Why Mental Health in the Workplace Matters

May is Mental Health Awareness Month. The stigma around mental health and treatment has long existed, but fortunately, this is starting to change.

This is good news, but there is more work to do. And sadly, more and more people are experiencing mental health challenges, that many experts have described as a “second pandemic.”

You may have noticed this trend with some of your employees. Mental health issues impact job performance, productivity, employee retention, and overall wellbeing. Up to $44 billion dollars is lost to depression each year, whereas $4 is returned to the economy for every $1 spent caring for people with mental health issues. As a small business leader, you appreciate ROI, and the ROI in caring for mental health issues is abundantly clear.

As a small business leader, what can you do to help employees to address and resolve mental health challenges?

RECOGNIZE YOUR ROLE AND DON’T OVERSTEP

You are a manager, not a therapist. There is a right and a wrong way to address mental health challenges with your employees. As HR professionals, we encourage you to consult with your HR counterparts or outside council. Your job is to build a bridge to resources, rather than being the resource itself.

recent HBR article offers several opening questions to encourage a healthy, supportive conversation, such as:

  • “What would be most helpful to you right now?”
  • “What can I take off your plate?”
  • “How can I support you without overstepping?”

Many of our clients have helped struggling employees by redesigning their work to accommodate mental health challenges, and even “reskilling” those employees so their work can help encourage mental health wellness.

FOSTER AN OPEN, INCLUSIVE CULTURE

As a small business leader, you can also help to foster an open, inclusive, and safe environment that allows employees to bring their whole selves to work. Leading research shows that “feeling authentic and open at work leaders to better performance, engagement, employee retention, and overall wellbeing.

An opportunity for you to encourage an authentic workplace is to share your own struggles, too. All of us have been impacted by the pandemic. Relaying stories of your own moments of challenge can free others to acknowledge their stresses and mental health challenges.

PROVIDE AN EMPLOYEE ASSISTANCE PROGRAM (EAP)

A low-cost, high-impact solution to helping employees with a range of needs, including mental health, is providing an Employee Assistance Program (EAP).

An EAP is a voluntary, work-based program that offers free and confidential assessments, short-term counseling, and follow-up services to employees who have personal and/or work-related problems.

Our preferred EAP partner is eni. For a very affordable price, eni goes beyond traditional EAP services and offers your employees a truly holistic approach to wellbeing. Counseling, Virtual Concierge, Wellness, Health Advocacy, training, e‑Learning, Legal/Financial Tools, Onsite Trauma Response, and SAP, are all wrapped up in one total wellbeing EAP.

CARING FOR OTHERS BEGINS WITH CARING FOR YOURSELF

As Morra Aarons-Mele writes, “Mental illness is a challenge, but it is not a weakness. Understanding your psyche can be the key to unleashing your strengths—whether it’s using your sensitivity to empathize with clients, your anxiety to be a more thoughtful boss, or your need for space to forge new and interesting paths.”

IN CLOSING

The only way to enjoy life to the fullest and experience all its wonders is if we take care of ourselves, mentally and physically. Times have changed and more and more people are changing their outlook on mental illness. However, we have a long way to go. Supporting your company’s business goals and supporting your employees’ mental health needs are not different outcomes. As you know, culture eats strategy for lunch. By investing in healthy work culture, you are supporting your employees while also addressing the bottom line.

Interested in other current employment trends? Click the link to view the recent blog: April Labor Law Updates 2022 or check back for more on human resources, payroll, insurance, and benefits.

This article does not constitute legal advice. It is strongly suggested that you seek consultation or legal counsel before making decisions about policies.

April Labor Law Updates 2022

INFINITI HR is happy to provide Monthly State Labor Law Updates as a service to our subscribers. These briefs provide a general description and are not meant to be all inclusive of compliance requirements. This list is not inclusive of all legislative changes for employers across the U.S. Changes may have been addressed in previous updates, which can be accessed from our blog.

This list is not inclusive of all legislative changes for employers across the U.S. Other changes may have been addressed in previous updates, which can be accessed online on our website https://inspiringhr.com/blog/

Employers are encouraged to work with their Inspiring HR Consultant before making policy changes to capture the full requirements of these laws.

Some of the notable recent and upcoming State Changes in this issue are as follows:

ARIZONA

Tempe & Tucson CROWN ACT Passage – In Effect

In 2021 the cities of Tucson and Tempe each expanded their Anti-Discrimination ordinances to include “Creating a Respectful and Open World for Natural Hair Act,” aka The CROWN Actwhich aims to eliminate discrimination against persons of African, Jewish, Latinx, or Native American descent.

The individual Acts added the prohibition of discrimination in employment (such as hiring, discipline, promotion and discharge), and other opportunities on the basis of hair texture, hair type, and protective hairstyles that are commonly associated with race

For the purpose of these Acts, “protective hairstyle” typically includes such hairstyles as braids, locs, twists, tight coils or curls, cornrows, bantu knots, afros, and headwraps.

Employers are encouraged to audit their various documents, such as applications and websites, and internal policies, such as dress codes, to remove or update verbiage that adversely impacts groups or hairstyles identified in the Act, and update or remove verbiage accordingly from written communications and handbooks.

Managers should be trained on covered hairstyles, and set expectations that they not discipline, discriminate or retaliate against, or otherwise deny opportunities to, employees for wearing protective hairstyles that are commonly associated with race.  Bona fide concerns with safety should be reviewed with your HR and Compliance Managers.

Tucson Minimum Wage Act for Non-Exempt Employees – Effective April 1, 2022:

Under the Act, the City’s minimum hourly wage increased to $13.00.

The Act applies to all employees, whether full-time, part-time, or temporary, who perform at least five hours of work within Tucson’s geographic boundaries. This includes employees who work from home within the city boundaries regardless of the corporate office location.

Employers may take a tip credit of no more than $3.00 for “tipped employees,” whose definition essentially matches that found under the federal Fair Labor Standards Act (FLSA).

All employers, except the State of Arizona, the United States, and tribal entities, are covered by the Act.

Tucson – Expanded Definition of Work Hours

Act also defines work hours to expressly include:

  • Time that an employer requires the employee to undergo a security screening immediately prior to or following a work shift;
  • to be on the employer’s premises;
  • to be at a prescribed work site;
  • or to be logged in and actively attentive to an employer-provided computer program, phone application, or similar device.

Tucson – Employee or Independent Contractor?

While independent contractors are not considered employees, under the Act an individual is assumed to be an employee unless the employer can establish that:

  • the individual is free from the control and direction of the hiring entity in connection with the performance of the work;
  • the individual performs work that is outside the usual course of the hiring entity’s business; and
  • the individual is customarily engaged in an independently established trade, occupation, or business of the same nature as that involved in the work performed for the hiring entity.

Tucson – Method of Payment

The Act prohibits employers from requiring employees “to receive minimum wage payments using a pay card, reloadable debit card, or similar method that requires the employee to possess a valid social security number.”

Tucson – Scheduling Pay

Under the Act, “large” employers, defined as those that averaged at least 26 employees (full-time, part-time, or temporary) during the last quarter of the previous year, must pay at least three hours of minimum wage compensation when:

  • an employee is scheduled to work at least three hours; the employee timely reports for duty; the employee is able to work the entire shift; and the employer engages the employee for fewer than three hours; or
  • an employee is scheduled to work at least three hours and the employer cancels the employee’s shift with less than twenty-four (24) hours’ notice.

Tucson – Prohibited Pay Deductions

Except as required by law or court order, the Act prohibits employers from making deductions from employee pay “if doing so will result in the employee receiving less than the minimum wage, including but not limited to amounts deducted for employer-provided meals and damaged, lost, or spoiled goods.”

CALIFORNIA

San Francisco PSL updates and FFWO amendment – In Effect

Th city of San Francisco has updated its Paid Sick Leave Ordinance to include Covid 19-related reasons for leave to include (but are not limited to): quarantine/isolation, absences due to vaccines, work, school or place of care closures.  Medical certification requirements are also temporarily limited to absences of more than 5 days (normally this would occur for absences after more than 3 days) and, if Covid-related and employee is not under medical care, written employee attestation must be accepted.

The city’s Family Friendly Workplace Ordinance, which allows covered employees (working for an employer of 20+ employees regardless of location and meeting service requirements) to request a flexible or predicative schedule to care for a child under the age of 18, a family member with a serious health condition or a parent over the age of 65 will expand in July 2022 to include care for any family member over the age of 65.

MARYLAND

Minimum wage increase in Howard County, MD – Effective April 1, 2022

Employees located in Howard County; MD have received a minimum wage increase to $14.00 per hour. Howard joins Montgomery County, MD (currently at $15 per hour) in setting wages above the state minimum of $12.50 per hour for employers with 15+ employees, and $12.20 for employers with fewer than 14 employees.

VIRGINIA

COVID prevention standard revoked – Effective March 23, 2022

The Virginia Permanent COVID Prevention Standard has been revoked so employers are no longer required to comply with the Standard.

In place of the Standard, the Virginia Department of Labor and Industry (DOLI) is proposing a one-page guidance document to help employers continue to provide a safe, healthy workplace and mitigate the spread of COVID-19.  You can review the draft guidance on the DOLI website.

Employers are still encouraged to follow the CDC’s guidance to reduce COVID-19 transmission.  You can see updated CDC guidance on their website here.

 This article does not constitute legal advice and there are subtle variations in employment law as it pertains to this topic, depending on where your business operates. It is strongly suggested that you seek consultation or legal counsel before making decisions about policies.

Interested in other current employment trends? Click the link to view the recent blog: Why Commitment is the Antidote for Small Business Conflicts or check back for more on human resources, payroll, insurance, and benefits.

Why Commitment is the Antidote for Small Business Conflicts

If you’re a small business leader, you certainly have challenges and conflicts.

You’re experiencing pandemic fatigue. So are your employees.

COVID-19 has made everything more difficult: the newest of which is navigating mandates and the personal vs. public health debate. There’s enough conflict to go around.

That’s why our rallying cry for small business leaders is “Choose Commitment Over Conflict.

A commitment to conflict resolution.

A commitment to achieving your mission and vision, and living your core values.

A commitment to doing not just what you have to do, but what you should do.

A commitment to a positive, expansive mindset may not make your challenges go away. But you’ll be a better leader, and your team will benefit from your commitment to creating positive change.

We wish things were easier. We really do.

At INFINITI HR, we work with clients in multiple industries and in states across America. There’s no end to the complexity of labor laws and managing “the next normal” of workplace culture. Our team thrives in uncomplicating HR and empowering small businesses.

But that doesn’t mean we ignore the legitimate challenges and conflicts facing our clients.

Conflicts with team members who prefer to work remotely when your leadership wants everyone “back in the office.”

Conflicts in navigating vaccine mandates and personal choice.

Conflicts in hiring great talent in a tight labor market.

The list of conflicts facing our small business clients is endless.

That’s why we’re encouraging our clients and friends in the small business community to choose commitment over conflict.

A commitment to employee retention.

A commitment to creating a road map to navigate an uncertain future.

A commitment to conflict resolution.

No one ever buys a book to learn how to think negatively.

It takes commitment to have a positive mindset.

It takes commitment to be proactive when you’re running on fumes after putting out fire after fire after fire (at home and at work).

It takes commitment to acknowledge sometimes you have to focus on the fundamentals if you want your company to overcome complex challenges.

We know it’s not easy.

As small business owners and leaders ourselves, we can’t tell you how many times we’ve felt drained and burned out. This pandemic has taken its toll on us, as it has on you.

That’s why commitment is so essential.

A commitment to stay focused.

A commitment to honing your vision for your company’s desired future state.

A commitment to doing the hard, important work.

I hope you’ll join us, our team, and our clients this month and choosing commitment over conflict.

We’ve come this far. Let’s commit to going the distance together.

Interested in other current employment trends? Click the link to view the recent blog: The Problem with No-Fault Attendance Policies or check back for more on human resources, payroll, insurance, and benefits.

The Problem with No-Fault Attendance Policies

Is your small business inadvertently running afoul of the ADA-required interactive process?

WHAT ARE NO-FAULT ATTENDANCE POLICIES?

On the surface, no-fault attendance policies might seem like a good idea for employers. These types of policies assign no “blame” or attempt to account for the reason for the employee’s absence, they simply count the number of times the employee is late or does not present for work. Usually, there is an allowable number of occurrences, with escalating levels of correction as the employee accrues points for each occurrence: verbal and written coaching, final notice, and separation. They are a little like no-fault car accidents, where the police simply report what happened, and do not issue a traffic ticket to one of the involved drivers.

But if the employee is missing work due to a Family and Medical Leave Act (FMLA) or Americans with Disabilities Act (ADA) covered reason, the employer could find itself in legal peril by utilizing this approach to manage attendance.

  • The FMLA applies to certain employers with 50 or more employees, and the ADA applies to most employers with 15 or more employees.
  • The Equal Employment Opportunity Commission has targeted these types of policies in their strategic plan – under principle I3a, the agency identifies a focus on “Qualification standards and inflexible leave policies that discriminate against individuals with disabilities”.
  • Many states have enacted paid sick leave policies that require the use of covered time off to be automatically excused by the employer, and therefore not counted against the employee under these types of policies.

DESIGNING A COMPLIANT FLEXIBLE ATTENDANCE POLICY

The company attendance policy should be part of a well-designed handbook, which allows employers to summarize important policies and allows for a reference for both employees and employers as each navigates the employment relationship.

When implemented correctly, the handbook provides a signed document where each employee acknowledges the document and that they have had the chance to ask questions about the handbook.

This acknowledgement provides a reference point for the employer to show what the employee knew or should have known during the employment relationship.

However, even though the policies may be well defined and available, a covered employer must allow for the reason for attendance issues. The ADA requires an individualized assessment of each situation and encourages employers to engage in an interactive, thoughtful dialogue with employees about what is needed for a successful accommodation or return to the workplace after a covered leave. This dialogue may lead to reasonable accommodation request like a reduced schedule or temporary telework. So, if the employer has a policy that an employee is separated after a certain number of days on leave, a seemingly neutral policy like automatic separation after a period of time on leave does not allow for the flexibility this law requires.

WHAT TO CONSIDER WHEN DESIGNING AN ATTENDANCE POLICY

For companies subject to FMLA regulations, that law allows for intermittent use of time off and this must be considered when applying the attendance policy.

One of the first things an employer can do to ensure compliance is to create a culture where employees feel confident and secure in sharing the reason for absences.

When an attendance issue is emergent, the employer is encouraged to ask questions to begin the interactive process by requesting the reason for the absence. Line managers should be trained to listen for cues of then it’s a good idea to refer to HR, who will continue the conversation by mentioning the flexibility these laws allow and offer the opportunity to apply for intermittent covered leave.

In some instances, employers may still want to implement an occurrence-based policy. This is allowable with a few stipulations: the policy should allow for the absence to be excused if employee supplies a doctor’s note and ensure that only non-protected absences accrue points under such a system. If any counseling occurs for an employee with covered absence, the employer should take care to only include non-covered instances in the documentation.

In short, a policy that was originally implemented to be a neutral tracking procedure may not be appropriate in all cases. Any policies implemented should have an element of flexibility and allow for reasonable accommodations and be communicated appropriately through an employee handbook and implementing processes.

Interested in other current employment trends? Click the link to view the recent blog: Small Business Leader: Do One Thing at a Time or check back for more on human resources, payroll, insurance, and benefits.

This article does not constitute legal advice and there are subtle variations in employment law as it pertains to this topic, depending on where your business operates. It is strongly suggested that you seek consultation or legal counsel before making decisions about policies.

Small Business Leader: Do One Thing at a Time

We are living in a time when we have so much on our plates.

Labor shortages.

Supply chain shortages.

New laws and mandates.

Navigating the work from home vs. returning to work challenges.

The list of problems facing our small business community is endless.

Val, our Sr. HR Consultant & Innovation Manager, said it perfectly in a meeting recently:

“Our problems today aren’t new. But we’re experiencing all of the problems all at once. And that’s the challenge.”

This brings me to INFINITI HR and Inspiring HR’s recent: One Thing at a Time.

Solve one problem at a time.

Fix one issue at a time.

Correct one mistake at a time.

The issues, challenges, and problems are overflowing for our small business clients:

– Employee recruitment and retention
– Employee attendance
– Compliance
– Flexibility with working from home and the office
– Mental health —we’re facing a mental health crisis the likes of which we’ve not seen before
– Compassion fatigue—if you’re running low on compassion, you’re not alone!

Trying to solve every problem at once is a recipe for failure. You know that. I know that. But as business leaders, we’re compelled to be the fixers, problem-solvers, and solution makers.

Remember the old adage of how to eat an elephant: one bite at a time. One thing at a time.

So let me ask you: what’s the next challenge you’re going to solve? What’s most essential for your focus?

Life and work feel chaotic for most of us right now. The impulse is to flex your “control muscle” and clamp down on the chaos. But the antidote for chaos is not control: it’s focus.

Focus on what’s in front of you: the key problem that requires your full attention.

The to-do list never gets completed.

Don’t believe me? Check your email tomorrow morning. There’s bound to be at least one new problem added to your plate.

So, focus on one thing at a time.

Be deliberate. Be intentional. Be focused.

Chip away at the mountain of challenges in front of you.

And make sure to take care of yourself. If you’re a leader with a heart, you’ve been caring for your employees since the start of the pandemic. Compassion fatigue is a real thing.

As HR consultants who specialize in working with small businesses, we know what the current landscape for our clients looks like. It’s tough. It’s challenging. It’s often overwhelming.

So this month, try doing one thing at a time. Set your focus. Eat that elephant one bite at a time.

Interested in other current employment trends? Click the link to view the recent blog: Too Busy and Burned Out to Plan? Try This Instead. or check back for more on human resources, payroll, insurance, and benefits.

Too Busy and Burned Out to Plan? Try This Instead.

SHOW OF HANDS: WHO’S FEELING FATIGUED, STRESSED, AND BURNED OUT AFTER 24 MONTHS OF THIS PANDEMIC?

Me too.

As a small business owner and leader, I can admit that I’ve had my fair share of “No más!” moments. My list of challenges is probably similar to yours, including compassion fatigue, which even the most heart-driven leaders are experiencing these days.

Looking back and looking ahead is essential for your ability to lead with clarity, vision, and a sense of optimism.

I’d like to encourage you to end your 2021 with a balanced perspective on what went well, what you learned, and where you want to guide your teams and company next.

But if you’re feeling too busy and burned out to reflect and plan ahead, here are some tips that can help you.

Planning: Don’t Go It Alone.
Business owners and many leaders feel alone. Certainly, it can be lonely at the top. But we’re not as alone as we might feel we are. Why not invite your team members to join you in the planning process? Even if it’s just for 30 minutes, schedule time with key team members to contribute to planning: weighing in on your thinking and bringing their ideas to the table. Great talent is always happy to have a seat at the table. This is a win-win idea.

Fill Up Your “Parking Lot” pad.
We follow the Entrepreneurial Operating System (EOS) by Gino Wickman. He encourages business owners to keep a “Parking Lot” file of ideas to someday execute. You might not feel like you have the capacity to execute any new tactics or strategies. If your hands are full, then take time to fill up your Parking Lot pad. That way, when you have more capacity, you have a working list of items to bring to life.

Remember Departments of One Need Plans, Too
Every department needs a business plan that rolls up to the company’s overarching strategic plan. Even if you’re a “Department of One,” you still need a plan. Remember the old adage, “A failure to plan is a plan for failure.”

Watch Out For The Recency Effect
“Recency Effect” is a cognitive bias in which items or ideas that came last are remembered more clearly than those that came first. Suppose your last 45 days were crummy. Don’t let that sour your perspective on your entire year! So take some time and create a “Highlights Reel”: those moments where you excelled, overcame the odds, and are great reminders that you’re awesome and doing just fine.

“I don’t have problems. I have puzzles.” — Quincy Jones

Ask Yourself: What Did I Learn?
Failure is par for the course. In fact, the more you strive for greatness, the higher the likelihood of failure. Too often, we personalize failure. That just leads to lower confidence. Instead, take time to look back on your year and ask yourself, “What did I learn?” I love the Quincy Jones’ quote: “I don’t have problems, I have puzzles.” Quincy removes the stress of having “problems” by reframing them as puzzles—and all puzzles can be solved! Remove the sting and stigma of “failure” by asking yourself, “What did I learn?”

Set Micro Planning Sessions
Who says you need to schedule a two-day offsite planning retreat to write your new plan? Instead, schedule a series of micro-planning sessions: between 30 minutes and 1 hour each over the next few weeks. Those micro, focused planning sessions add up to the same result: a working plan to help guide your days and focus for the year ahead.

The antidote to chaos isn’t control, it’s focus

FINAL THOUGHTS

All of us are hoping to return to something resembling normalcy sometime in 2022. I think we’ve earned it! We can’t control the world around us, but we can influence how we show up to our days and the people in our lives. If you’re feeling threadbare, burned out, and “over it,” know you’re not alone—and know you can make progress to shape the quality of your life and outcomes.

Even if you have to do it in bite-sized chunks.

Interested in other current employment trends? Click the link to view the recent blog: The Small Business Guide to Hiring During The Great Resignation or check back for more on human resources, payroll, insurance, and benefits.

The Small Business Guide to Hiring During The Great Resignation

Recruitment and hiring for your small business have never been easy. Especially during “The Great Resignation,” when millions of people are simply walking away from their jobs and careers. Many predicted that after unemployment benefits ended we’d see a mass return to the labor market. Not so!

Does this mean you should throw in the recruitment towel? No way! Recruitment may not be easy, but we want this guide to help you gain insights on how to sell your company effectively to attract great talent, create an interview process that helps you spot possible red flags, and ensure your company is providing the culture that attracts and retains great talent.

THE GREAT RESIGNATION: WHAT’S GOING ON?

It’s being called many names: The Big Quit, The Grand Epiphany, and The Great Resignation. Millions of people are leaving the workforce and not returning to the job market. What’s happening? Where are they going? Are your best employees next?

Why are so many people leaving their jobs? There are many reasons for this, but one of the most pressing reasons is that people are simply reassessing what they want from their work and lives. The COVID-19 pandemic shook up our inner snow globes! As a result, people are thinking life is short, nothing is for certain, and if not now, when?

Other factors are driving The Great Resignation that goes beyond self-reflection of what people want from their careers and lives, which you need to be aware of.

Other factors driving The Great Resignation include:

  • Sudden changes in childcare, homeschooling and family dynamics
  • New stressors: more uncertainty and conflicts like working from home while little kids are asking for our attention or being back in the office and wearing a mask eight hours a day
  • Extremes: either too little work or too much work (and I suspect the latter is true for you and your employees)

CAN YOU WAIT OUT THE GREAT RESIGNATION?

I don’t think so!

We’ve never seen these kinds of numbers before. I hate to use the word “unprecedented,” since it was so overused in 2020, but The Great Resignation is unprecedented. Millions of working mothers have left the workforce because working while juggling childcare and homeschooling is just too difficult. In years past, people could lean on families to help support childcare. But today, people are living far from families. That built-in support system isn’t available to many people today.

All of these sudden and often intense life changes have caused people to rethink their wants and needs. A survey conducted in May of 2021 found that 50 percent of the labor force is rethinking what they want in their jobs and careers!

For better or worse, we have a labor shortage problem on our hands. It’s time to be proactive in managing recruitment and hiring. Let’s focus on what you can do to sell your company better, connect with great talent, win them over, and ensure your screening and hiring process is helping you weed out bad cultural fits. And while we’re at it, we’ll share ways to innovate your recruitment approach!

WHAT YOUR CURRENT AND FUTURE EMPLOYEES WANT

Today’s workers are looking for higher pay, more time off, and more days working from home.

You might be saying, “Of course, Mindy! Tell me something I don’t know.” I hear you. And I WILL tell you things you might not know in a moment. But it’s important to address the elephant in the room. To what extent can you address higher pay, more time off, and creating a flexible work model to address what the vast majority of job candidates are looking for? You might not be able to offer all three, but can you adjust your offerings to be more in line with what people want?

Next, let’s look at what employees want that might not be on your radar.

According to research conducted by Humu, a company that uses data to make employees happier:

Work overload is only one cause of burnout. Too often, organizations fail to acknowledge—let alone address—other dimensions of burnout. Burnout is amplified by a lack of meaning in the employee’s work and not receiving the emotional support they need to thrive. This leads to feeling stretched too thin.

In other words: workers aren’t just looking for higher pay, more time off, or more days at home. They’re questioning the whole meaning of the “daily grind.” Your employees and prospective hires are asking themselves, “Why am I putting so much of myself into my career? Am I getting a fair deal from my employer? Is the return on my investment paying off?”

I encourage you to take some time and reflect on what your employees and future employees are asking themselves. How can you help them feel like their work has meaning, purpose, and your value proposition to them is a win-win for both you and your employees?

RECRUITMENT: ARE YOU SETTING YOURSELF UP FOR SUCCESS?

At Inspiring HR, we work with small businesses across the country. When it comes to recruitment, we’ve seen it all! I must tell you: make sure your recruitment protocols, processes, and tools are buttoned up.

I can see you rolling your eyes! You’re probably thinking, “Mindy, come on! Are you going to lecture me on how to write a good job description, publishing an attention-getting job posting, and hosting an insightful job interview?

I won’t lecture you, but I will remind you of the key elements of a great recruitment process. Maybe you have it all “nailed,” but I’d invite you to analyze your current practices to ensure you’re not losing out on recruiting great talent.

YOUR RECRUITMENT TOOLKIT

Job Descriptions Versus Job Postings 

Your job description should be a complete, thorough description of the job you are hiring for. It should contain all elements of what you are looking for, the skills and experience that are necessary for success, along with salary and benefits.

Let me ask you: are your job descriptions up to date? Don’t immediately say “Yes!” and move on. Remember, the pandemic has upended not only how we work, but what is required in our work, such as skills and abilities. Make sure your job descriptions are up-to-date and thorough!

And while we’re at it: don’t confuse job descriptions with job postings.

Job postings are “selling” tools. Job postings share your company’s brand story and should encourage people to “lean into” your job offer. Job postings should be simple, hit the highlights of what the ideal candidate should be, and why this job opportunity is highly compelling to candidates. To stand out in a highly competitive recruitment landscape, your job postings have to work that much harder. Are your job postings hitting the bar on communicating why your company is a great place to work?

Upgrading Your Job Postings

Remember words matter! Review your current job postings and ask yourself:

  • Am I selling our company as a great place to work?
  • Does the job title make sense to the potential job candidate?
  • Am I prioritizing skills and abilities over experience?

An important trend in job postings for you to be aware of is writing those postings with gender-neutral language. According to a McKinsey & Company report, gender-diverse companies are 15 percent more likely to outperform those that are not.

For more insights, read our article on Why Gender-Neutral Job Postings Help Recruit Great Talent.

Screening Process

How buttoned up is your screening process? Have you documented the key steps and what you want your screeners to probe and look for? Have you clarified how and when you’ll do phone screenings versus video screenings? Screening candidates well will set you up for future success, because the job interview itself remains one of the most challenging aspects of managers and hiring leaders. That’s why we want to share best practices next on conducting interviews.

Job Interviews

When it comes to job interviews, remember the 70/30 rule:

  • 70 percent of the time, your job candidate should be doing the talking.
  • 30 percent of the time, you should be talking—and not the other way around!

While the job candidate is speaking, practice active listening. What does this mean?

  • Listen for how the candidate responds: what are they saying? Does this resonate with you? Why or why not?
  • Listen for what IS NOT being said: are there topics that the candidate seems to be avoiding? Should you probe to see if there are any skeletons in the closet or red flags to address?
  • Listen for emotional maturity or immaturity: does the candidate have emotional maturity, or has the capability for growing?
  • Listen for genuine interest in your company: does the candidate demonstrate he or she has read up on your company and has a true desire to be part of your team?
  • Listen for examples of values that align with your company values: you want to hire people who will contribute to your culture and not derail your culture.

Tips for Conducting Better Interviews

  • Get comfortable with silence! Most of us—myself included—don’t like silence in conversations and job interviews. But pausing to allow the job candidate to speak, or reflect deeper on a question you posed, is a sign of respect. You’d be surprised how conversations can ripen and bear fruit by simply pausing and giving your candidate the space to share more.
  • Ask open-ended, job-related questions: leave the door open for the job candidate to explore more full-bodied, nuanced answers to your questions. Avoiding yes or no questions helps to further a richer, more robust conversation.
  • Ask questions that invite the job candidate to share stories: stories of when they overcame obstacles, proactively problem-solved, made tough decisions, and demonstrate characteristics of the core values you are hiring to reinforce in your company.
  • Ask questions that help you identify how the candidate learns. You want to have a strong sense of how the candidate takes in information and uses that information to make informed decisions, and learns from mistakes.
  • Look for red flags: you may like the job candidate. You might also feel a sense of urgency in quickly making a hiring decision. But don’t let those factors blind you from red flags or issues that you should address with the candidate in the interview, or afterward when you reflect on the interview itself. Wouldn’t you prefer to avoid a bad hiring decision than deal with the calamity of introducing the wrong person into your team?

TODAY’S JOB CANDIDATES EXPECT MORE

Like it or not, your job candidates have different expectations of what they want from their next employer. Those expectations include:

  • Flexible work: they want to work when they want (often working around family commitments and childcare) and where they want (from home, the office, or the beach.)
  • Better benefits: and not just medical/health care benefits. You know by now that many mothers are leaving the workforce because of childcare needs. Can you offer childcare/daycare benefits or provide help or flexibility with this growing need and expectation?
  • Better pay AND pay fairness! Pay transparency is a big trend: employees want more visibility on the pay structure at their company. Many states are requiring pay transparency. Make sure you’re both compliant with state laws and addressing what today’s job candidates want.
  • Great culture and opportunities: do your company vision and core values resonate with today’s job candidates? Are you personally embodying your company’s core values? Is your company doing everything it can to live those values every day? Today’s job candidates want work that provides meaning and purpose. Make sure your company’s mission and core values are being practiced every day.

DON’T DISCOUNT “GREEN” EMPLOYEES

It’s understandable to want to hire job candidates who have a proven track record and experience in the duties for which you are hiring. But we are seeing so much success with our clients who are hiring “green” employees and training them up. Those inexperienced employees often:

  • Have less “baggage”
  • Are more affordable
  • Eager to learn
  • Easier to mentor

DON’T OVERLOOK YOUR CURRENT EMPLOYEES!

While the default position for hiring employees is to look outside your company, make sure you consider current employees for those open positions.

We suggest surveying your current employees: do they want to make a change? If so, could you help train them into taking on new roles and responsibilities?

Benefits to hiring from within your company:

  • Retain your initial hiring investment
  • Makes employees more diversified and more skilled
  • Instills loyalty and motivation with your current employees as they see upward mobility opportunities
  • Can often cost less than hiring externally!

EMPLOYEE “GHOSTING”: A CHALLENGING RECRUITMENT TREND

We see “Ghosting” happening in two forms. One form of Ghosting is when a job applicant who is interested in your company and confirms the interview appointment, then doesn’t show. The other form of employee Ghosting is when you make the offer, the candidate accepts, and then … doesn’t show up for work! You may think this is rare, but unfortunately, we’re seeing this in markets across the country.

The take-home message here is: stay connected! Employee retention begins the day of the job offer acceptance.

Tips for Reducing No Shows and “Employee Ghosting”

  1. Send welcome letters immediately outlining details like key contacts in the company, potential peer mentors, orientation logistics, and other information to help prepare the candidate before the start date.
  2. Encourage the candidate’s manager or “peer mentor” to reach out and call the associate to answer questions about what to expect on the first week of work to begin developing a relationship.
  3. Have the candidate complete a bio and provide a photo that is shared with the team or post on your company’s intranet, website, bulletin board, or in internal communication forums … and let the new employee know how you are welcoming them into the company!
  4. Reach out to the candidate to obtain basic information so that items like business cards, payroll, and benefits paperwork can be completed.
  5. Develop an agenda and have it in place before the candidate’s first day on the job.
  6. Ensure the candidate’s point of contact (hiring manager, peer mentor, or another employee) is on hand on the first day to help orientate the employee.

New Employee Onboarding Key Steps 

Onboarding new employees are essential for setting the right expectations with your new hires and reinforcing that they made the right decision to join your team. Here are the basic steps in facilitating a great onboarding experience.

  1. Communicate a sense of the community the new employee is joining at your company.
  2. Outline your company’s business plan, goals, and mission.
  3. Review the overall or general practices and expectations that you have for the employee.
  4. Discuss the goals of the department that your employee will be working in.
  5. Set clear expectations: what do you expect of your new employee and what should the employee expect of you?
  6. Foster trust and confidence: “first-day jitters” are common. How can you help build trust and confidence at the start of your new employee’s tenure?
  7. Keep those lines of communication open: what is your open-door policy? How should the employee expect check-ins will occur, and in what format?

SETTING YOUR NEW EMPLOYEE (AND YOURSELF) UP FOR SUCCESS

Don’t wait until your new employee arrives for his or her first day on the job to establish a process for success. Here are suggestions for helping your new employee to succeed.

  1. Set interim goals: what goals do you want your employee to achieve in the first 30, 60, and 90 days?
  2. Schedule check-ins: and use the time together to reinforce expectations, evaluate performance, and clear up questions or misunderstandings.
  3. Reinforce the use of “peer mentors” in your company so your new employee has a colleague to lean on and learn from.
  4. Identify a path to personal and professional development: whether it’s learning new skill sets, cultivating a continuous improvement mindset, or developing a more robust and formalized career development plan.

DESIGNING THE IDEAL EMPLOYEE EXPERIENCE

As you recruit and hire, remember what employees want from their careers today:

  1. Ability to cultivate purpose outside of work: this could mean hobbies, relationships, and giving back. Make sure your jobs and roles encourage cultivating purpose outside of work hours.
  2. Connection with the work itself: employees want to feel connected, engaged and know their work has purpose and matters.
  3. Purpose to the organization’s mission and values: employees want to feel that they are making a difference, and that difference begins with your company’s mission and core values.

FINALLY: SHOULD YOU HIRE SLOW?

Quite often we tell our clients, “Be slow to hire and wait for great” In other words, deal with the short-term pain of not filling open jobs so you “wait for great” job candidates. We have all made bad hiring decisions. There’s no one “bulletproof” process. But you can improve your odds of hiring a great fit job candidate by slowing down, following a clear, well-defined process, listening deeply during those job interviews, and making informed hiring decisions.

Interested in other current employment trends? Click the link to view the recent blog: What to Do When Compliance Disrupts Your Small Business Culture or check back for more on human resources, payroll, insurance, and benefits.

What to Do When Compliance Disrupts Your Small Business Culture

You’re reading an excerpt from a training our partner Inspiring HR hosted with their HR clients. Monthly webinars on the most pressing topics facing small business leaders are just one of the perks of being a customer. 

COMPLIANCE: NECESSARY AND NOT NECESSARILY A CULTURE DISRUPTER

One of the consistent things we coach and consult our small business leaders on is addressing labor law compliance. Yet, compliance often feels to our clients like a disruptor to the desired culture our clients want for their organizations. All the rules! All the technical mumbo-jumbo! All the new P’s and Q’s our leaders have to remember when working with and addressing employees.

It might feel easier to turn your head and ignore compliance and hope you don’t get caught in violation. That’s understandable.

However!

At INFINITI HR, we like to say that there’s a difference between what we’re required to do and what’s simply the right thing to do. That’s why in this article, we want to share how you can navigate compliance needs without disrupting your culture. When we identify the right reasons for adopting new policies or practices and communicating them effectively, we can maintain compliance to labor laws without disrupting culture. In fact, your culture may thrive by applying a more proactive approach to adhering to labor laws.

COMPLIANCE CONCERNS: PLEASE GO AWAY!
In a recent survey we conducted with clients, we found that three labor law obligations had the most perceived challenges with regard to compliance and its potential negative impact on workplace culture:

1. Converting contractors to employees
2. Recategorizing employees as Non-Exempt (paid by the hour)
3. Employment eligibility: I9 within 3 days of the employee’s first day of employment

There are, of course, any number of labor law compliance challenges facing your company. A small example is posting current labor law posters in your company. Sure, the likelihood of someone from the Department of Labor popping by your company unannounced just to confirm you are displaying current labor law posters is pretty low!

But it’s a good example of having an intentional approach to compliance: what matters to your organization? What’s the risk of not complying? And, just as important: what’s the right thing to do? Particularly in gray-area judgement calls when it comes to the Fair Labor Standards Act (FLSA). From there, it comes down to what you want to do and how you’ll do it. HR is as much an art as it is a science. You have to make a judgment call on what works for your organization and the culture you seek to flourish.

REALITY CHECK FOR ASSESSING COMPLIANCE RISK
There are four essential risks to consider when assessing your risk for not being in compliance with labor laws:

1. What is the risk of an audit?
2. What is the risk of penalties? If so, how much?
3. What is the risk of legal costs?
4. What is the risk of a retaliatory ex-employee?

But we would challenge you to think bigger than this when making compliance decisions.

Many employees are learning more about rights and labor laws: from family members, colleagues, others in their profession, or doing their own research.

Ask yourself: do you want to open yourself up to breaking trust with employees? Do you want to field increasing complaints? 

All this undermines your credibility: as decision-makers and as an organization. Those are negative dings on your culture.

THE CULTURE CLASH WITH COMPLIANCE
There are reasonable excuses to bristle with labor law compliance.

For example:
– Red tape and compliance complexity is a roadblock to addressing your business plan and goals.
– You don’t want compliance to mess with your culture: you have low employee turnover, so why mess with success?
– Compliance laws are difficult to explain or difficult to enforce.
– Employees may be unaware of their rights or simply don’t care.
– A “Why bother?” attitude: past complaints haven’t driven change and since nothing has changed, employees stopped speaking up.

As HR experts, we can tell you that many of these laws are complex to understand, let alone to follow! We also believe that nobody likes mandates, even those who are complying with them. We must find a better way to enact positive change than using mandates to drive change. (But that’s a topic for a different article!)

A CULTURE OF POSITIVE COMPLIANCE
What are some of the benefits of complying with labor laws? How would your organization benefit from compliance?

– Leading by example builds credibility
– Quality control and consistency and dependability
– Pride in your organizational ethics
– Employees can act and feel empowered
– Create a safe place for feelings where people are seen and heard
– Increased referrals of like-minded people and retention of great talent

SELLING COMPLIANCE CHANGE TO LEADERSHIP AND EMPLOYEES
Staying in compliance with labor laws doesn’t have to mean disrupting your workplace culture. In fact, done right, compliance can foster a stronger and more unified culture. That’s why it’s important to understand the intention of compliance laws.

For example, the Fair Labor Standards Act (FLSA) was first passed in 1938. The original intent for the FLSA was to do away with the labor standards that were detrimental to the minimum standard of living necessary for “mandates, rules and regulations necessary for the health, efficiency, and general well-being of employees.”

Yes, the government seems at times to be out of date with regard to how organizations work and function today. Yet, the basic reason for the FLSA still rings true today. Most workplaces want to do right by employees to help support the “health, efficiency, and general well-being of employees.”

If your organization wants to be a great place to work and raise the standard of living for employees, then you may very well want to encourage more compliance for FLSA and compliance labor laws.

But how do you sell in change?

– Be a culture champion and weave in why complying to labor laws can foster a thriving culture.
– For those gray-area judgment calls: ask yourself, ask what is required to do versus what is the right thing to do?
– Make sure you’re credible: know the intent of the laws, communicate why you decided to comply and why compliance benefits the organization.
– Have a compliance plan! And, reward the right behaviors for following labor laws.
– Use the CAB approach to selling in change: What’s the Condition to address? What’s the Action we need to take? What is the Benefit to this change and desired outcome?
– Communicate well by knowing your audience and communicating to their needs and perspectives.

THREE STEPS TO COMMUNICATING COMPLIANCE CHANGE
When it comes to communicating compliance changes, remember these three steps.
1. Shift perceptions about the changes by using simple and positive messaging.
2. Keep people’s attention by connecting the policies to ethics, appealing to the greater good, and leading by example.
3. Empower employees by involving them in their change process.

And remember: there are no finish lines on the quest for improvement! Labor laws aren’t stagnant and your business isn’t stagnant. Keep advancing change in the workplace for the better.

REMEMBER: YOU’RE THE EXPLAINER IN CHIEF
Compliance and labor laws are complex! That’s why we encourage our small business leaders to consider themselves “Explainer in Chiefs.”

Here are a few helpful strategies to become a better Explainer in Chief:
– Gain trust by being relatable and credible.
– Reduce complexity and remove what is unnecessary in the explanation and communication.
– Seek varying perspectives to create a more engaged and connected workforce that embraces compliance.
– Encourage questions and feedback: it’s how your employees will feel heard and understand the key messages and path ahead.
– Be reasonable and respectful: compliance can be a thorny issue, so remove antagonism or standoffishness from the conversation.
– Be transparent, kind and consistent: in all your communications and engagement, including compliance!

Interested in other current employment trends? Click the link to view the recent blog: Labor Law Updates for December – 2021 or check back for more on human resources, payroll, insurance, and benefits.

Labor Law Updates for December – 2021

INFINITI HR is happy to provide Monthly State Labor Law Updates as a service to our subscribers. These briefs provide a general description and are not meant to be all inclusive of compliance requirements. This list is not inclusive of all legislative changes for employers across the U.S. Changes may have been addressed in previous updates, which can be accessed from our blog.

This list is not inclusive of all legislative changes for employers across the U.S. Other changes may have been addressed in previous updates, which can be accessed online at: https://inspiringhr.com/blog.

Employers are encouraged to work with their Inspiring HR Consultant before making policy changes to capture the full requirements of these laws.

Some of the notable upcoming state changes in this issue are as follows:

COLORADO

Paid Sick Leave Law expands to all employers – Effective January 1, 2022

The Colorado Healthy Families and Workplaces Act requires employers to provide at least 48 hours of paid sick and safe leave (“PSSL”) each year on either an accrual basis based on hours worked or frontloaded annually.

In 2021, the Act only applied to employers with 16 or more employees. The Act expands to employers with 1 to 15 employees on January 1, 2022.

We recommend that all employers review their existing PTO or paid sick time policies, or the absence of them, to ensure compliance with the expanded rules in 2022. See here for more details.

Exempt Salary Threshold increase – Effective January 1, 2022

In addition to qualifying for exemption due to the nature of their job duties, exempt employees in Colorado must earn at least $45,000 in 2022 in order to remain classified as such.  This is now significantly higher than the current federally required salary of $35,568, annually.

Employees in Colorado who now do not meet the state salary requirements must either be reclassified as non-exempt or have their salary adjusted accordingly.  The schedule for future salary increases can be found within the Colorado Overtime & Minimum Pay Standards (COMPS) order.

CONNECTICUT

Responsible and Equitable Regulation of Adult Use Cannabis – Effective July 1, 2022

Connecticut has become the 19th state to legalize recreational marijuana use by adults. Gov. Ned Lamont signed the Act Concerning Responsible and Equitable Regulation of Adult-use Cannabis on June 22 and the employer provisions go into effect on July 1, 2022.

CT will permit individuals 21 years of age and older to possess and use recreational cannabis. Individuals cannot possess more than 1.5 ounces on their person or more than 5 ounces in a locked container in their home or in a locked glove box or trunk of a motor vehicle.

Provisions Affecting Employers

Employers can maintain a drug-free workplace and implement policies prohibiting the possession, use, or other consumption of cannabis by an employee, subject to certain exceptions, including existing protections for qualified patients under the state’s medicinal marijuana law. Employers must put such policies in writing and make them available to employees and prospective employees.

Employers generally cannot discharge or take adverse action against an employee because the employee uses cannabis outside of the workplace unless an employer has a disseminated policy. There are certain exceptions. Further, employers should be mindful of Connecticut’s existing laws limiting drug testing of current employees.

Employers generally cannot discharge, refuse to hire or otherwise take adverse employment action against an employee or prospective employee based on the individual’s cannabis usage outside of the workplace before such employee or prospective employee became employed, unless doing so would cause an employer to violate a federal contract or lose federal funding.

Employers can still take appropriate employment action based on reasonable suspicion of an employee’s usage of cannabis while engaged in the performance of work or on call, or upon determining that an employee “manifests specific, articulable symptoms of drug impairment” while working or on call that decrease or lessen the employee’s performance of the duties or tasks of the employee’s job position.

Employers can take adverse employment actions based on positive marijuana drug test results when there is reasonable suspicion (as described above) or after a pre-employment drug test or random drug test (only as permitted by existing CT law), when the employer has an established drug testing policy stating that a positive test result for marijuana may result in adverse employment action.

Certain employers can claim exemptions from some of the law’s employer prohibitions, including those in mining; utilities; construction; manufacturing; transportation or delivery; educational services; healthcare or social services; justice, public order and safety activities; and national security and international affairs.

The new law also provides carveouts for certain positions, which can be found at https://portal.ct.gov/cannabis/Knowledge-Base/Categories/Basic-Information-and-the-Law/Definitions?language=en_US.

MISSOURI

Victims Economic Safety and Security Act (VESSA) – Effective August 28, 2021

Missouri employers with at least 20 employees in the state must provide unpaid leave for employees who are victims of domestic or sexual violence, as defined by state statute, or have family or household members who are victims of such violence. Covered employers must also notify current employees of their right to leave under the law.

The new law, titled the Victims Economic Safety and Security Act (VESSA), provides employees with protected leave time to: seek abuse-related medical attention and counseling, or recover from abuse-related injuries (physical or psychological); obtain services from a victim services organization; participate in safety planning; temporarily or permanently relocate to a safer living space, or take other actions to increase the safety of the employee (or family or household member); and/or pursue legal remedies to ensure the health and safety of the employee (or family or household member), including preparing for civil and criminal actions resulting from the violence. Not only may employees take VESSA leave relating to their own experience with domestic or sexual violence, they may also take leave to deal with such abuse suffered by a “family or household member,” including individuals who reside in the same household as the employee, immediate family members by blood or marriage, and people who “share a relationship through a son or daughter.”

NEW JERSEY

NJ – Independent Contractor Misclassifications – Effective January 1, 2022

On July 8, 2021, NJ signed a law which makes it easier for the state to identify employers who misclassify employees as independent contractors, as well as penalize employers for such misclassification.

The law authorizes the Commissioner of Labor and Workforce Development to impose penalties and administrative constraints on employers through litigation and expands the authority of the commissioner to issue stop-work orders for businesses found to be violating wage, benefit, and tax laws.  Significantly, workers affected by stop-work orders must be paid by their employer for the first ten (10) days of work lost because of the stop-work order.  If an employer fails to pay wages owed, the commissioner may assess a penalty of $5,000 per day for each day that the employer conducts business that is in violation of the stop-work order.

Additionally, the law permits the commissioner to file suit in New Jersey Superior Court and seek an immediate injunction to prevent ongoing violations of wage, benefit and tax laws.  If successful, the commission can recover reasonable attorneys’ fees, as well as litigation and investigation costs.  This law went into effect on July 8.

The law makes misclassifying employees as independent contractors to evade insurance premium payments a violation of the New Jersey Insurance Fraud Prevention Act (NJIFA). Employers who “purposely” or “knowingly” misclassify employees under the NJIFPA may be subject to penalties for fraud that include fines starting at $5,000 for the first violation, $10,000 for the second violation, and $15,000 for each subsequent violation.

TEXAS

TX Employment Law Changes – Effective September 1, 2021

The state of Texas has recently passed numerous laws impacting Texas-based businesses that that went into effect in September. Please see below for more details, and what all employers in Texas need to be aware of:

Medical Marijuana Use Expansion

Under prior law, marijuana could be prescribed only for a very limited number of medical conditions. The updated law now post-traumatic stress disorder and all forms of cancer to the list of qualifying conditions. It also doubles the amount of permissible THC in marijuana products from one-half percent to one percent.

This expansion of the law broadens the scope of eligible medical conditions. Texas employers should be prepared for a corresponding rise in accommodation requests from medical marijuana users.

Expansion of Sexual Harassment Protections

The Texas legislature has broadened the scope of protections afforded to victims of workplace sexual harassment in some notable ways.

  • Employers of any size can be sued for sexual harassment in Texas, and the door has been opened to individual liability as well. Previously, it only covered those employers with 15 or more employees.
  • The revised Texas Labor Code calls for liability if there is a claim of sexual harassment and the employer: 1) knows or should have known that the conduct was occurring; and 2) fails to take “immediate and appropriate corrective action.”
  • Employees now have 300 days to file a claim with the EEOC or TWC (it was previously 180 days).

We recommend: While Texas law does not require anti-harassment training, we recommend workplace training for employers and managers to prohibit sexual harassment and other forms of discrimination and harassment in the workplace.

New Permitless Carry Law Requires New Signage

As of September 1, 2021, the Firearm Carry Act of 2021 allows most Texans over the age of 21 to carry holstered handguns without a permit and without training.

Be aware that this will require new signage under amendments to section 30.05 of the Texas Penal Code.

Broader Remedies for Employees Called to State Military Duty

Texas employers have long been prohibited from discharging an employee because the employee was called to active duty or training with the state military forces, and employers must grant reinstatement without loss of seniority, vacation time, or other benefits.

The new statutory amendment (SB 484) grants employees the right to hire a lawyer and file a civil lawsuit if they feel their rights under this law were not honored. It also generally affords them the same benefits and protections available under the federal Uniformed Services Employment and Reemployment Rights Act and under the Servicemembers Civil Relief Act.

For Hotel Based Employers Only:

Human Trafficking Prevention Law

Effective January 1, 2022, HB 390 will prohibit an operator of a commercial lodging establishment (defined as a hotel, motel, or similar businesses offering more than 10 rooms to the public for lodging) from disciplining, retaliating against, or otherwise discriminating against an employee for making a good faith report of a suspected act of human trafficking.

Commercial lodging establishments also must post appropriate signage and require all employees to complete an annual human trafficking and awareness program.

 This article does not constitute legal advice and there are subtle variations in employment law as it pertains to this topic, depending on where your business operates. It is strongly suggested that you seek consultation or legal counsel before making decisions about policies.

Interested in other current employment trends? Click the link to view the recent blog: Address Talent Shortages by Being More Flexible or check back for more on human resources, payroll, insurance, and benefits.

 

Address Talent Shortages by Being More Flexible

We are hearing a common “good news/bad news” theme among our small business clients. Let us know if it rings true for you, too.

Business is up—or at least trending to pre-COVID levels. That’s the good news. The bad news? Many of our clients are facing supply chain shortages—and we wish we had easy solutions if that’s what you’re facing.

But at INFINITI HR and Inspiring HR, we’re also seeing another shortage with our clients, which we’ve invested our careers into helping our clients to solve:

You don’t have enough hands to get the work done.

Why’s that?

  1. Key employees have followed the siren song of recruiters and other companies promising more salary or more flexibility in working from home.
  2. You’re trying to hire new employees, and finding out the job market is decidedly in favor of the job candidate, and not the employer.
  3. Your employees are taking time off and making up for missed vacations due to the pandemic.

So what do you do?

Well, you could complain—but that never seems to work. You could throw bags of money at prospective employees to lure them into your company—but you’ll go out of business fast with that strategy. You could tell your employees not to take vacation—but you already know how that movie will end. So, then what do you do?

Our recommendation: find flexibility.
  • Find flexibility in how you manage your employees.
  • Find flexibility in how you delegate.
  • Find flexibility in how you run your business.

When we’re stressed (as many of us are these days), we tend to double down on what got us out of a tough situation before. But maybe this time, see if you can be more creative—and more flexible—in your problem-solving. Here’s a starter list of questions to help you find more flexibility—and better outcomes—for your business.

QUESTIONS TO HELP YOU FIND MORE HUMAN CAPITAL FLEXIBILITY

• Is your out-of-office process up-to-date to address the procedures when team members cover for each other when colleagues are out of the office?

• Does your business plan/operations plan address the critical functions that must occur to run your business—especially when you are short-staffed?

• Have you managed your clients and trained your team on good expectation setting? Most people are reasonable with delays in returning calls and emails and completion of projects—if you are proactive and set proper expectations.

• How do you ensure someone who is on vacation gets REAL time off? We know you love hard workers as much as us. But burnout is a real thing. You want your team to take time off so they come back refreshed and ready to get back in the game.

• Can you be additionally flexible over the summer? I get that you might be making up for lost revenue from 2020. But if your clients are also reducing their productivity to go on vacation, is summer a good time for you to do the same?

• Have you thought about what day of the week is the lightest in terms of incoming emails, calls, requests? After all, if there is a day of the week that is least hectic, you can coordinate time off around that day of the week.

• Does everyone need to work on Friday? (I’m serious. You should really consider this question before you diss it.)

• Can you rotate employees so that some have Friday off and others have Monday off? We’ve seen this work really well with many of our clients’ organizations.

• Are you flexible with your worksite (onsite/remote)? We know a lot of companies are telling their employees they want them back in the office full-time. That decision is squarely up to you. But we tell our clients: many of your employees thrived working from home and do not miss the commute. Be very thoughtful before you yank a job retention benefit away and tell everyone to return to the office full-time.

IN CLOSING

We know that running a business has its own unique challenges. There never seems to be enough of anything like financial resources or employee talent.

Interested in other current employment trends? Click the link to view the recent blog: Small Business Leader: Redefine Work/Life Balance to Avoid Burnout or check back for more on human resources, payroll, insurance, and benefits.