Monday, August 6, 2012

Dealing with Difficult People

Too many people stress over working with “difficult people” and are constantly frustrated because nothing ever seems to change.

We expect others to change without considering the changes we should make in our own behavior which is part of why the “difficulty” exists.

“True insanity is continuing to do the same thing but expecting a different result.” – Albert Einstein

The first step to learning how to deal with difficult people is to learn how to interact productively and positively by modifying some of your own behavior.  If you continue interacting the same way you always have then you will continue to be frustrated…just as you are now.

When someone is difficult to work with it’s because of one or more of the following reasons:
  1. Low self-worth / self-esteem.
  2. Lack of ownership.
  3. Lack of knowledge or skill sets.
Steps to take when communicating with any difficult person?
  1. Be proactive (initiative)
  2. Begin with the end in mind (the end result you want)
  3. Put first things first
  4. Think “win, win” (we win)
  5. Seek first to understand  and then be understood
  6. Sharpen your own skill sets
  7. Be flexible
  8. Commit to a solution
Conflict resolution techniques:
  1. Tell it like you see it and put everything on the table
  2. Use “I messages”
    • I feel…
    • I want..
    • I need..
    •  I am..
  3. Do not accuse
  4. Be willing to listen
  5. Create agreeable solution
    • How can we resolve this?
    • How can we put this behind us?
    • What can we do to move forward?
Again, you must adjust your own approach if you wish to see positive improvement when working with difficult people.

Recommended books:
  • “Who Moved My Cheese” By Spencer Johnson
  • “Be a People Person” By John Maxwell
  • “Fred Factor” By Mark Sanburn
  • “Boundaries” By Henry Cloud

Tuesday, July 24, 2012

Termination Best Practices

Costly lawsuits may result from poor termination practices. Before terminating an employee, it is recommended that you answer the following questions:

Do we have a well-documented valid business reason for the termination decision?
  • Do we have supporting documentation to back up the reason for termination? Has the violation(s) been thoroughly documented and investigated if needed?  Did we take appropriate disciplinary steps including verbal warnings, written warnings, counseling and further training if needed? Was the employee given an opportunity to correct the action or behavior?
Have we been consistent in our termination process?
  • If we have fired others for the same offense, then termination should occur for the same violation of policy.
Could this be considered discriminatory against he terminated employee?
  • Make sure that the termination is related to job performance, not based on religion, age, sex, marital status, disability, pregnancy, race or national origin. All employees should be treated fairly and without bias.
Could the employee consider the termination as retaliatory?
  • Make sure to look at each situation carefully to insure the employee is not being fired for performing a protected activity such as reporting sexual harassment or workplace violence.
Have we followed our own policies?
  • Review your policies, and be sure that all supervisors have followed the policies. Were the policies and rules explained to the employee in the past? Does our handbook policy address the employee’s violation as grounds for immediate termination?
Does the employee have a guarantee or written employment contract with our organization?
  • Courts often find these documents implied contracts and may bind you to its terms.
Does the employee have a union agreement?
  • Be sure to follow all union contract provisions regarding the termination.
Is the employee pregnant?
  • An employee may not be terminated due to a pregnancy. Did we treat the pregnant employee like others who have a disability?
If you can answer these questions with confidence and supporting documentation (where necessary) then you are following HR Best Practices in regards to terminating employees.

Friday, July 20, 2012

Fire Safety: Common Mistakes

Protecting employees and the workplace from fires is an important job—too important to let anything fall through the cracks.

 
Robert Solomon is division manager for building and life safety codes for the National Fire Protection Association (NFPA). He leads a team of engineers who develop and update NFPA codes, conduct fire investigations, and are involved in emergency and nonemergency movement of building occupants.

 
When it comes to workplace fire safety, Solomon says several things can fall through the cracks.

One is the need to regularly remind employees what they are expected to do. Refresher training should include basics like sounding the actual building fire alarm so that workers know what it sounds like, and identifying the two closest exists.

Another mistake is not training employees to deal with the real-life situations they may have to face in the event of a fire. Solomon uses the example of employees in high rise buildings. He reminds employers to encourage employees on upper levels to occasionally walk down 8 or 10 flights of stairs, recognizing that they may have to walk down 50 or more floors in an actual emergency.

"The time to learn you're going to encounter a difficulty," says Solomon, "is when you have the time to deal with it, not during an emergency.

 
"The same kind of thinking applies to other fire-related situations, such as smoke, exit routes blocked by flames, encountering hazardous vapors, etc.
 
Other Mistakes
 
Other common mistakes employers make concerning workplace fire safety include:

 
  • Not having a well-developed and frequently reviewed fire safety plan
  • Not properly instructing all employees about the plan
  • Not conducting fire drills (or not making them a surprise)
  • Not training employees to use fire extinguishers if they are expected to use them in the event of a fire
  • Not training employees about when to fight a fire and when to evacuate
Safety Daily Advisor

Wednesday, July 18, 2012

Health Care Reform Update – Pro’s & Cons

On June 28th 2012, the Supreme Court upheld “Obamacare”. What does this ruling mean for several Americans?



Pros
American’s in favor of Obamacare view this act with the following mindset:
  1. Insurance companies no longer have unchecked power to cancel your policy, deny you coverage, or charge women more than men.
  2. Soon, no American will ever again be denied care or charged more due to a pre-existing condition, like cancer or even asthma.
  3. Preventive care will still be covered free of charge by insurance companies--including mammograms for women and wellness visits for seniors.
  4. By August, millions of Americans will receive a rebate because their insurance company spent too much of their premium on administrative costs or CEO bonuses.
  5. 5.3 million seniors will continue to save $600 a year on their prescription drugs.
  6. Efforts to strengthen and protect Medicare by cracking down on waste, fraud, and abuse will remain in place.
  7. 6.6 million young adults will still be able to stay on their family's plan until they're 26. 
Cons
American’s not in favor of Obamacare view this act with the following mindset:
  1. Individuals will be required to pay an increasing penalty if they do not have and maintain health insurance coverage starting in 2014.
  2. Potential for increased insurance premiums for individuals to help cover insurers financial burden.
  3. Longer waits for medical attention as traffic increases at primary physician offices.
  4. Fewer, overworked physicians – decreased quality of care and attention.
  5. Small businesses with 50 or more employees that do not offer care within the required guidelines will face penalties each year that could significantly impact income and growth rate.
  6. Loss and/or change of Medicare coverage due to program updates.
  7. New and increased taxes on drug companies, medical device maker companies, hospital insurance, Cadillac health plans, limited amount taxpayers can deposit into FSA’s….etc.

Wednesday, July 11, 2012

Heat Stress Safety for Summer

Every year, thousands of workers become sick from occupational heat exposure, and some even die. These illnesses and deaths are preventable.


 
Why is heat a hazard to workers?

 
When a person works in a hot environment, the body must get rid of excess heat to maintain a stable internal temperature. It does this mainly through circulating blood to the skin and through sweating. When the air temperature is close to or warmer than normal body temperature, cooling of the body becomes more difficult. Blood circulated to the skin cannot lose its heat. Sweating then becomes the main way the body cools off. But sweating is effective only if the humidity level is low enough to allow evaporation, and if the fluids and salts that are lost are adequately replaced.If the body cannot get rid of excess heat, it will store it. When this happens, the body's core temperature rises and the heart rate increases. As the body continues to store heat, the person begins to lose concentration and has difficulty focusing on a task, may become irritable or sick, and often loses the desire to drink. The next stage is most often fainting and even death if the person is not cooled down.

 
Excessive exposure to heat can cause a range of heat-related illnesses, from heat rash and heat cramps to heat exhaustion and heat stroke. Heat stroke can result in death and requires immediate medical attention.

 
Exposure to heat can also increase the risk of injuries because of sweaty palms, fogged-up safety glasses, dizziness, and burns from hot surfaces or steam.

 
Factors That Put Workers at Greater Risk

 
Workers exposed to hot indoor environments or hot and humid conditions outdoors are at risk of heat-related illness, especially those doing heavy work tasks or using bulky or non-breathable protective clothing and equipment. Some workers might be at greater risk than others if they have not built up a tolerance to hot conditions, or if they have certain health conditions. The table below shows some environmental and job-specific factors that increase the risk of heat-related illness.

  • Environmental High temperature and humidity
  • Radiant heat sources
  • Contact with hot objects
  • Direct sun exposure (with no shade)
  • Limited air movement (no breeze, wind or ventilation)
  • Job-Specific Physical exertion
  • Use of bulky or non-breathable protective clothing and equipment
Workers who are suddenly exposed to working in a hot environment face additional and generally avoidable hazards to their safety and health. New workers and those returning from time away are especially vulnerable. That's why it is important to prepare for the heat: educate workers about the dangers of heat, acclimatize workers, gradually increase the workload or allow more frequent breaks to help new workers and those returning to a job after time away build up a tolerance for hot conditions.

 
How do I know if it's too hot?
  • The temperature rises
  • Humidity increases
  • The sun gets stronger
  • There is no air movement
  • No controls are in place to reduce the impacts of equipment that radiates heat
  • Protective clothing or gear is worn
  • Work is strenuous
The heat index, which takes both temperature and humidity into account, is a useful tool for outdoor workers and employers.
 
Heat-related illnesses can be prevented. Important ways to reduce heat exposure and the risk of heat-related illness include engineering controls, such as air conditioning and ventilation, that make the work environment cooler, and work practices such as work/rest cycles, drinking water often, and providing an opportunity for workers to build up a level of tolerance to working in the heat. Employers should include these prevention steps in worksite training and plans. Also, it’s important to know and look out for the symptoms of heat-related illness in yourself and others during hot weather. Plan for an emergency and know what to do — acting quickly can save lives!

Monday, July 2, 2012

Social Media Management – Policy Tips!

Unless you live under a rock, you’ve become very aware that the social networking phenomenon has found its way into the workplace resulting in decreased employee productivity, employee abuse of company time and other types of employee misconduct. Other types of misconduct, risk and/or threats include but are limited to the following:


  • Harassment
  • Title VII Violations
  • Defamation
  • Disclosure of Trade Secrets
  • Union Organizing
  • Violence
  • Slacking (abuse of company time)
Employees are using multiple sites for their online socializing such as:

  • Facebook
  • Linkedin
  • Mysay
  • YouTube
  • Twitter
  • MySpace
  • Iratemyday
  • Moodmill
Employers should have a policy in place to regulate, and even prohibit, employees from engaging in online social networking activities while on company time and property. A Social Media Policy should address the following:
  1. Cover all web activities such as: Social Networking; Blogging; YouTube; Bulletin Boards and Chat Rooms
  2. Affirmative guidelines for on-duty and off-duty web use
  3. Prohibited conduct
  4. Permit/prohibit use of company resources
  5. Disciplinary action to be taken including but no limited to immediate termination for violations of policy
  6. Compliance monitoring by employer
Employers are able to better manage and control legal risks and threats related to online social networking by having a policy in place for employees to follow while on and off-duty.

 

 

 

Thursday, June 28, 2012

Exempt & Non-Exempt

What is an EXEMPT employee?

 
An employee who is exempt from receiving overtime pay and is also exempt from minimum wage requirements set by the FLSA. If employee exceeds 40 hours in a workweek, they do not qualify to receive overtime compensation.

 
Employees classified as EXEMPT must meet all of the following requirements:
  1. Must be compensated at a rate no less than $455 a week
  2. Must be compensated on a salary or fee basis
  3. Must perform certain job duties
Each employee should be measured against a three tier test system to determine if an employee can legally be classified as EXEMPT:

 
Test 1. Salary Level – as noted above – must be $455 or higher per week

 
Test 2. Salary Basis – how they’re paid – must be salaried of fee – NOT hourly.

 
Test 3. Job Duties (EXEMPT duties) for each of the following:
  • Executives
  • Outside Sales
  • Creative Professionals
  • Administrators
  • Learned Professionals
  • Computer Professionals
IMPORTANT: There are exceptions to each of these tests so do not assume at first glance that the employee truly is exempt.

 
What is a NONEXEMPT employee?

 
An employee who is covered by the FLSA and must receive overtime pay for hours worked in excess of forty (40) in a workweek. Employee must also be paid no less than minimum wage.

 
Ensure that each of your employees are properly classified by following the FLSA guidelines. Details can be found by visiting the DOL.GOV website.

Thursday, June 21, 2012

Understanding Pregnancy Discrimination

Pregnancy-based bias and discrimination are becoming more common in the workplace. Title VII of the Civil Rights Act protects individuals from discrimination based on pregnancy, childbirth or related medical conditions. Employers must recognize and understand how pregnancy-based discrimination occurs to avoid lawsuits.

 
Examples of discrimination because someone is pregnant, may become pregnant or has any pregnancy related medical condition:
  • Demotion
  • Denying employment or opportunity to apply for consideration
  • Denying promotion
  • Termination
  • Job transfer without notification to employee or agreement for good cause
  • Harassment, rude comments
  • Exclusion from work benefits offered to workers with other medical conditions
  • Adjustment of pay or hours even though employee is still able to perform job duties
If a pregnant employee is able to perform their job then they must be permitted to do so unless stated otherwise by a doctor.

 
Also, if an employee has a pregnancy-related disability then they must be given the same benefits as employees who are temporarily disabled. If the employer allows temporary disabled employees to:
  • Modify tasks or are given alternative job duties
  • Take disability leave
  • Leave without pay
Then the employer must do the same for an employee who has a pregnancy-related disability.

Wednesday, June 20, 2012

Tired of Being Tired?

In order to work safely, your workers need to be awake and alert. Are they? One condition that may cause your workers to be tired on the job is Chronic Fatigue Syndrome (CFS). The Centers for Disease Control and Prevention (CDC) states that CFS "results in a substantial reduction in occupational (work-related), personal, social, or educational activities."


 
Because this illness can result in severe and debilitating exhaustion, it may be worth a brief wellness training session to, well, "brief" your employees on this condition. First, give workers this list of additional CFS symptoms as described by the CDC:

  • Impaired memory or concentration
  • Extreme, prolonged exhaustion following physical or mental activity
  • Unrefreshing sleep
  • Muscle pain
  • Multijoint pain
  • Headaches of a new type
  • Sore throat
  • Tender lymph nodes
Encourage your workers to see their medical professional if they are experiencing one or more of these symptoms on a chronic basis, which is defined as six months or more. Also, instruct them to take these steps to manage CFS on the job:

  1. Work with their doctor on a treatment plan that alleviates their CFS symptoms.
  2. Talk with their supervisor about possible alternate ways to get the job done.
  3. Pace themselves. CFS patients cannot endure regular cardiovascular exercise routines but must still remain active at moderate levels.
  4. Join a CFS support group. Check with their health provider or visit www.cdc.gov/cfs for local groups and more information.
Give your workers the safety and health information they need to help them stay safe and healthy and able to work at peak performance.

 
Why It Matters
  • There is no known cause for CFS currently.
  • There is also no known cure.
  • That’s why it’s important for workers to be educated about the need for seeking medical advice from a team of professionals to help alleviate and ultimately, end the chronic symptoms of CFS, so they can return to productive lives at work and at home.

Wednesday, June 13, 2012

Can You Recognize Sexual Harassment When You See It?

Let’s see if you can recognize situations involving workplace sexual harassment.
 
In each situation below, determine if sexual harassment is an issue. Then scroll down to check your answers.

  1. A female employee wears short skirts and tops with low necklines to work. Is this inviting sexual harassment?
  2. A female supervisor makes frequent comments about a male employee's physique. Is this sexual harassment?
  3. A male supervisor makes a sexual advances to a female employee under his supervision. He promises her a raise if she'll go to bed with him. Is this sexual harassment?
  4. A male supervisor makes a sexual advances to a male employee under his supervision. He promises the employee a promotion in exchange for dating. Is this sexual harassment?
  5. Two employees forward each other off-color jokes that they receive in e-mails. Is this sexual harassment?
  6. An employee asks a co-worker out on a date. Is this sexual harassment?
  7. Two co-workers develop a personal relationship. Is this sexual harassment?
  8. An employee posts a swimsuit calendar in his work area. Is this sexual harassment?
  9. A female employee posts a male pinup in her work area. Is this sexual harassment?
  10. What if a good customer makes sexually provocative comments to employees? Is this considered sexual harassment?
Answers
  1. No. Employees must abide by the workplace's dress code, of course. But if the code permits this kind of attire, employees have the right to wear it without being harassed.
  2. Yes. Male employees can be victims of sexual harassment and have the same protection under the law as female employees.
  3. Yes. The supervisor is using his power and authority to gain sexual favors from an employee and offering an inducement in return for sex.
  4. Yes. This is sexual harassment for the same reason as in the previous example. Sexual harassment can happen between two people of the same gender. The key point is not the sexual orientation of the people involved but that the harassment is sexual in nature.
  5. No. As long as this exchange is not unwelcome, it would not be sexual harassment. However, if one of the employees objects and the other keeps sending the e-mails, then it would be. We should also point out that such exchanges might—and probably should—violate your organization's e-mail policy.
  6. No. A simple request for a date is not sexual harassment. However, if the answer is no, the employee should respect that and not keep asking. Repeatedly asking for a date under the circumstances would be unwelcome and therefore sexual harassment.
  7. No. Employees are free to form romantic relationships with co-workers. As long as both people consent to the relationship, this is not harassment. Remember that only unwelcome sexual conduct is unlawful.
  8. Yes. Under the Equal Employment Opportunity Commission's (EEOC) definition of sexual harassment, posting a swimsuit calendar is considered a “visual display of explicit or suggestive materials.”
  9. Yes. This is hostile work environment sexual harassment for the same reason as the previous example. It doesn't matter if the visual display is of a woman or a man.
  10. Yes. Customers or clients can be guilty of sexual harassment, just as co-workers and supervisors can.

Thursday, June 7, 2012

Employee Discipline General Guidelines

What do you see time and time again... Document, Document and Document!!

So what do you document?

  • Verbal warnings
  • Outline of the behavior problem
  • Detailed corrective action required
  • Additional steps / actions to be taken
  • Signatures / statements
Employers need to make sure that they're *proactive, not *reactive. When we're reactive we tend to be more emotional in our approach. This can lead to mismanaging the situation and tends to cause more issues than solutions. It also creates a poor perception amongst staff and can cause managers to lose respect.

Examples of being *reactive:

  • Immediately yelling
  • Using curse words and slamming doors
  • Public berating
  • Calling names
Examples of being *proactive:
  • Asking to speak to employee in private to discuss issue
  • Remaining calm
  • Asking questions regarding the incident to define the problem
  • Provide solution for immediate improvement, define expectations
The main points here are to keep current and consistent documentation and to be proactive in your approach rather than reactive. It's really that simple!

Tuesday, June 5, 2012

Workplace Investigation Steps

A member of Western Home Designs management received three different complaints from female employees who complained that they had been sexually harassed. Each woman claimed that John Doe was the harasser. Here are the steps that Western Home Designs management followed:
  1. Management provided each of the women with a Harassment Complaint Form to fill out and sign.
  2. Management contacted their HR department and asked for an HR representative to investigate the Harassment complaint.
  3. Amy Miller, an HR representative of Western Home Designs, immediately began investigating the harassment claim.
  4. Amy Miller interviewed 10 employees.
    • 3 women claiming to be harassed
    • 7 other employees who may have been a witness of the harassment claims (based on location and time of incidents)
      • She met with each individual separately and asked open-ended questions to get as much information as possible. She focused on drawing out the facts, not opinions, from their responses. She took notes to document the questions she asked and the answers she was provided. She gave each individual her direct line and asked them to contact her if they remember anything they didn’t mention in the interview or just want to talk more about the incident.
  5. Amy Miller met with John Doe to inform him about the claims of sexual harassment. She explained the incident to him and allowed him to give his side of the story.
  6. Amy Miller met with the 3 most important witnesses to gain more information that they may have after hearing the claimed “harassers” side of the incident. She finalized their documented statements and had each witness sign their statement. She then met with John Doe to finalize and sign his documented statement.
  7. Amy Miller gathered all of her notes and statements to finalize the documented details of the incident. The details gathered from the incident allowed the conclusion, with great reason, that John Doe had committed sexual harassment. John Doe’s employment was terminated because he sexually harassed other employees. Western Home Designs has a zero tolerance Harassment Policy.

 

Thursday, May 31, 2012

Health Care Reform – Medical Loss Ratio & Rebates

Medical Loss Ratio (MLR)
The Affordable Care Act has created a basic financial measurement to encourage health plans to provide value to enrollees.

Small Companies: Less than 100 employees
  • Required medical loss ratio = 80% of premiums. Meaning that 80 cents for every premium dollar is used to pay medical claims and activities specifically designed to improve the quality of care.
Medium – Large Companies: 100 employees or more

  • Required medical loss ratio = 85% of premiums. Meaning that 85 cents for every premium dollar is used to pay medical claims and activities specifically designed to improve the quality of care.
  • The remaining 20 or 15 cents of each premium dollar would be used to pay for operating costs (overhead, marketing, salaries, commissions).
Rebates
Starting in August 2012, any insurance company that did not meet the medical loss ratio requirement in 2011 must provide rebates to their customers. Such rebates are managed by the Health and Human Services division ensuring protections to benefit plan participants.

Thursday, May 24, 2012

The 10 Most Common Legal Mistakes HR Makes

The Human Resources department has a host of responsibilities. Juggling them is often overwhelming, to say the least. One small misstep could cost the company hundreds, thousands, and even millions of dollars. Knowing in which areas of HR's numerous responsibilities the most common pitfalls lurk goes a long way to ensuring that you don't fall into these traps.

#1: Advertisements, Interviews, and Offer Letters

Mistake: improper language in job advertisements. Too many employers still use inappropriate terms — such as "girl," "boy," or "young" — in their job advertisements. This is particularly true when managers, rather than HR, write the ads.

Mistake: unlawful interview inquiries. Too many hiring managers ask about personal and/or protected characteristics during job interviews, which sets the employer up for a discrimination lawsuit if the applicant is not hired.

Mistake: inaccurate description of the job. Some hiring managers work so hard to get top-notch recruits in the door that they fail to be realistic with their description of the job. The unhappy employee will leave, and it will have been a shameful waste of the employer's time and money.

Mistake: inadvertent creation of contractual promises. Too many employers include language in their job offer letters that inadvertently creates an employment contract. For instance, mentioning a yearly salary implies a yearly contract.

#2: Wage and Hour Issues

Mistake: misclassification of workers. Exempt vs. non-exempt status: Finding and correcting these mistakes are an Obama administration priority. While there are many factors to consider, you're basically basing your determination on the employee's level of responsibility and/or training, and a salary test.

Mistake: mandating confidentiality of wage information. Prohibiting employees from discussing their wages is a violation of the National Labor Relations Act.

#3: Privacy Assumptions and Violations

Mistake: permitting an expectation of electronic privacy. Too many employers fail to advise employees to expect no privacy on their computers. If you asked employees, "Do you think the stuff you put into that computer is private?" you might get some interesting answers.

Mistake: improper electronic monitoring. Some states have statutes that require employers to give employees notice if they are being monitored electronically.

Mistake: inadvertently revealing private employee information. HR possesses a great deal of sensitive information about individual employees. It is your duty to keep that information confidential.

#4: Training and Performance

Mistake: failure to train supervisors. When supervisors are not trained, they're the ones who get you into trouble. They may say rude, racist, or sexist things, or be unintentionally discriminatory, and because they are in a supervisory position, the entire company is on the hook.

Mistake: misleading performance evaluations. If you try to discipline an employee for a performance/behavior problem that was never noted on their evaluation, your hands may be tied.

#5: Rough Beginnings and Sharp Endings

Mistake: sloppy start. Among HR's common errors in this area are: failing to submit the state notice of a new hire; failing to tell the employee the key terms and conditions of employment; and providing the employee with a misleading description of working conditions.

Mistake: sloppy finish. Regardless of whether a termination is voluntary or involuntary, always allow the employee to leave with dignity.

#6: Investigations

Mistake: failure to oversee supervisory investigations. As an HR professional, you know that timeliness and thoroughness are important in an investigation. But what about when a supervisor is the one investigating, not HR? It's still HR's responsibility to provide oversight.

#7: Record-Keeping/I-9 Issues

Mistake: failure to document past practices. Courts love to know not only whether the treatment of an employee was against the law or company policy, but whether it was in line with past practices.

Mistake: failure to comply with Form I-9 requirements. Failure to complete the I-9 form properly and failure to keep the form in a separate file are common mistakes employers make.

#8: Breakdowns In Communication

Mistake: failure to keep employees in the loop. Forgetting to notify employees about policy/procedure changes, outcomes of investigations/discipline issues, or unsatisfactory behavior or work quality can be a costly slip-up.

#9: Accommodations

Mistake: failure to explore accommodations. "Accommodation" can be defined as "a determination in favor of the employee." Employers should explore accommodation options when an employee: has a disability, is pregnant, is called to active military duty or has a family member called to active military duty, or wants to engage in a religious observance/practice.

#10: Non-Compete Agreements

Mistake: unreasonable scope. Obviously, an agreement prohibiting an employee from working at any position in the same general industry forever and ever isn't going to hold water.

Mistake: lack of consideration. Legally, contracts are valid only if both sides give something. If the employee gives up their right to compete, the employer must also give something. Too often, the employer gives nothing, making the non-compete agreement invalid in a court of law.

Business Management Daily


Wednesday, May 23, 2012

Safety Investments Improve Performance and Productivity

Everybody knows investments in workplace safety and health prevent accidents and injuries. But a new study indicates that are other bottom-line benefits as well.


If you need some more ammunition to convince your top management and managers throughout your organization of the value of investing dollars and time in workplace safety and health, you'll be interested in a study commissioned recently by the New Zealand Department of Labour.

Labor officials challenged a team of researchers from Massey and Auckland Universities to answer this simple, but intriguing question:

If businesses invest in health and safety, how does this contribute to their performance and productivity?

According the Department of Labour's website (www.dol.govt.nz), researchers found "compelling evidence" of many potential benefits of the links between health and safety and performance and productivity, including:
  • Fewer injuries that stop people from working, interfering with production
  • Increased innovation
  • Improved quality
  • Enhanced corporate reputation
  • Lower costs to compensate workers for work-related injuries and illness
  • Improved staff recruitment and retention
Common Success Factors

 
The study also identified a number of common success factors in businesses that demonstrate the links between work quality and productivity including:

  • A high-quality working environment
  • Good levels of cooperation between management and employees
  • Work organization that gives employees challenges, responsibilities, and job autonomy
  • The development of new working methods and equipment to improve working postures and decrease the strain of physical work
  • Creative solutions for specific safety and health problems
  • A thorough analysis of the different production costs that can be directly or indirectly related to health and safety hazards (costs of incidents, loss of productivity and quality, and other production costs due, for example, to the use of inadequate materials)

Monday, May 21, 2012

Recruiting the Best Candidates

The best candidates out there are the ones that not only allow you to interview them, but they in turn interview you. They typically reached out to you first regardless of current job openings or not. They have great follow up and don't just send a resume for review. They go the extra step and call HR or travel to the office and come in to speak with someone. They have initiative.

They don't want to just choose a job with a company because they have values and understand what it takes to be successful. They want to make sure that your company will help support them in achieving the goals they have in mind both personally and professionally.

When having an interview with a candidate, don't sugar coat the challenges your organization faces. Be open and honest. Describe what the issues and problems and how it could be a challenge for the candidate. Ask him or her how they feel about those challenges.

Make sure to take note of their reaction(s) and what they say. This will indicate whether they are up for the challenge, feel they can contribute or maybe that they're about concerned.

If the candidates answers are broad and rehearsed then they didn't research the company, the industry or maybe even the position. Look for the *real answers and reactions.

Thursday, May 17, 2012

Lawsuit Case: Religious Discrimination

Taco Bell Operator Pays $27,000 to Resolve EEOC Religious Discrimination Lawsuit

Fayetteville Restaurant Fired Worker Over Religion-Mandated Long Hair, Federal Agency Charged

RALEIGH, N.C. – Family Foods, Inc., a North Carolina corporation that operates a chain of Taco Bell restaurants in eastern North Carolina, will pay $27,000 and furnish other relief to resolve a religious discrimination lawsuit filed by the U.S. Equal Employment Opportunity Commission (EEOC), the agency announced today.

According to the lawsuit, Christopher Abbey is a practicing Nazirite who, in accordance with his religious beliefs, has not cut his hair since he was 15 years old. Abbey worked at a Taco Bell restaurant owned by Family Foods in Fayetteville, N.C., since 2004. Sometime in April 2010, the company informed Abbey that he had to cut his hair in order to comply with its grooming policy. When Abbey explained that he could not cut his hair because of his religion, the company told Abbey that unless he cut his hair, he could no longer continue to work at its Taco Bell restaurant.

Such alleged conduct violates Title VII of the Civil Rights Act of 1964, which requires employers to attempt to make reasonable accommodations to the sincerely held religious beliefs of employees as long as this poses no undue hardship. The EEOC filed suit in July 2011 in U.S. District Court, Eastern District of North Carolina (Civil Action No. 5:11cv00394) after first attempting to reach a pre-litigation settlement through its conciliation process.

In addition to monetary damages, the two-year consent decree resolving the suit requires Family Foods, Inc. to adopt a formal religious accommodation policy and conduct annual training on Title VII and its prohibition against religious discrimination and retaliation in the workplace. Family Foods, Inc. will also post a copy of its anti-discrimination policy at all of its facilities.

“No person should be forced to choose between his religion and his job when the company can provide an accommodation without suffering an undue hardship,” said Lynette A. Barnes, regional attorney for the EEOC’s Charlotte District, which includes the Raleigh Area Office, where the original charge of discrimination was filed. “We are pleased that, in resolving this case, Family Foods is taking action to ensure that it fulfills its obligations toward its employees under federal law.”

Tina Burnside, supervisory trial attorney for the EEOC’s Charlotte District, added, “The EEOC will continue to litigate cases where employers fail to meet their obligations not to discriminate.”

The EEOC is responsible for enforcing federal laws prohibiting discrimination in employment. More information about the EEOC is available on its website at http://www.eeoc.gov/.

Wednesday, May 16, 2012

Post-Accident Procedures for CMV Incidents

The first steps taken following an accident involving a commercial motor vehicle are extremely important. Here's a quick review of post-accident procedures that can protect employers and drivers.


 
Employers who have trucks on the road should make sure their drivers know the proper procedures for handling accidents. Basic rules include the following:
  • Drivers should immediately stop their vehicle after an accident of any kind. They should never leave the scene of an accident.
  • Drivers should immediately activate flashers. If it’s possible to move the truck, it should be pulled off the road or as far to the side as possible to prevent further collisions.
  • If the driver is injured, he or she should remain in cab (unless necessary for safety) and wait for emergency medical assistance to arrive. Moving could cause further injury.
  • If the driver is uninjured, he or she should check the accident scene for others who might be injured.
  • Drivers should notify authorities, calling 911 or the highway patrol.
  • It's also important to take steps to prevent further collisions and injuries. Uninjured drivers should set out reflective triangles or flares to warn other traffic.
  • In some cases it may be necessary to deal with an emergency situation such as a fire or hazardous material spill. Drivers should check their vehicle to make sure no emergency situation exists.
  • Drivers should also try to assess any damage to the vehicle and/or the cargo.
Drivers should report the accident to their employer at the earliest opportunity, answer questions, and provide the following information:
  • Location of the accident
  • Description of the driver's condition—for example, OK or injured, able to continue driving, and so on.
  • Extent of damage to vehicle and/or cargo
  • Any assistance needed—for example, a tow truck or another truck to transfer cargo
Warning Devices

 
Warning devices such as flares or reflective triangles should be positioned properly to warn other drivers of an accident.

  • The first device should be positioned in the direction of approaching traffic, within 10 feet of the last vehicle involved in the accident, and on the traffic side. No flame-producing signal should ever be attached to any part of a truck or another vehicle!
  • A second device should be placed about 100 feet behind the accident scene, facing approaching traffic, and in the center of the lane or shoulder where the truck and other vehicles involved in the accident are stopped.
  • The third device should be placed about 100 feet in front of the accident scene and facing traffic approaching from the other direction.

Monday, May 14, 2012

Employees are protected from unfavorable treatment related to his or her race, skin color, national origin, gender, disability, religion, or age.
Workplace discrimination can occur during any phase of employment. The most common claims are related to either hiring or firing. However, discrimination extends beyond hiring and firing as it can and does occur in any facet of employment.
Examples of discrimination:Denying certain individuals employment
  • Denying certain employees compensation and/or benefits
  • Overlooking certain employees when issuing promotions
  • Restricting use of certain company facilities
It's important for employers not to treat individuals / employees differently based on legally protected personal traits. Take the time to train your staff to ensure compliance and fair treatment of all employees.
 
Trend highly recommends visiting the EEOC website to learn and understand the various types of discrimination prohibited by the laws. Click the link for details: http://www.eeoc.gov/laws/types/index.cfm

Thursday, May 10, 2012

Can You Access Employees’ Personal Devices at Work?

Legality of Accessing Personal Devices


Your company can manage the risks associated with BYOD (Bring your Own Device) by adopting policies and agreements that fit your risk tolerance, trust assessment, and regulatory context. However, the only way to guarantee your right to access all information on a device is to own the device. In 2010, the U.S. Supreme Court held that employers have the right to access all communications on corporate-issued devices.

However, the Court didn’t address a company’s right to access information on personal devices. Therefore, there’s inherent risk in a BYOD policy for employers who want to have access to all communications and data on personal devices used by their employees.

Mitigating Security Risks

The content of your BYOD policy (or your choice to forgo a policy) should be decided by thoroughly analyzing the following:
  • The sensitivity of the information your employees handle
  • The inherent security concerns in your industry
  • The legal regulations you face
  • Your ability to oversee and manage the use of such devices
If you decide to implement a BYOD policy, here are some important things to consider:

  • Initiate a “wipe” policy. Require your employees to download software that allows you to remotely access and wipe devices. That provides protection if devices are lost or stolen. Additionally, there are software programs that can sequester work-related information into a software “sandbox,” creating a virtual folder in the personal device.
  • Require written agreements. Once you locate software that fits your needs, have your employees sign a written agreement that discloses all risks associated with the software (such as information loss) and requires them to download it onto any device that will be used to access work-related information.
  • Make the privilege exclusive. Allow only certain employees to have the privilege of using personal devices (exclude personnel who frequently handle sensitive data or personally identifiable information). Further, limit the type of information that’s accessible from a personal device (e.g., e-mail).
  • Make device inspection a part of the exit interview. Have employees consent in writing to have their devices inspected at exit interviews. Also, obtain permission to remotely wipe the device of any terminated employee.
  • Don’t allow employees to store corporate information on personal devices. Have them sign a written agreement that they will not store any corporate information on their personal devices.
  • Require employees to produce their devices for inspection. Have them sign a written agreement that they will turn over their personal devices for inspection upon a legitimate request.
BYOD Bottom Line

 
Although dual-use devices have resulted in difficult legal and security issues for employers, you can mitigate the risks by implementing a properly crafted policy and using privacy software. However, because the law on this issue is not settled, before creating a BYOD policy you should contact an attorney to be sure that you fully understand all risks involved in such a policy.


From personal device rules to terminations to intermittent leave and accommodations, there’s a lot for your supervisors and managers to stay up on.