functions to constitute a reasonable accommodation,” it said. And Stokes’ request was deemed reasonable.

This case shows if an employee makes a reasonable request for their job, it’s easier to just grant it.

SOURCE: Mucha, R. (4 January 2019) "The do’s and don’ts of ADA accommodations: 3 new rulings" (Web Blog Post). Retrieved from http://www.hrmorning.com/the-dos-and-donts-of-ada-accommodations-3-new-rulings/


The Importance of Working For A Boss Who Supports You

Having a boss that supports their employees is crucial to company success. Trust and commitment are at the core of any professional relationship. Read on to learn more.


Employers seek loyalty and dedication from their employees but sometimes fail to return their half of the equation, leaving millennial workers feeling left behind and unsupported. Professional relationships are built on trust and commitment, and working for a boss that supports you is vital to professional and company success.

Employees who believe their company cares for them perform better. What value does an employer place on you as an employee? Are you there to get the job done and go home? Are you paid fairly, well-trained and confident in your job security? Do you work under good job conditions? Do you receive constructive feedback, or do you feel demeaned or invisible?

When millennial employees feel supported by their boss, their happiness on the job soars — and so does company success. Building a healthy relationship involves the efforts of both parties — boss and employee — and the result not only improves company success, but also the quality of policies, feedback and work culture.

Investing In A Relationship With Your Boss

When you’re first hired, you should get to know your company’s culture and closely watch your boss as you learn the ropes. It’s best to clarify any questions you have instead of going rogue on a project and ending up with a failed proposal for a valuable client.

Regardless of your boss’s communication style, speaking up on timely matters before consequences are out of your control builds trust and establishes healthy communication. Getting to know your boss begins with knowing how they move through the business day, including their moods, how they prefer to communicate and their style of leadership:

  • Mood: Perhaps your boss needs their cup of coffee to start the day. If you see other employees scurry away before the boss drains that cup of coffee, bide your time, too.
  • Communication: The boss’s communication style is also influenced by their mood. Don’t wait too late to break important news. In-depth topics may be scheduled for a meeting through a phone call or email to check in and show you respect your boss’s time. In return, your time will be respected, too.

Some professionals are more emotionally reinforcing that others. Some might appear cold, but in reality, prefer to use hard data to solidify the endpoint as an analytical style. If you’re more focused on interpersonal relationships, that’s your strength, but you must also learn and respect your boss’s communication style.

  • Leadership: What kind of leader is the boss? Various communication styles best fit an organization depending on its goals and culture, but provide both advantages and disadvantages. Autocratic leaders assume total authority on decision-making without input or challenge from others. Participative leaders value the democratic input of team members, but final decisions remain with the boss.

Autocratic leaders may be best equipped to handle emergency decisions over participative leaders, depending on the situation and information received.

While the boss wields a position of power over employees, it’s important that leaders don’t hold that over their employees’ heads. In the case of dissatisfaction at work, millennial employees don’t carry the sole blame. Respect is mutually earned, and ultimately a healthy relationship between leaders and employees betters the company and the budding careers of millennials.

A Healthy Relationship With Leaders Betters The Company

A Gallup report reveals that millennial career happiness is down while disengagement at work climbs — 71% of millennials aren’t engaged on the job and half of all employed plan on leaving within a year. What is the cause? Bosses carry the responsibility for 70% of employee engagement variances. Meanwhile, engaged bosses are 59% more prone to having and retaining engaged employees.

The supportive behaviors of these managers to engage their employees included being accessible for discussion, motivating by strengths over weaknesses and helping to set goals. According to the Gallup report, the primary determiner of employee retention and engagement are those in leadership positions. The boss is poised to affect employee happiness, satisfaction, productivity and performance directly.

The same report reveals that only 21% of millennial employees meet weekly with their boss and 17% receive meaningful feedback. The most positive engagement booster was in managers who focused on employee strengths. In the end, one out of every two employees will leave a job to get away from their boss when unsupported.

Millennials are taking the workforce by storm — one-third of those employed are millennials, and soon those numbers will take the lead. Millennials are important to companies as technology continues to shift and grow, and they are passionate about offering their talents to their employers. It’s vital that millennials have access to bosses who offer support and engage their staff through meaningful feedback, accessibility and help with goal-setting.

In return, millennial happiness and job satisfaction soar, positively impacting productivity, performance, policy and work culture. A healthy relationship between boss and employee is vital to company success and the growth of millennial careers as the workforce continues to age. Bosses shouldn’t be the reason that millennial employees leave. They should be the reason millennials stay and thrive in the workplace, pushing it toward greater success.

SOURCE: Landrum, S. (8 December 2018) "The Importance of Working For A Boss Who Supports You" (Web Blog Post). Retrieved from https://www.forbes.com/sites/sarahlandrum/2017/12/08/the-importance-of-working-for-a-boss-that-supports-you/1?