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  • October 15, 2020 8:06 AM | Bill Brewer (Administrator)

    Don't Balance Money And Life, Integrate Them | TimMaurer.com

    A survey of over 5,400 workers reveals how COVID-19 and the current political environment have contributed to dramatic shifts in what workers value and expect from their organizations.

    SCOTTSDALE, ARIZ. (PRWEB) OCTOBER 13, 2020

    Money or Life? New WorldatWork Survey Shows Dramatic Shift in What Employees Expect from Their Bosses in Exchange for Their Time and Energy

    Worker Value Survey of 5,400 Finds That Safety Replaces Money as the New Currency

    • Almost half would take a lower title and a 30% pay cut to work from home -
    • More than half prefer their organizations take a stand on social issues -

    Employees are putting their safety, security, and personal values over money and titles according to the results of the Worker Value Survey, one of the largest of its kind, conducted by WorldatWork, the Total Rewards Association for HR professionals. The study of more than 5,400 working professionals uncovered significant workplace shifts and reflects the impact of COVID-19 lockdowns and social justice protests. (Journalists contact judy@companyb-ny.com for a copy of the results.)

    The survey found that employees value safety more than money and want to align with leaders who take a clear stance on issues in which they believe. The survey also dug into what benefits are most important.

    “There has been a reckoning. The American Dream — bigger title, more pay — has been pushed aside and replaced with, ‘I want what I do to have meaning; to have a job that makes an impact; and a safe environment that values me as a whole person,” says Scott Cawood, CEO, WorldatWork.

    The survey provides insights into how COVID-19 and the current political environment have pushed core values and current issues to the forefront of the employer/employee conversation. Findings can help business leaders design and deliver Total Rewards programs that give workers a sense of purpose and meaning in their lives.

    According to the survey, employees say:

    ● They are seeking greater work/life balance, even if it means less money and a lower title. 42% of respondents would take 30% less pay and a lower title to work from home and have a more balanced work schedule. Over one-third (33%) of men and almost half (47%) of women say they’d make this trade.

    ● They strongly prefer that organizations take a public stance on social issues. More than half (54%) of respondents want companies to publicly voice opinions, one-third (33%) say they strongly prefer their employers speak out. Younger generations are the drivers for this. Standing for something is more important to Gen Z and Millennials (64%) than to their Boomer (38%) counterparts.

    ● They want their companies to ensure their safety … or they won’t go to work. 50% say they will NOT work for companies if they don’t feel safe. Another 28% say that if they don’t feel safe they are unlikely to work for that company.

    ● They want leaders whose values align with theirs. The majority (60%) state that working for a leader who shares similar social beliefs is very or extremely important. Almost a third (29%) viewed this as somewhat important and only 12% said it was not at all important. Almost two-thirds of Millennial and Gen X respondents want to work with someone who thinks like they do.

    “This attitudinal shift -- across all generations - has implications well beyond the short-term accommodations that companies are making because of the pandemic. Companies must pay attention or risk losing talent to others who are putting employees first,” says Cawood.

    Benefits that matter most now
    The survey also looked at what benefits matter most to today’s professionals. While employees would like to engineer perfect work and life balances, when asked to rank benefits in order of importance, health insurance outranked lifestyle perks such as paid time off, flexible work schedules, and the ability to work remotely. Scoring 21 points higher than any other benefit, 45% of respondents said health insurance was the most/second most important benefit their company could offer.

    Offering a retirement or 401K plan came in second, with 25% of respondents choosing it as their first or second most important benefit. Flexible work schedules and the ability to work from home came in fourth and fifth, respectively.

    Methodology
    The WorldatWork Work Value survey, conducted online, captured responses from 5,417 working professionals, collected between 8/14/2020 – 8/31/2020. 46% of respondents identified as male, 54% identified as female. Respondents were screened to only include those that are full-time employed in the US.

    About WorldatWork®
    WorldatWork is the leading nonprofit professional association in compensation and Total Rewards. We serve those who design and deliver total rewards programs to cultivate engaged, effective workforces that power thriving organizations. We accomplish this through education and certification; idea exchange; knowledge creation; information sharing; research; advocacy; and affiliation and networking. Founded in the United States in 1955, today WorldatWork serves Total Rewards professionals throughout the world working in organizations of all sizes and structures.

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    Source: Cision

    https://www.prweb.com/releases/money_or_life_worldatwork_survey_of_5400_workers_choose_life/prweb17464884.htm

  • October 13, 2020 9:06 AM | Bill Brewer (Administrator)

    Employer-sponsored health insurance premiums rose 4 percent in past year: analysis

    BY JESSIE HELLMANN | 10/08/20 

    Employer-sponsored health insurance premiums rose 4 percent over the past year, outpacing the increase in workers’ wages and the rate of inflation, according to an analysis released Thursday by the Kaiser Family Foundation.

    Average annual premiums for employer-sponsored health insurance are now $7,470 for a single plan and $21,342 for a family plan, up 4 percent from the previous year. Those dollar amounts include both worker and employer contributions.

    Meanwhile, wages increased by 3.4 percent alongside 2.1 percent inflation. 

    About 157 million people get their insurance through work, and the costs have steadily risen over the years.

    The average premium for family coverage, including the employer contribution, has increased 22 percent over the last five years and 55 percent over the last decade.

    In 2020, on average, workers contributed 17 percent of the premium for single coverage — about $1,243 — and 27 percent for family coverage, or about $5,588.

    Rising health care costs have been one of the reasons behind stagnant wages.

    Eighty-three percent of covered workers had an annual deductible for single coverage that must be met because most services are paid for by the plan, according to the Kaiser Family Foundation analysis.

    The average deductible for single coverage was $1,644 in 2020, similar to the average deductible last year.

    Sixty-five percent of covered workers have coinsurance that requires they pay for a percentage of their care of meeting their deductible.

    The analysis concluded that health care costs were stable in 2020, with premium increases modest and consistent with recent years. However, as the analysis was conducted in the early days of the pandemic, it doesn’t address how employers responded to it.

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    Source: The Hill 

    https://thehill.com/policy/healthcare/520193-employer-sponsored-health-insurance-premiums-rose-4-percent-in-past-year

  • October 12, 2020 11:03 AM | Bill Brewer (Administrator)

    People voting in polling place

    Aaron Colby | Oct 10, 2020 

    Many food and hospitality businesses are incentivizing workers to vote. But, how does the law protect workers who are forced to choose between working and voting?

    Encouraging Civic Engagement

    Hospitality organizations of all sizes are encouraging employees to get out and vote. Examples include paid time off to vote, employee and customer voter registration initiatives, closing operations on Election Day, and free meals to poll workers. The encouragement is consistent across non-restaurant employers too. And, it has shown to make a difference.

    Schedule Conflicts Suppressing The Vote

    A Pew Research Center survey from the last national election shows several reasons Americans decided to not vote:

    “While a dislike of the candidates or issues was the most frequently cited reason for not voting, other top reasons included a lack of interest or a feeling that their vote wouldn’t make a difference (15%), being too busy or having a conflicting schedule (14%), having an illness or disability (12%) and being out of town or away from home (8%)....”

    Even so, a recent survey of HR professionals reveals that still less than half of businesses offer workers any time off to vote:

    • Paid Time To Vote. 45% of large organizations (500+ employees) said they are offering paid time off for voting, compared to 43% of medium organizations (100-499 employees), and 55% of small organizations (1-99 employees).
    • Unpaid Time To Vote. 33% of large organizations said they are offering unpaid time off for voting, compared to 30% of medium organizations, and 23% of small organizations.

    Like most Americans, many hospitality workers are scheduled to work when polls are open. But, what’s different is that most hospitality jobs are non-exempt (hourly) and either customer-facing or essential to daily operations, making efficient scheduling and attendance vital to success. There is an increased importance on “showing up to work on time” because absences may lead to lost revenue. The unintended impact can be a partial, albeit real, barrier to participating in the elective process.

    The Right To Time Off To Vote

    Having the right to vote is one thing; having the ability to exercise the right is another.

    Election Day is not (yet) a national holiday, and voters often face long lines at the polls.

    No federal law mandates that businesses give employees time off to vote. The right to time off to vote comes from state law.

    Only 30 states have laws that require time off work to vote. Common nuances between state laws guaranteeing workers time off to vote include:

    • Which workers must get time off to vote? Smaller businesses, newer employees, and independent contractors (like gig workers) may not be covered.
    • When workers may take time off to vote? Some laws provide time off “while polls are open” on Election days, whereas other laws do not specify. This issue may play out in the courts given the higher voting by mail and ballot box during the pandemic.
    • What amount of time off do workers get to vote? State laws differ, ranging from two hours, three hours, a “reasonable time,” “the morning of Election Day,” to depending on whether the worker can get to the polls when not working.
    • Whether workers must be paid for the time off to vote? 23 of the 30 state laws mandate the time off to vote also have some element of pay for the time (the other seven state laws require at least unpaid time off).
    • Whether workers must provide proof of voting? Most state laws do not require workers to present proof of voting, but at least seven do in certain circumstances (such as for documentation to be paid for the time).
    • Whether workers must give advanced notice for time off to vote? Most state laws do not require notice, however, some do require “reasonable” notice or notice a day or two before the election.

    Bottom line: whether it is because you have the time, your company gives you the time, or you carve out the time, exercise your right to vote.

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    Source: Forbes

    https://www.forbes.com/sites/aaroncolby/2020/10/10/exercising-the-right-to-time-off-to-vote/#337a3eb668a4

  • October 07, 2020 9:06 AM | Bill Brewer (Administrator)

    AUTHOR: Ryan Golden | PUBLISHED: Oct. 1, 2020

    Companies largely haven't cut back on fitness classes, citing cultural and employee-health concerns as cause for continued investment, sources told HR Dive.

    During the U.S. public-health response to COVID-19, many employees witnessed the closure of their physical workplaces and other community fixtures, including gyms, yoga studios, spas and similar facilities.

    The latter group of closures affected employee engagement and retention efforts among employers that offer benefits programs centered around physical fitness and personal wellness. According to the Society for Human Resource Management's 2019 Employee Benefits survey, nearly one-third of U.S. employers offered fitness center memberships or subsidies or reimbursements for fitness classes. Such arrangements were more common than on-site fitness centers or classes, offered by 29% of employers as of last year.

    Prior to the pandemic, physical fitness benefits formed "a major component" of wellness strategy, according to the SHRM survey. But providers that facilitate these benefits told HR Dive that COVID-19 necessitated a massive shift.

    Providers follow the remote trend

    Since March, a number of employers have closed physical worksites and asked employees to work from home. Per a July survey by Gartner, more than 80% of company leaders planned to permit some form of remote work after the pandemic.

    The move to online work was accompanied by a movement to online delivery of certain employee benefits, including many healthcare services. A shutdown of in-person care led to increased use of telehealth services, and experts in the space suggested telehealth can continue to be an important part of the benefits ecosystem moving forward.

    A similar development may be emerging with respect to fitness benefits. ClassPass, a fitness class booking platform with a business-to-business product, pivoted "very quickly" to virtual offerings as certain markets entered lockdown, said Nicole Wolfe, the company's head of corporate programs.

    Ryan Golden/HR Dive, data from the Society for Human Resource Management's 2019 Employee Benefits survey

     

    Employees using ClassPass can access online video sessions either by signing up for them in advance or by accessing pre-recorded content on demand. Since the move to virtual delivery, users are trying new types of programs in different markets, Wolfe said. Those based in New York, for example, might take yoga sessions delivered by studios in London. Fitness centers have also helped the company navigate certain public-health closures. When officials in San Francisco prohibited indoor workouts, some providers held outdoor events like bootcamps instead.

    One-on-one fitness sessions have increased in popularity since the pandemic began, perhaps due to the fact that group classes are no longer available in many markets, but employers are also using ClassPass benefits as a way to team build, Wolfe said.

    Other vendors made a similar transition. Peerfit, which offers an employee-benefit platform for scheduling personalized fitness activities, launched a digital product that made use of existing digital classes and other activities already on its provider network. It also allowed employers to purchase this digital product without the company's traditional brick-and-mortar offering, said Emma Maurer, vice president of enterprise health at Peerfit.

    Before the pandemic, Peerfit also emphasized the ability of its platform to bring employees together via shared fitness experiences. That's continued during the pandemic, Maurer said. Streamed classes allow employees to invite their co-workers to join virtually.

    "We are seeing our users starting to go back to in-person classes," Maurer said, adding that the number of subscriptions and views of digital content on Peerfit is also down from April. Providers within the company's network are beginning to reopen, albeit with additional health and safety precautions. "Gyms are taking this health crisis seriously and there are additional precautions that our members need to know about," she said.

    COVID-19 hasn't led to significant cuts

    Digital offerings might make sense in the current environment as some research suggests a potentially negative outlook for brick-and-mortar fitness centers. For example, a TD Ameritrade survey of U.S. adults published in May found 61% planned to exercise at home instead of paying for the gym. Across the country, reopening gyms and similar locations have struggled to comply with public regulations and mitigate the risks of exercising indoors during a pandemic, NPR reported in September.

    Yet these observations haven't necessarily caused employers to drop fitness benefits. Most large-employer members of the Business Group on Health, roughly 80%, "have no plans to open on-site fitness centers anytime soon," said LuAnn Heinen, vice president of BGH and leader of its Well-being and Workforce Strategy Institute. "Clearly that only reflects the impact of COVID and not the import and the value of fitness programs that employers know employees need and value," she added.

    Other Business Group members are either continuing with plans to open such centers in the future or have existing centers open in select locations, Heinen said, and vendors that offer access to digital fitness classes have become popular. "Companies that didn't already have those kinds of options are certainly looking into them," she explained.

    Moreover, pushback on virtual fitness classes has been minimal, Heinen said. On a recent benchmarking call of BGH members, one HR representative said they had received some internal pushback on virtual-class usage. For the most part, however, Heinen said she hasn't heard talk of any cuts to fitness benefits from members. "Things may be a little bit on pause and getting recalibrated, but we haven't heard about cuts — I haven't."

    This tracks with findings about employers' larger well-being investment during the pandemic. A survey conducted earlier this year by Willis Towers Watson found the vast majority of employers would not be changing their wellness benefit budgets, said Regina Ihrke, North America well-being leader at the firm.

    The two vendors who spoke to HR Dive noted that they were both flexible with their payment options as the pandemic set in. Wolfe said that ClassPass has traditionally moved away from a per-employee-per-month payment model so that employers are paying for workers who actually use the program. "When the pandemic hit, we actually froze all our memberships," Wolfe said. "Now it's really kind of on them to determine when they want to come back on."

    "Things may be a little bit on pause and getting recalibrated, but we haven't heard about cuts — I haven't."

     

    LuAnn Heinen

    Vice President, Leader of Well-being and Workforce Strategy Institute, Business Group on Health

    "I think everyone was worried," Maurer said, noting that Peerfit's many public-sector clients faced falling revenues and had difficulty maintaining existing benefits without making adjustments, as did others. The company offered clients the opportunity to freeze their contracts for up to 60 days, keeping the benefit an option for employees if they wanted to buy fitness experiences for themselves. "It was more from a position of compassion [to freeze the contracts] than really anything else."

    Peerfit is now seeing interest from clients in ramping up their fitness benefits, Maurer said, adding that employers may be concerned about COVID-19 causing workers to feel isolated. "I think employers are looking for a way to build back their culture, to create a sense of connectivity and togetherness again."                                         

    What wellness may look like post-pandemic

    Employers who spoke to HR Dive mainly confirmed the importance of wellness benefits moving forward. Ultimate Kronos Group, the company recently formed from the April merger of Kronos and Ultimate Software, set up virtual fitness classes for employees and their children over the past few months, and the company plans to hold a competitive company-wide step challenge in October as employees work remote, said Chief People Officer Dave Almeda.

    Tess Hamberg, a wellness consultant employed by Aetna who works with engineering consulting firm WSP, said that WSP shifted its wellness strategy to focus on supporting employees during the transition to working from home. WSP had already brought on ClassPass before the pandemic, and the ability to offer virtual access to classes was a component of a broader strategy to better match benefits strategy to the virtual environment.

    Those virtual offerings are likely to be a permanent feature of WSP's benefits package moving forward, Hamberg said; "It’s like the cat's out of the bag at this point because we realize that it's an option that's now available to us. COVID really pushed a lot of people to realize we can do all these offerings that we didn't think of before or just never utilized."

    Worries about employees' mental health are also likely to continue, Ihrke said, but employers who've spoken to Willis Towers Watson noticed increased engagement on digital communications regarding mental health, even as use of employee assistance programs decreased at some firms.

    Those concerns can be addressed by digital offerings, though sources still perceive deficiencies in mental healthcare in the U.S. "COVID, like so many other things, exposed the cracks, the weakness and the needs that we haven't met in our healthcare system," Heinen said. "If [companies] didn't have a full suite of virtual benefits, they certainly have it now."

    But wellness isn't one-dimensional. "There is this 'watch out' phase that's now starting to get heightened in not ignoring the physical well-being aspects," Ihrke noted, due to worries that employees are getting less activity and making less healthy decisions. "I think there is concern that, if we ignore that piece too long and just focus [on] mental health, we are going to face more significant issues long-term."

    In the meantime, gyms, studios and other businesses are moving to accommodate the virtual trend long-term. "I think it's here to stay," Maurer said. "[Providers] have kind of learned that they needed another way to stay alive … if folks were still fearful of going back to gyms then they would need to offer virtual content."

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    Source: HR Dive

    https://www.hrdive.com/news/fitness-benefits-moved-online-during-covid-19-but-will-they-stay-there/586229/

  • October 07, 2020 8:29 AM | Bill Brewer (Administrator)

    Companies to Shrink Offices as Remote Work Becomes ‘New Normal’

    Ian King | Tue, October 6, 2020, 3:03 PM PDT

    More than half of companies plan to shrink their offices as working from home becomes a regular fixture after the Covid-19 pandemic ends, according to a survey by Cisco Systems Inc.

    Some 53% of larger organizations plan to reduce the size of their office space and more than three quarters will increase work flexibility. Almost all of the respondents were uncomfortable returning to work because they fear contracting the virus, the poll found.

    Cisco, the largest maker of networking equipment, recently surveyed 1,569 executives, knowledge workers and others who are responsible for employee environments in the post-Covid era. The findings suggest many of this year’s radical changes to work life will remain long after the pandemic subsides.

    The poll, conducted for Cisco by Dimensional Research, concluded that working from home is the “new normal.” More than 90% of respondents said they won’t return to the office full time. 12% plan to work from home all the time, 24% will work remotely more than 15 days of each month, while 22% will do that eight to 15 days every month.

    Working From Home Trend to Continue After Covid

    A quarter of those surveyed say they'll be WFH half the time

    Source: Cisco Survey

    Cisco’s Webex video conferencing service has benefited from lockdowns that have kept millions of people working and studying from home. It’s also faces rising competition from Zoom Video Communications Inc.

    For employees who do return to the office, Webex is adding environmental sensors that plug into its current video-conferencing gear. That will help companies identify over-used and under-utilized spaces, while complying with room capacity limits.

    Underscoring the importance of conferencing software, according to the survey, 98% of all meetings post Covid will include a remote attendee. That doesn’t mean users are happy with their current experience. Some 98% shared frustrations with video conferences.

    Top Ten Gripes About Conference Calls

    Cisco survey reveals unhappiness with meeting technology


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    Source: Bloomberg

    https://www.bloomberg.com/news/articles/2020-10-06/companies-to-shrink-offices-as-work-stays-remote-after-pandemic

  • October 01, 2020 6:56 AM | Bill Brewer (Administrator)

    Friday, September 18, 2020

    California employers with as few as five employees must provide family and medical leave rights to their employees under a new law signed by Governor Gavin Newsom on September 17, 2020. The new law significantly expands the state’s existing family and medical leave entitlements and goes into effect on January 1, 2021.

    Senate Bill 1383 (SB 1383) also expands the covered reasons for protected leave and the family members whom employees may take leave to care for under the law.

    Expanded Eligibility to Small Employers

    Under pre-existing law, employers were not required to provide family care and medical leave under the California Family Rights Act (CFRA) (Cal. Gov. Code section 12945.2), if the employee seeking leave worked at a worksite with fewer than 50 employees within a 75-mile radius. Similarly, employers were not required to provide “baby bonding” leave under the New Parent Leave Act (NPLA) (Cal. Gov. Code section 12945.6), if the employee seeking leave worked at a worksite with fewer than 20 employees within a 75-mile radius.

    SB 1383 repeals CFRA and NPLA and expands the obligation to provide leave to small employers not covered before. The new law requires employers with at least five employees to provide an otherwise eligible employee with up to 12 workweeks of unpaid job-protected leave during any 12-month period for certain covered reasons. The employer must maintain and pay for the employee’s coverage under a group health plan for the duration of the leave at the level and under the conditions coverage would have been provided if the employee had continued in employment continuously for the duration of the leave.

    Additional Covered Family Members and Expanded Reasons for Leave

    SB 1383 also expands the covered family members and potential reasons for which an eligible employee may take leave. Under SB 1383, eligible employees may take leave to bond with a new child of the employee or to care for themselves or a child, parent, grandparent, grandchild, sibling, spouse, or domestic partner.

    Under the prior CFRA statute, leave for purposes of caring for a family member was available only if the family member was the employee’s child, a parent, spouse, or domestic partner.

    With the enactment of SB 1383, all eligible employees will be able to care for grandparents, grandchildren, and siblings, unlike under the prior CFRA statute.

    SB 1383 contains other significant changes. It requires an employer that employs both parents of a child to grant up to 12 weeks of leave to each employee. Under pre-existing law, the employer only had to grant both employees a combined total of 12 weeks of leave.

    The new law also requires employers to provide up to 12 weeks of unpaid job-protected leave during any 12-month period due to a qualifying exigency related to the covered active duty or call to covered active duty of an employee’s spouse, domestic partner, child, or parent in the Armed Forces of the United States. Lastly, SB 1383 does not permit an employer to refuse reinstatement of “key employees” as was previously allowed by the CFRA under qualifying circumstances.

    Under SB 1383, employees will still need to meet eligibility requirements, including 12 months of service and 1,250 hours worked for the employer in the previous 12-month period, to qualify for family and medical leave.

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    Source: The National Law Review

    https://www.natlawreview.com/article/new-california-law-significantly-expands-employee-entitlement-to-family-and-medical

  • September 24, 2020 8:02 AM | Bill Brewer (Administrator)

    texas school reopening

    Marguerite Ward 

    Sep 14, 2020, 10:11 AM

    • One out of every five businesses have had employees quit or reduce their hours due to childcare needs during the pandemic, per a recent survey of about 235 employers by HR nonprofit WorldatWork. 
    • To prevent more employees, mainly women, exiting the workforce, more companies are stepping up and expanding childcare benefits. 
    • Bank of America's global HR lead Sheri Bronstein said providing childcare benefits is crucial to not only the company's success, but maintaining a healthy economy. 
    • In addition, KPMG, PwC, and other top companies have expanded or added new childcare benefits recently.

    A childcare crisis in the US has already begun. 

    Some 21% of companies have seen employees quit their jobs to help their child learn from home during the pandemic, according to an August survey of about 235 employers by HR nonprofit WorldatWork. Data from childcare provider Bright Horizons found that 13% of working parents have quit or reduced their hours in the last few months because of childcare conflicts, Human Resource Executive reported

    If that data is indicative of the larger US population, that's hundreds of thousands of Americans, mainly women, exiting the workforce right now or scaling back their careers, as economists predicted. This is because, while some other highly industrialized countries offer national, affordable childcare, the US does not

    Right now, the Republican-controlled Senate is sitting on two bills, the Child Care is Essential Act and the Child Care for Economic Recovery Act. They would provide a combined $100 billion in direct childcare funding over the next five years, including $50 billion in immediate pandemic relief. 

    But it's unclear if the legislation will be passed. 

    In the absence of a public program or bailout thus far, more companies are taking it upon themselves to keep their workers, well, working.

    Take Bank of America for example, the company recently announced that eligible employees can get unlimited reimbursements of $75 or $100 per day, depending on their compensation, to pay for childcare arrangements. The policy, among others, goes through the end of the year. 

    Bank of America's Sheri Bronstein, the company's chief human resources officer, spoke with Business Insider about the decision.

    "We don't want to have a childcare crisis, in the macro sense, because if we do, we're not going to be able to have productive employees and teammates who can do their jobs. It's just one of the most important things," she said. 

    Providing childcare benefits isn't just good for business (and workers) in the short-term. Employees will remember how their companies treated them during this time, too, down the line. 

    "There will come a time when the employment market is better and this is the time to really create that bond, that loyalty and continue to drive culture," she said.

    Here's what employers are doing to support working parents. 

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    Source: Business Insider

    https://www.businessinsider.com/discount-daycare-childcare-employee-benefits-kpmg-citibank-dell-2020-9#palo-alto-networks-has-extended-work-from-home-availability-through-july-2021-and-gave-each-employee-1000-per-year-to-spend-on-a-number-of-flexible-benefits-like-tutoring-for-children-6

  • September 22, 2020 7:56 AM | Bill Brewer (Administrator)

    Walmart pay increases: Retailer raising wages for 165,000 employees

    Kelly Tyko | September 17, 2020 

    Walmart is giving approximately 165,000 hourly workers a raise by introducing new leadership roles and "cross-training opportunities."

    The retail giant announced it was introducing a "team-based operating model" in Supercenters, similar to one that has been successful at Sam’s Club over the past year and in Neighborhood Market stores this year.

    "We’re investing in new roles and skills training to give us the flexibility to serve customers anytime and anywhere," Dacona Smith, Walmart U.S. chief operating officer, said in a blog post Thursday. "In turn, associates will have more room for career and pay growth."

    Smith said the pay increases will start in October and take the place of the annual increase employees typically have to wait until February or April to receive.

    Smith said the new structure "is built around higher-skilled jobs of the future, and the compensation for those roles reflects that."

    The new salaried and hourly roles come with higher pay and Walmart will also raise pay for some current salaried employees including digital, asset protection and auto care center assistant managers.

    "The new wage ranges for the hourly team lead roles start at between $18 and $21 an hour and can go up to $30 an hour in Supercenters," Smith said. "Through this new, tiered structure for team leads, we’re creating room for pay and career growth while investing in areas like pickup and delivery as customers increasingly turn to those options."

    Smith said Walmart also is investing in some hourly positions including the deli and bakery where minimums are "increasing from $11 an hour to $15 or higher.

    "We are re-investing in several ways to provide associates with higher and more consistent base pay," Smith said. "Likewise, for these select hourly roles, this increase will also take the place of the regular quarterly bonus and become part of their base pay going forward, offering more predictability and more pay in their hourly wages."

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    Source: USA TODAY

    https://www.usatoday.com/story/money/2020/09/17/walmart-wage-increase-165000-employees-new-leadership-roles/3480101001/ 

  • September 16, 2020 8:40 AM | Bill Brewer (Administrator)

    Baltimore Teachers Union

    By Jeff Nowak on September 14, 2020

    On September 11, 2020, the U.S. Department of Labor (DOL) issued revised regulations under the Families First Coronavirus Response Act (FFCRA) following a federal court’s decision that invalidated a handful of regulatory provisions interpreting the FFCRA.  Although the DOL was widely expected to address the court decision through revised regulations and/or court action, these new regulations throw additional curveballs for employers already struggling to comply with extensive COVID-19-related legislation.

    Over the weekend, five Littler colleagues and I (including Bill AllenAlexis KnappLauren MarcusEmilie HammersteinMike Lotito) discussed, debated, even delighted in these new regulations.  [No, we didn’t delight. The DOL dropped these new regs at 6:15pm ET Friday night. Yeah, I might love the FMLA, but not on a Friday night at 6:15pm. No thank you, DOL.]

    Yesterday, we published a comprehensive alert for employers on these DOL’s new regulations. If clicking through is too much work, here are the details of our post below.

    Decision Invalidating Parts of Rule and DOL’s Response

    As background, on August 3, 2020, a federal court in New York struck down four parts of the FFCRA’s final rule: (1) the requirement that leave under the Emergency Paid Sick Leave Act (EPSLA) and the Emergency Family and Medical Leave Expansion Act (EFMLEA) are available only if an employer has work available for the employee from which leave can be taken (“the work availability requirement”); (2) the requirement that an employee must have employer consent to take FFCRA leave intermittently; (3) the definition of an employee who is a “health care provider,” who an employer may exclude from use of FFCRA leave; and (4) the requirement that employees must provide their employers with certain notice and documentation before taking FFCRA leave (rather than after the leave begins).

    In response, the DOL has issued revised regulations in which it clarified and doubled down on some of its original positions, while making some regulatory changes in line with the court’s ruling.  Dare I say, the DOL even got a little saucy with the New York court at times in defending its positions on various rules.  [Love that spunk, DOL!]

    In its revised regulations, set to be published and take effect on September 16, 2020, the DOL:

    • Reaffirms that EPSLA and EFMLEA leave may be taken only if the employer has work available from which an employee can take leave, and provides its reasoning why this precondition is critical;
    • Confirms that intermittent leave under FFCRA can only be taken with employer approval;
    • Provides an amended definition of “health care provider” that is narrower than its original regulations to cover employees who are health care providers under the classic Family and Medical Leave Act (FMLA) definition, as well as other employees who are employed to provide diagnostic, preventive, or treatment services, or other services that are integrated with and necessary to the provision of patient care; and
    • Clarifies the timeline for when an employee must provide notice of the need for leave and supporting documentation.

    The DOL Stands Firm on the Work Availability Requirement

    Under the DOL’s original rule, one of the requirements for taking FFCRA leave (under both the EPSLA and EFMLEA) is that the employer must actually have work available for the employee to perform when the need for FFCRA leave occurs.  If the employee is not scheduled to work—whether due to a furlough, business closure or otherwise—there is no work from which to take leave.

    In vacating this rule, the court found that the DOL’s “barebones explanation” for the work availability requirement was deficient in that it did not provide sufficient analysis as to the reason why work must be available for leave to be available. The court’s decision to strike down the work availability requirement stood in contrast to long-standing FMLA regulations, which make clear that periods of time when an employee would not otherwise be expected to work do not count against an employee’s FMLA leave entitlement.

    In its new final rule, the DOL held firm that an employer must have work available for an employee in order for the employee to be eligible for FFCRA leave.  In other words, the employee’s FFCRA reason for leave must be the sole (“but-for”) reason they are not working.  In doing so, the DOL made clear:

    . . . if there is no work for an individual to perform due to circumstances other than a qualifying reason for leave—perhaps the employer closed the worksite (temporarily or permanently)—that qualifying reason could not be a but-for cause of the employee’s inability to work. Instead, the individual would have no work from which to take leave. The Department thus reaffirms that an employee may take paid sick leave or expanded family and medical leave only to the extent that any qualifying reason is a but-for cause of his or her inability to work.

    In its analysis, the DOL observed, “leave is most simply and clearly understood as an authorized absence from work; if an employee is not expected or required to work, he or she is not taking leave.”  The DOL also revisited one of the FFCRA’s core purposes of discouraging employees who might be likely to spread the virus from reporting to work, and pointed out that work must be available for that purpose to be effectuated.

    Notably, the Agency cautioned that removing the work availability requirement would lead to “perverse” results.  Take, for instance, an employer that closes its doors or limits business hours and furloughs employees, none of whom would receive pay for being off work. Under the court’s reading, a furloughed employee with a qualifying reason for FFCRA leave could take EPSLA or EFMLEA leave, even when the business is otherwise closed or lacks available work. As the DOL noted, this employee would be paid during this period of leave, while their co-workers who do not have a qualifying reason for FFCRA leave would not be paid. As such, the DOL stood firm in its position on the work availability requirement, and reinforced that employees on furlough or temporary layoff status are more appropriately directed to contact their unemployment agency, rather than seek paid leave from their employer.

    The DOL underscored, however, that employers may not arbitrarily withhold work in order to thwart an employee’s ability to take leave and emphasized that the unavailability of work must be due to legitimate, nondiscriminatory, non-retaliatory business reasons.

    Definition of “Health Care Provider”

    The FFCRA permits employers to exclude “health care providers” from some or all forms of EPSLA or EFMLEA leave.  In its original rule, the DOL provided an expansive definition of “health care provider” for FFCRA purposes that focused on the types of employers that could exercise the exemption.  In striking down the DOL’s broad, original definition, the court noted that any definition of “health care provider” must require “at least a minimally role-specific determination” of who is capable of providing healthcare services, depending upon the “skills, roles, duties, or capabilities” of the employees, and may not “hinge[] entirely on the identity of the employer.”  In other words, the court held that a health care employer would need to undertake a position-specific analysis of whether someone met the definition of health care provider before deciding whether leave was permitted, and that the definition of “health care provider” should also be much narrower (which would, in theory, permit more employees to take FFCRA).  When it invalidated the DOL’s original definition, the court referred only to the very narrow definition of “health care provider” under classic FMLA, leaving a regulatory gap for the DOL to again try to fill.

    In response, the DOL crafted a definition that focuses on employees whose duties or capabilities are directly related to the provision of health care services or are so integrated to provision of such services so as to adversely impact patient care if not provided.  Accordingly, the new regulations remain far broader in scope than the classic FMLA definition of health care provider, while eliminating those employees whose services are not related or integral to provision of health care services.

    More specifically, for purposes of that exemption, the DOL revised the regulatory definition of “health care provider” to include only employees who: (1) meet the definition of that term under the existing FMLA regulations; or (2) are “employed to provide diagnostic services, preventive services, treatment services or other services that are integrated with and necessary to the provision of patient care and, if not provided, would adversely impact patient care.”

    Existing FMLA Regulations

    The existing FMLA regulations define “health care provider” to include doctors of medicine and osteopathy and “others capable of providing health care services.”  The definition also includes podiatrists, dentists, clinical psychologists, optometrists, chiropractors, nurse practitioners, nurse-midwives, clinical social workers, physician assistants, and certain Christian Science practitioners.  Somewhat circularly, the existing FMLA regulations also recognize health care providers from whom an employer or employer’s group health plan’s benefits manager will accept certification of a serious health condition for purposes of substantiating a claim for benefits.

    Newly Revised FFCRA Regulations

    To fill the gap left by the court, the DOL asserts that the scope of health care services for purposes of the FFCRA must take into account the context of a pandemic and encompass a broader range of services than in the limited, classic FMLA context of diagnosing serious health conditions and filling out medical certifications.  The DOL underscored that a broader definition of “health care provider” for purposes of the exemption is justified because “those employees’ services are important to combating the COVID-19 public health emergency and are essential to the continuity of operations of our health care system in general” and thus, their absences from work would be “particularly disruptive.” Consequently, the DOL drew upon the definition of “health care service” in the Pandemic Hazards Preparedness and Advancing Innovation Act of 2019 to identify relevant health care services.  The revised FFCRA regulations clarify the various types of services that constitute health care services as follows:

    Diagnostic: Includes taking or processing samples, performing or assisting in the performance of x-rays or other diagnostic tests or procedures, and interpreting test or procedure results.

    Preventive: Includes screenings, check-ups, and counseling to prevent illnesses, disease, or other health problems.

    Treatment: Includes performing surgery or other invasive or physical interventions, prescribing medication, providing or administering prescribed medication, physical therapy, and providing or assisting in breathing treatments.

    Integrated: Those services that are “integrated with and necessary to diagnostic, preventive, or treatment services and, if not provided, would adversely impact patient care, including bathing, dressing, hand feeding, taking vital signs, setting up medical equipment for procedures, and transporting patients and samples.”

    Consistent with the focus on employees rather than employers, the revised FFCRA regulations specifically identify the following types of employees who may continue to be excluded from taking FFCRA paid leave:

    1. nurses, nurse assistants, medical technicians and others directly providing diagnostic, preventive, treatment or other integrated services;
    1. employees providing such services “under the supervision, order, or direction of, or providing direct assistance to” a health care provider; and
    1. employees who are “otherwise integrated into and necessary to the provision of health care services,” such as laboratory technicians who process test results necessary to diagnoses and treatment.

    The revised regulations then specifically exclude those who do not actually provide such health care services, even if their services could affect the provision of health care services, “such as IT professionals, building maintenance staff, human resources personnel, cooks, food services works, records managers, consultants, and billers.”

    The DOL provided an “illustrative list” of “typical work locations” where employees providing health care services may work, including the following:  “a doctor’s office, hospital, health care center, clinic, medical school, local health department or agency, nursing facility, retirement facility, nursing home, home health care provider, any facility that performs laboratory or medical testing, pharmacy, or any similar permanent or temporary institution, facility, location, or site where medical services are provided.”  The specifically identified locations match the list in the original FFCRA regulations, while the “catch-all” is similar to the original regulations but eliminates “similar institution, Employer, or entity” as a modifier to the locations.  Of course, an employee need not work at one of these enumerated facilities to be a health care provider for FFCRA purposes, and working at one of these facilities does not necessarily mean an employee is a health care provider.

    Intermittent Leave Still Requires Employer Consent—But “Intermittent” May be Defined Differently than Employers Previously Thought

    In striking down the DOL’s rule on intermittent FFCRA leave, the court questioned the DOL’s blanket requirement that an employee have employer consent to take intermittent FFCRA leave, finding that the DOL had not explained its rationale for such consent.  Sticking to its original position, the DOL stood firm in these new regulations on its position that intermittent FFCRA leave is available only when the employer consents, but offered an extensive rationale for its position.

    In contrast to the FMLA, the FFCRA itself does not address intermittent leave, giving the DOL broad regulatory authority to fill this statutory gap.  In revisiting its original regulations, the DOL noted that the classic FMLA regulations generally provide for intermittent leave only for certain qualifying reasons (e.g., where intermittent leave is medically necessary), or where the employee and employer agree to an intermittent leave arrangement (such as for bonding leave following the birth or placement of a child).  The DOL further harkened back to the classic FMLA regulations, which require that, when the need for leave is foreseeable, it must be scheduled in a way that is minimally disruptive to business operations—leading the DOL to reinforce the requirement of employer consent for FFCRA leave.

    In the case of leave to care for a child whose school or place of care is closed, medical necessity is not an applicable framework.  Thus, the DOL noted that FFCRA leave obligations should “balance the employee’s need for leave with the employer’s interest in avoiding disruptions by requiring agreement by the employer for the employee to take intermittent leave.” Leave in this instance, according to the DOL, is akin to an employee taking intermittent leave to bond with a child after childbirth or placement into adoption or foster care. Consequently, intermittent FFCRA leave can only be taken with the consent of the employer.

    Notably, however, the DOL’s use of the term “intermittent” seems to have taken on some new substance.  More specifically, the preamble to the DOL’s new regulations address administration of FFCRA leave when an employee’s child participates in hybrid learning in which schools operate on adjusted or alternating schedules.  Here, each day of school closure “constitutes a separate reason for FFCRA leave that ends when the school opens the next day.”  As a result, intermittent leave is not necessary on these occasions because the “school literally closes . . . and opens repeatedly.”

    Easing Documentation and Notice Requirements in Certain Instances

    In its decision, the NY court invalidated the final rule to the extent it required the employee to provide documentation prior to taking FFCRA leave, as it rendered some of the statutory provisions unworkable.

    Taking note of the court’s admonition, the DOL tweaked the existing regulations to clarify that any documentation required under Section 826.100 need not be provided before leave begins, but rather may be given “as soon as practicable, which in most cases will be when the employee provides notice” of the need for FFCRA leave.

    Further, in situations where an employee seeks EFMLEA leave to care for a child whose school or place of care is closed, the DOL confirmed that the employee must provide the employer with notice of leave as soon as practicable under the circumstances.  If EFMLEA leave is foreseeable, such as in instances where the employee learns in advance that school will be closed, the DOL anticipates that the employee generally will provide notice before taking leave.

    New FAQs

    In conjunction with issuing revised regulations, the DOL updated and added to its FAQs to reflect the new guidance in the following ways (as of the publication of this article):

    • The updated FAQs note an employee must provide their employer with the required documentation and information “as soon as practicable.”
    • The FAQs regarding intermittent leave under both EPSLA and EFMLEA are updated to provide that an employee whose child’s school or place of care is closed, may still only take leave under the FFCRA intermittently if the employee and the employer agree.  The example given is that if you have another family member watch your child on Tuesday and Thursday, but cannot work on Monday, Wednesday and Friday, you would need employer approval to use the leave intermittently.  However, in line with the amendment discussed above, the FAQ notes that if an employee’s child’s school or place of care is closed on alternating days, leave may be used intermittently even without employer permission, because it is really being used in single, full-day increments and is not, in fact, “intermittent.”
    • The DOL also amended the FAQ providing “who is a ‘health care provider’” to track the updated definition.
    • The DOL added FAQs # 101-103 specifically addressing the effect of the NY court decision and the new regulations.

    Insights for Employers

    There certainly is some good news for employers here, as the DOL provides a common-sense application of the work availability rule that enjoys a much stronger chance of surviving legal challenge in the future.  The new rule also carefully balances an employer’s operational needs when an employee requests intermittent leave.  Employers also should be mindful of the DOL’s changes on the timing of notice of the need for FFCRA leave and the timing of documentation requirements.

    In the meantime, the DOL’s regulatory changes have immediate impact on health care employers, particularly those that have exempted some or all of their employees from FFCRA leave as a result of the DOL’s initial sweeping rule regarding health care providers.  We encourage these employers to seek counsel on the scope of employees now exempt from FFCRA leave.  In addition, to the extent employers have questions about whether they should take any actions to mitigate risk from having followed the prior regulations on any of these issues, they should also consult with their favorite employment counsel to discuss strategy and approach.

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    Source: FMLA Insights - Guidance & Solutions for Employers

    https://www.fmlainsights.com/dol-revises-ffcra-regulations-to-clarify-paid-leave-rules-in-wake-of-new-york-federal-courts-decision/

  • September 14, 2020 1:16 PM | Bill Brewer (Administrator)
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    BY JIM FICKESS, WORLDATWORK AUGUST 11, 2020

    Total United States salary budget increases fell for the first time in a dozen years, according to WorldatWork’s “2020-21 Salary Budget Survey.”

    Respondents, who took the survey during the COVID-19 economic fallout, said the average salary budget hike will be 2.9%, a pronounced departure from the projected increase of 3.3%.

    Contributing to the decline in average salary increase budgets is the significant increase in the percentage of organizations indicating a 0% salary budget increase for 2020 – nearly 10 times higher than 2019. Meanwhile, respondents typically budgeting in the 3% to 4% mean range declined by 7 to 10 percentage points, depending on industry sector.

    Yet, 84% of organizations expect to pay some form of salary increases in 2020.

    The last time the survey saw a decline in salary budget increases was during the Great Recession of 2008-09. An updated survey will be fielded in October to offer further insights into salary budget strategies during the pandemic.

    “As the economy recovered following the financial collapse in 2008, we first saw a gradual rise in salary increase budgets, then a leveling off. But over the past two years with low unemployment rates and increased competition for talent, we saw a bigger jump in salary increase budgets,” said Sue Holloway, Director, WorldatWork. “Now, the sudden jolt of the pandemic has driven a higher percentage of organizations indicating a zero salary increase budget for 2020. More than 70% of companies are still giving increases in the 3% to 4% range.”

    The 47th annual survey, the longest running of its kind, provides CEOs, Chief Financial Officers and HR professionals with comprehensive, year-over-year data to design competitive compensation plans and total rewards strategies that attract and retain high-performing employees. The data covers nearly 14 million employees from 19 countries.

    A total of 4,754 organizations responded to the survey while addressing unprecedented business challenges, down less than 10% from 2019.

    Among the highlights of the survey:

    • Industry: While most industry shifts in salary increase budgets are downward, public administration and accommodation and food services were least affected this year, showing no change from 2019. Although stable this year, public administration is projected to have one of the largest falls in 2021. At 1.5%, educational services saw the lowest salary increase budgets.
    • Merit pay: Average merit increase budgets for 2020 were reported at 2.6%, a 0.3% drop from 2019.
    • Performance-based pay: Even though the size of all salary increase budgets, including merit budgets, declined in 2020, organizations continue to differentiate base pay-related awards. Average performance-based pay increases for 2020 are expected to fall to 2.5% for middle performers and 3.6% for high performers.
    • Pay-equity adjustments: 65% of responding organizations expect to make pay adjustments in 2020 to remediate pay equity issues, and about the same number are anticipating pay equity adjustments in 2021.
    • Metro areas: Denver and Seattle saw the largest average salary increase budgets in 2020.
    • Around the globe: India saw the largest swing in salary increase budgets, dropping from 9.9% in 2019 to 8.4% in 2020. However, India’s 8.4% reflects the largest salary increase budget in the world.

    2021 salary budget increases will likely mirror 2020, respondents predicted. But those projections could change with the October updated survey,

    “We recognize the impact of the pandemic will lag,” Holloway said. “The October results of the updated survey will give a better indication of the future state of salary budgets.”

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    Source: WorldatWork

    https://worldatwork.org/workspan/articles/salary-increase-budgets-fall-for-first-time-in-12-years 

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