by admin | Aug 18, 2022 | Workplace
The Americans with Disabilities Act of 1990 makes it illegal for companies to discriminate in employment against a qualified individual with a disability, according to the U.S. Equal Opportunity Commission (EEOC). This legislation, which has been amended in the years since it was originally signed into law, provides guidelines to employers for accommodating and being fair to the differently abled.
There are limitations to protection.
“An individual with a disability must also be qualified to perform the essential functions of the job with or without reasonable accommodation, in order to be protected by the ADA,” according to the EEOC. Specifically, they must meet the requirements set by the employer for education, employment experience, skills, licenses, and other job-related standards. In addition, they must also perform their job obligations with or without accommodations.
The job description matters.
In the eyes of the law, the job description matters because it will be considered proof of the requirements and duties the employee – regardless of disability – must perform. Therefore, HR leaders should carefully craft job descriptions.
This is actually a good fit with a general trend of greater transparency and a hiring process that is more likely to help employers find a good match in job candidates to avoid attrition. People should know what their days will be like, how they can succeed on the job, and what tasks they will have to accomplish.
Accommodation is not as simple as it sounds.
Reasonable accommodation refers to making a change or modification to make it possible for a qualified applicant or employee, who is disabled, to apply for the job, do the job, and experience treatment equal to others. In the legal sense, this could mean providing devices, making the workplace accommodating with structures like doorways wide enough for wheelchairs, and providing interpreters.
There is a caveat to providing reasonable accommodation. Some might see it as a loophole:
“It is a violation of the ADA to fail to provide reasonable accommodation to the known physical or mental limitations of a qualified individual with a disability, unless to do so would impose an undue hardship on the operation of your business,” according to EEOC. “Undue hardship means that the accommodation would require significant difficulty or expense.”
While employers are not legally required to make all the changes, many are trying to equip their workplace so it is more welcoming to their diverse group of employees. Some are making any content on the internet accessible. Other examples might include removing lighting that would disturb those with photosensitive conditions.
Be aware of the limits to your questioning.
HR professionals should know that they cannot ask job candidates if they are disabled or about the severity of their disability. No one can require a medical exam before making a job offer. However, HR leaders and hiring managers can ask about the person’s qualifications and abilities to do the tasks of the job.
The ADA works into DEI strategies.
The ADA provides a kind of roadmap for employers interested in hiring and accommodating disabled employees. The workforce should reflect the outside community. Certainly, disabled Americans are in the real world, and they can contribute and excel. Ignoring their potential simply because of a disability is a missed opportunity.
One in four Americans has a disability, according to the Centers for Disease Control (CDC). Yet, only about 19% of workers in the United States are disabled. More HR leaders, however, are recognizing that they should never define a person by his or her disability. They should instead recognize the merits of their candidacy and consider them for jobs.
In fact, diversity in recruitment and hiring is a solution to the labor shortage. The CDC also reports that more than 45% of disabled adults have functional disabilities. Now, many companies can hire disabled people to work remotely, which would not require making changes to an office or workspace for accommodation.
Ultimately, by considering the requirements of the ADA and recognizing what their company can do to accommodate those with disabilities, HR professionals can open a new pipeline of talent. In addition, they can extend their reach and continue to diversify their workforce.
By Francesca Di Meglio
Originally posted on HR Exchange Network
by admin | Aug 4, 2022 | Health & Wellness, Hot Topics, Workplace
Respondents to the latest State of HR report list burnout as the greatest consequence of the pandemic. In fact, the Great Resignation lingers, in part, because the burnout has gotten worse. Now, companies are facing inflation, the yanking of job offers, and the possibility of layoffs. While they are tightening their belts and being far more cautious, their workers remain overworked and burdened.
So, HR leaders are in hot pursuit of mental health and wellness solutions, ways to reach out and show they care. They want to help improve retention and ensure a functioning, healthy workforce. Knowing where to begin with a burnout prevention plan is challenging.
Access to Help
To start, HR professionals must connect their employees with resources to help them reduce stress, treat diagnosed mental illness, and everything in between. This requires due diligence. Experts suggest that HR leaders conduct surveys, ask questions, and listen to employees to learn what they need. Then, they can take action and provide solutions that will be used and are more likely to work.
PTO
Paid time off (PTO) is crucially getting redesigned for the new workplace. Aside from changing the delivery with options like unlimited PTO, companies are insisting people take time off. Goldman Sachs, for instance, will require employees to take a minimum of 15 days off per year beginning in 2023.
Even if some organizations do not have a minimum vacation policy, they are encouraging leaders to use their PTO to model healthy behavior. Many employees feel pressure to keep working, especially if they see their bosses chaining themselves to their desks. Getting people in the United States to use their PTO is part of a cultural shift that is taking place. Suddenly, people are interested in making work-life balance a priority. Getting time off and stepping away from work is a way to combat burnout.
Mini Breaks
Some HR leaders are pushing for mini breaks throughout the day. This could be a five- or 10-minute pause after a meeting or between tasks. The idea is for people to take a deep breath, go to the bathroom, reflect on their to-do list or what happened in the last meeting, walk around a bit, rest their eyes after hours on the computer, etc.
This is a shorter version of the traditional coffee break (but one certainly could grab a coffee or tea). Mini breaks allow people to transition from one task to another and briefly rest their mind, so they do not feel as though they are on the go 24/7. Some companies, as reported in the Employee Engagement and Experience for the Post-COVID World report, offer zen rooms that give people a chance to chill out at work.
Better Scheduling
Having better work-life balance can improve stress and reduce the likelihood of burnout. Again, it’s incumbent upon leaders in the organization to set the standard by not sending out emails before or after typical working hours, for example. Make rules about when teammates can call one another about work – and stick to them.
Most importantly, recognize when a meeting could be an email and do not schedule it. In fact, some companies are choosing at least one day per week with no scheduled meetings. These scheduling efforts might seem like small gestures, but clearing the calendar and separating work hours from personal hours can ease pressure.
Flexibility
Flexibility is the keyword of the moment. Employees want permission to work when and where they want as long as they maintain their output and deliver for their bosses. Many employers are not on board. There is a grand debate about working from home or returning to work with many in leadership preferring RTO.
Still, there are ways to be flexible and empathetic. For instance, if someone needs to pick up their kids from school, a manager can allow them to do so. In some offices, they allow workers to bring their pets to the office. Just knowing that one’s boss supports him if something comes up can help combat the stress that leads to burnout.
Lighten Work Loads
With the labor shortage that many are experiencing and the fact that employers are trying to do more with less, people are feeling overworked. In these cases, managers should delegate, so that people are sharing the burdens. Also, they can refrain from having people do repetitive tasks that might be nice but are not necessary. Perhaps, workers can gather numbers for the monthly report every other month instead.
Finding ways to help employees prevent burnout is a top priority for HR leaders. After all, burnout is contributing to the record number of Americans quitting their jobs, which is causing a labor shortage for many. To combat burnout is a way to work on retention.
By Francesca Di Meglio
Originally posted on HR Exchange Network
by admin | Jun 2, 2022 | Workplace
Today’s offices potentially span five full generations ranging from Generation Z to the Silent Generation. A coworker could just as easily be raised with a smart phone in hand as they could have used a typewriter at their first job. Some see differences between generational colleagues as an annoyance (“kids these days!”) and many rely on generational stereotypes as fact. Truth of that matter is that generational stereotypes have about as many holes in them as a piece of Swiss cheese. Current research questions the validity of generational stereotypes. This series uncovers top generational myths as a strategy to support a diverse and healthy employee population.
Next, we analyze the smallest generational group, born between 1965 and 1980: Generation X.
The top three myths of Gen X include:
- They are “risk takers.”
Some believe that this group is characterized as being reactionary and rebellious. In fact, Generation X keeps a much lower profile at work. This group was called “the forgotten generation” by Pew Research. Why? Because they are a smaller group smashed in between two larger generations (Millennials and Baby Boomers). Additionally, they are the generation least likely to be promoted at work. A 2018 Harvard Business Review study concluded that Millennials and Baby Boomers had received two or more promotions in the same period that 66% of Gen X received one or less. Gen X was raised hearing their parents complain about “work-life” balance. Truth is, they are the group most likely to be helping their children and parents in addition to work. This group is a reliable bunch who values loyalty.
- Gen X has a hard time relating to other generations in the workplace.
While some say that Gen X alienates other generations, this couldn’t be further from the truth. Nielsen research called Generation X the “most connected” generation. Technology adaption played a huge role in their ability to bridge the generations above and below them. Most were not introduced to technology until adulthood. This lack of computer access in their youth helps them relate to boomers in the office. At the same time, they share an excitement for technology with Millennials and lined up alongside them to get their first iPhones. Generation X are natural collaborators and often play the role of connector in the office.
- Their pessimism hurts them in the workplace.
Gen X has worked through several hefty recessions and watched their retirement accounts take devastating hits. Experian reports that Generation X carries more debt than other groups and data from the National Association of Realtors showed this generation more likely to be declined for homeowner loans. So, can you blame them for being cynical? However, a closer look uncovers a different story in the way this shows up at work. Generation X is savvy because of these hardships and surprisingly content. In fact, a Better Hire survey concluded that more than 50% of Generation X participants are happy at work. They show up with an entrepreneurial spirit, owning their own destiny.
In sum, Gen X values stability rather than risk in the workplace. They play an important connector role at work with colleagues and at home with their families. Gen X has “been there, done that” and uses these lessons to make work enjoyable. They are an important piece in the generational puzzle.
© UBA. All rights reserved.
by admin | Apr 7, 2022 | Hot Topics, Human Resources, Workplace
2021 was quittin’ time in America. Last year alone over 47.4 million Americans quit their jobs. This year, employees seemingly have the upper hand against employers. The Turnover Tsunami, a.k.a. The Great Resignation, has forced a reckoning with the workplace and few employers have come away unscathed. Organizations are now shifting priorities to make employee well-being and retention the priority. The fact of the matter is, after health insurance, the most desirable perks and benefits are those that offer flexibility while improving work/life balance. So, what is it that employees really want to achieve a better work/life balance?
- Hybrid Work – Working remotely some days in the week and at a physical office on others
- Flexibility– Being able to occasionally shift hours that best fit an employee’s life
Why Hybrid Work?
In 2020, people had to change the way they worked overnight and turned their kitchen tables into a fully functioning office. Many employees discovered they were more productive at home. On the other hand, some miss the social nature of the office and working collaboratively in person. Because of these mixed perks of in office vs. working at home, hybrid work can offer the best of both worlds.
According to a survey by the International Workplace Group, 72% of office workers would prefer a hybrid way of working to a full-time return to the office – even if reverting to Monday – Friday routine meant earning more money.
Why Flexible Work?
When the workforce went home because of the COVID-19 pandemic, it caused a change in the expectations of employees and therefore the way companies approach their work environments. The pandemic prompted job seekers to seek flexibility that allows them some level of control of their time. Gene Lanzoni at Guardian said “Time is the most important benefit an employer can provide. For many of us the pandemic afforded us more time, and we’re really not willing to give that back. We had a taste of a more balanced life.”
Balance has never been more important. 60% of families with children have both parents working and for these families, being able to work from home with flexibility is nonnegotiable. Flexibility can allow caregivers to log off from 3 p.m. – 8 p.m. and then come back and do some work after the kids are in bed. When employees have more control of their work schedules, they can free up time to take care of things that pop up in their personal lives – whether it’s running an errand, taking a child to the dentist, or being home for a delivery.
In the end, a flexible schedule contributes to a higher quality of life. Employees don’t have to put their careers on hold to focus on their families or education. This freedom is more valuable in the long run than a paycheck.
Worker retention is more important than ever in 2022. Building a good workplace culture based on the current interests of employees plays a significant role for the success of the company. Businesses now live in an employee-driven job market. It is essential that as an employer you know what benefits your employees value to keep them happy, healthy and working for you.
by admin | Mar 21, 2022 | Health & Wellness, Human Resources, Workplace
Question
We’ve been both super busy and understaffed recently. Is there anything we can do during this time to help our employees avoid extra stress or burnout before we can hire more employees?
Answer
Yes. Here are a few things you can do to make this time run as smoothly and stress-free as possible:
Remove nonessential work duties: For the positions that seem most stretched, make a list of tasks that could be put on hold (or perhaps reassigned). You can invite input from employees, too, but I’d recommend acknowledging that they’re overwhelmed and saying that you’ll do your best to alleviate some of the pressure. Then hold off on nonessential tasks until business slows down or you’ve increased your headcount.
Allow for flexible scheduling: If employees need to work longer hours on some days during the week, consider allowing them to work fewer hours on other days of the week. Note that some states have daily overtime, spread-of-hours, or split-shift laws.
Budget for overtime: Employees may need to work extra hours to keep up with the current demands of their job, so allow them to work overtime if you (and they) can swing it. If you’re pretty sure overtime will be necessary, inform employees of that ahead of time, so they can plan accordingly.
Ensure all equipment is fast and reliable: It’s important to identify, troubleshoot, and correct any slow or nonworking equipment issues (such as laptops, internet hardware, cash registers, or vehicles). If not resolved, these issues can slow down work and add to everyone’s stress.
Look for ways to automate: Consider whether any of your employees’ manual and time-consuming tasks could be eliminated or simplified with the use of new or different technology.
Increase safety protocols: Employee absences related to COVID have created a significant strain for many employers during the pandemic. Shoring up your safety protocols may reduce the risk of COVID-related absences because of sickness or exposure. Depending on your circumstances, examples include improving ventilation, encouraging or requiring vaccination, requiring employees to wear masks, and allowing employees to work remotely when possible.
By Megan Lemire
Originally posted on Mineral
by admin | Mar 8, 2022 | Employee Benefits, Human Resources, Workplace
If only everyone valued the same things, benefits planning would be a lot easier. If. Only.
However, most employers have five generations of employees active in the workplace who want different things. With generation gaps spanning more than 75 years, finding a one-size-fits-all benefits package can be challenging. However, there are certain things to consider to tailor employee benefits for each generation.
The Five Generations in the Workforce:
- Generation Z: 1997-2012, (5% of workforce)
- Millennials: 1981-1996, (35% of workforce)
- Generation X: 1965-1980, (33% of workforce)
- Baby Boomers: 1946-1964, (25% of workforce)
- Traditionalists or The Silent Generation: 1928-1945, (2% of workforce)
Regardless of their generation, every employee wants traditional benefits like time off, healthcare insurance, and retirement planning. To create a benefits program with multigenerational appeal, employers should first think about their employees’ shared concerns and varying needs.
One strategy for managing multiple generation is customizing benefits offerings to core demographics. For example, would your staff value on-site child-care? Would a retirement plan that highlights the need for saving early or tuition assistance be relevant for your employees? Think about who your employees are and which benefits are most likely going to support their success.
Many employees are concerned about their financial wellness. Seven out of 10 new college graduates each owe $37,000 or more. These unprecedented levels of student debt make financial concerns a primary concern for Millennials and Gen Z. Gen Xers share financial concerns as they look to pay for their children’s education. While fear of not saving enough for retirement is a concern for all age groups, it is most concerning to Baby Boomers and Traditionalists for whom retirement is around the corner.
Gen X values benefits that support better work-life balance, such as caretaker support, flex time, well-being and support and financial protection. Meanwhile, Gen Zers favor benefits that support career growth, mental health and diversity, equity, and inclusion programs and perks that relate to job security, a key concern for this generation.
While every generation faces uncertainty at different stages of life, Millennials are more likely to purchase legal insurance compared to other generations. Many Millennials started working during a recession which has greatly affected how they view their long-term careers. Millennials have adopted an “anything can happen” mentality and are willing to pay for peace of mind to be financially stable.
To handle the unexpected, health, dental, vision and life insurance are all valued traditional benefits and are especially important to Baby Boomers and Traditionalists. Some Traditionalists and Boomers may not be full-time employees. Companies employing more of this generation of workers should offer some sort of wellness benefits like gym memberships or health services.
Beyond the core offerings like health care and retirement savings plans, employers can offer a menu of non-medical voluntary benefits that employees can select based on their individual needs. Those might include legal insurance, caregiver leave, student debt assistance or tuition reimbursement, on-site child-care, pet insurance, financial counseling, accident insurance and more.
Whether a Boomer or a Gen Xer, all employees want to feel confident and informed about their healthcare decisions. Quality healthcare that is accessible and affordable is a priority for all generations. Creating a customizable benefits experience that recognizes the diversity across the multigenerational workforce will likely result in employee retention and increased job satisfaction as well as making recruiting top talent easier. By focusing on communication, the benefits mix, and understanding what is important to each generation, your company may well be on its way to a successful benefits strategy.
