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Under the new rule, which is set to take effect on December 26, entities may be considered joint employers if each entity has an employment relationship with the employees and the employers share or co-determine one or more of the employees' essential terms and conditions of employment.
This article was first published on October 30, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
The National Labor Relations Board’s (NLRB) new rule on joint employment puts more employers at risk of joint employer status, meaning they will bear more responsibility related to unionization, bargaining, and unfair labor practice charges.
The Board’s new rule, issued October 26, replaces a rule issued in 2020 by the Trump administration’s Board. That rule said an employer could be in a joint employment relationship with a different employer’s employees only if it exercised direct control over those employees’ essential terms of employment.
The new rule is similar to the Obama-era standard set in the NLRB’s 2015 Browning-Ferris decision, but the new rule goes further. Under the new rule, which is set to take effect on December 26, entities may be considered joint employers if each entity has an employment relationship with the employees and the employers share or co-determine one or more of the employees’ essential terms and conditions of employment.
The new rule defines terms and conditions of employment exclusively as:
Wages, benefits, and other compensation;
Hours of work and scheduling;
The assignment of duties to be performed;
The supervision of the performance of duties;
Work rules and directions governing the manner, means, and methods of the performance of duties and the grounds for discipline;
The tenure of employment, including hiring and discharge; and
Working conditions related to the safety and health of employees.
Employer Concerns
Ryan Funk, a labor management relations partner at the law firm of Faegre Drinker in Indianapolis, Indiana, calls the new rule “the latest swing of the NLRB pendulum,” but the new rule does differ somewhat from the 2015 standard.
“This time, the NLRB said that lesser forms of control (contractually reserved but unexercised control and indirect control) are not just potential evidence of a joint employer relationship; they are dispositive evidence,” Funk says. “Also, the extent of control no longer matters.”
The new rule gives employers at risk of being deemed joint employers—often those using a franchise business model—much to consider.
“It’s easy to lose the big picture when trying to track the changes to the NLRB’s joint employer test,” Funk says. “Employers must remember why this matters. A joint employer has a duty to bargain with the union that represents the employees, can be liable for unfair labor practices of fellow employers, and can lose legal protections against ‘secondary pressure’ like union picketing.”
Burton J. Fishman, an attorney with FortneyScott in Washington, D.C., says the rule is likely to be challenged in the courts and even enjoined from taking effect until a final judgment.
Advice to Employers
Funk’s advice to employers is to be careful about the kinds of control they reserve or exercise over employees who may be in a joint employment relationship.
“It is an unforced error for an employer to reserve authority to control another employer’s employees when it doesn’t really need that option,” Funk says. “So, the lowest-hanging fruit is for employers to look for reservations of authority that they can relinquish to avoid a joint employer finding.”
Funk adds that sometimes employers need a certain level of control over another employer’s employees. “Under the new rule, it will be difficult for those employers to avoid a joint employer finding, so they should consider going all in,” he says. “They will likely be determined to be joint employers, but at least they will have taken the control they need to ensure the employees are treated well and serve their functions well.”
Michael J. Moore, an attorney with Steptoe & Johnson PLLC in Bridgeport, West Virginia, says employers must understand that retaining the right to exercise control over employees will be enough to result in a joint-employer finding.
The new rule puts employers in a difficult situation if they feel compelled to preserve some degree of control of their operations when contract staff is involved, Moore says, adding that the new rule shows the direction of the NLRB “will be to find joint-employer status any time the proposed joint employer retains any level of discretion or control over the contractor’s employees.”
Moore says employers must decide whether “the risk of a joint employment finding is worth maintaining some measure of control over the contractor’s employees.” He says the best advice for employers is to understand what is presently in their agreements so they can consider whether to modify them and “to quantify where the risk is to the employer if an employee/union/NLRB agent were to examine the relationship.”
Fishman also advises employers to monitor their relationships with contractors and agencies to make sure control is limited.
NLRB Rule Versus DOL Rule
The NLRB isn’t the only agency concerned with joint employment. The U.S. Department of Labor (DOL) also has a rule defining joint-employer standards. A fact sheet from the NLRB explains that the Board’s rule is based on the National Labor Relations Act (NLRA) and the DOL’s rule applies an economic-realities test to determine what constitutes an employer under the Fair Labor Standards Act (FLSA).
The NLRB’s rule is seen as making unionization and collective bargaining more likely for more employees. Its fact sheet explains that for purposes of collective bargaining, an employer deemed a joint employer will be required to bargain over terms and conditions of employment as well as other mandatory subjects of bargaining that it possesses or exercises the authority to control. The employer won’t be required to bargain over subjects that it doesn’t have the authority to control.
Backlash Against New Rule
Industry groups are speaking out against the new rule. A statement from the Associated Builders and Contractors (ABC) quoted Ben Brubeck, the organization’s vice president of regulatory, labor, and state affairs, as saying the rule is “overbroad” and may make contractors “vulnerable to increased liability and risk, making them less likely to hire subcontractors.”
“ABC will explore all options to push back on this harmful final rule, including possible litigation,” Brubeck said.
The American Hotel & Lodging Association (AHLA) also criticized the rule. AHLA President and CEO Chip Rogers called it “devastating to the hotel industry.”
“NLRB’s goal is to coerce businesses to the bargaining table with workers they do not actually employ to artificially increase unionization,” Rogers said in a statement, adding that “AHLA is reviewing opportunities to legally challenge this regulation to restore certainty for America’s lodging industry.”
American Staffing Association senior counsel Ed Lenz also spoke out on the new rule, explaining it is “unlikely to have a significant impact on the staffing industry or its clients” since staffing firms and clients share control over the essential terms and conditions of employment and therefore “joint employment has always been an inherent aspect of staffing arrangements.”
“The key change made by the NLRB from prior rules is that the mere right to control will now be considered sufficient to establish joint employment even if the right is not exercised,” Lenz said. “Indirect control will also now be sufficient.”
At its core, PROOF stands for purposeful, results-oriented, optimized learning, ongoing reinforcement, and feedback-driven.
This article was first published on October 10, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
In the ever-evolving landscape of learning and development (L&D), organizations are constantly seeking innovative approaches to ensure their training initiatives are both effective and engaging. Enter: the PROOF framework, a transformative approach that promises to revolutionize employee training.
In an article for Forbes, Morgan Massie, a Forbes Councils Member, an International Coaching Federation-certified coach, and founder and CEO of Leadership and Training Concierge, says she developed the PROOF framework based on her experience leading and coaching talent teams. The framework, she says, “combines the alignment of training needs with a focus on creating an impactful and engaging learning experience.”
The Essence of PROOF
At its core, PROOF stands for purposeful, results-oriented, optimized learning, ongoing reinforcement, and feedback-driven. Here’s an overview of each component; you can dive into the details in Massie’s article. Training, according to the PROOF model, should be:
Purposeful
Every training initiative should have a clear and defined purpose. A purpose-driven approach ensures both the organization and its employees understand the “why” behind the training, leading to greater engagement and commitment.
Results-Oriented
In today’s data-driven world, it’s imperative to set measurable goals for training programs. By focusing on tangible outcomes, businesses can gauge the effectiveness of their training initiatives and make necessary adjustments to ensure continuous improvement.
Optimized for Learning
One size doesn’t fit all. Training should be tailored to individual learning styles and the unique needs of the organization. This ensures the content both is relevant and resonates with the audience.
(Designed to Provide) Ongoing Reinforcement
Learning is a continuous journey. To ensure training concepts stick, it’s essential to reinforce them regularly, helping employees internalize and apply their newfound knowledge.
Feedback-Driven
Feedback is the cornerstone of improvement. By actively seeking and incorporating feedback, organizations can refine their training programs, ensuring they remain relevant and impactful.
Implementing PROOF in Your Organization
So, how can businesses seamlessly integrate the PROOF framework into their L&D efforts? First and foremost, it’s essential to conduct a thorough assessment of existing training programs. Identify gaps, areas of improvement, and opportunities to incorporate the PROOF principles.
Challenges are inevitable. However, with a clear strategy and commitment to continuous improvement, they can be overcome.
The PROOF framework offers a promising path forward for corporate training. By focusing on purpose, results, optimization, ongoing reinforcement, and feedback, businesses can ensure their training programs not only are effective but also resonate with their employees.
As we look to the future, one question remains: How does your organization ensure its training programs are effective and aligned with its goals? PROOF can provide the answers.
Find out what artificial intelligence means for human resources departments.
This article was first published on October 23, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
It seems like Artificial Intelligence (AI) is all over the news these days. ChatGPT seemed to take the world by storm in 2023, and there’s no indication that the AI craze is going to loosen up any time soon. In fact, it seems clear that AI is only going to become more and more relevant to almost every factor of society.
But what does that mean for human resources departments? After all, isn’t the human part of of HR the most vital? How can something artificial really help HR professionals do their jobs any better?
Whether you think robots are about to take over the world or you’re leaning into AI as hard as you can, ignoring the importance of conversational AI in HR—particularly in recruitment—will be at your peril. Conversational AI can give a huge boost to overworked recruiters and make filling those open positions at your company a quicker, smoother process.
What is Conversational AI?
Conversational AI is exactly what it sounds like—software that’s able to speak with people and answer their questions. When someone messages your company about open positions, AI will be able to have a brief screening conversation with them before pointing them towards their next steps. Chatbots are the most common form of conversational AI, and many companies already use them on their websites or Facebook pages. AI can also be trained with your company’s values and branding, meaning that it’s able to respond how one of your employees would truly respond—not just like a cookie-cutter computer. It makes sense that more and more recruiters are embracing conversational AI.
So how can conversational AI help your recruitment team do what it does best? If you’re hoping to fill your open positions as quickly as possible, conversational AI might be a good investment for your team.
Conversational AI Helps Recruitment Teams Scale
Conversational AI is about scalability. It allows more to get done with a smaller recruitment team, because a lot of the nitty-gritty tasks of getting basic information from a candidate can be handled by the AI software. It speeds up the process as well—thousands of candidates can be evaluated and processed in a day instead of multiple weeks. Scheduling takes much less back and forth as well, since AI can answer questions instantly instead of waiting on your employees to send an e-mail.
When a candidate first reaches out to your recruitment team, AI can handle getting information like their name, degree, and years of experience. Plenty of people who reach out aren’t going to fit in your basic requirements you’re looking for, and they need to be filtered out. Now, one of your teammates doesn’t need to spend time going through all of those conversations—AI software can. That means you can process more candidates than ever before. The more leads you can get in your pipeline, the better, because you have a solid filter in place. Your recruiters only need to be spending time and resources on your top-tier candidates, and conversational AI frees them up to do so.
Conversational AI Saves Recruitment Teams Money
Many people think of conversational AI has a huge expense. The software does have a cost to it, especially if you want high quality. But the truth is, AI will save you money in the long run. Instead of having to hire even more recruiters, AI can handle the smaller tasks on your team—without the hassle of a full salary and benefits. It can quickly turn down candidates that aren’t a great fit instead of clogging up time in your recruiters’ days, and some pieces of software are able to point candidates to positions they may be a better fit for, helping the candidate with their career advancement as well. AI can also tackle a lot of the employee onboarding process, meaning you won’t need to hire as many HR employees.
Moreover, AI helps your recruiting be more strategic, saving you money in the long run. If you hire an employee who isn’t a good cultural fit, they won’t be around very long. The time you spent on their hiring and onboarding process is now wasted, and you have to go out recruiting again. If you do more of the work upfront, making sure you get terrific candidates hired, they’re more likely to stick around. This saves businesses tons of money in the long run—every HR professional knows that employee retention is incredibly important.
Conversational AI Prevents Mistakes From Slipping Through the Cracks
Small mistakes are to be expected from human workers. If someone is offered an interview who shouldn’t have been offered one, it was probably an honest mistake made by a hardworking employee on a busy day. There are so many steps in the recruiting process that it’s easy to accidently move someone from one area of the pipeline to another. But conversational AI allows you to bypass those mistakes. Its accuracy can be laser-focused, making your recruitment process much tighter and reducing any friction.
Furthermore, AI is data driven. It can take in data from career sites and job postings and filter through it all much quicker than a human employee, and with a greater accuracy. That data is invaluable when it comes to ranking potential candidates and organizing them in terms of priority. A human worker is more likely to bring in their own personal biases, whereas conversational AI can rank candidates on the hard facts.
Is Conversational AI Right For Your Business?
You never know until you try! At the end of the day, AI needs to be run by humans, so if misplaced fears about job losses are holding you back, don’t let them. With the AI rise, we’ll still need human-focused jobs and skillsets that software will never be able to tackle. We’ll always need the human element of human resources—conversational AI just makes the process a little smoother, quicker, and cheaper. With constant updates to technology, who knows where AI will be able to take recruitment in the future.
Find out about a proposed U.S. Department of Labor rule that would guarantee overtime for salaried employees earning less than $1,059 a week.
This article was first published on October 23, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
Employer interests are sounding off against the U.S. Department of Labor’s (DOL) proposal for a dramatic increase in the overtime threshold, but employers are still advised to take a close look at their exempt workforce to make sure their status is justified.
The DOL released its long-awaited proposed rule on August 30. If finalized, the rule would guarantee overtime pay for most salaried workers earning less than $1,059 a week, or $55,068 a year. The current threshold is $684 a week, or $35,568 a year.
In addition to setting a new overtime threshold that is $19,500 higher than the current level, the proposed rule would automatically update the threshold every three years to reflect current earnings data.
The proposed rule also would raise the overtime threshold for highly compensated employees to $143,988 a year, up from the $107,432 current threshold.
The federal Fair Labor Standards Act (FLSA) requires hourly workers to earn time-and-a-half pay for hours over 40 in a workweek. But certain workers are exempt from that requirement if they perform executive, administrative, or professional duties and earn the threshold amount. The proposed rule doesn’t significantly change the duties test, just the salary threshold.
Attorneys who work with employers on FLSA matters are advising employers to examine their options under a new overtime rule, but the attorneys expect a replay of the litigation that shut down a 2016 attempt to raise the overtime threshold.
A federal district court struck down the 2016 proposal on grounds that the proposed salary threshold was too high, and the automatic update mechanism was unlawful.
Raanon Gal, an attorney with Barnes & Thornburg LLP in Atlanta, Georgia, expects lawsuits again. “To raise the threshold amount generally is not so controversial,” he says, explaining that “increasing the threshold by over a third in one big swoop creates a lot of pressure on companies to significantly rework the way they pay people in a short amount of time. This will also cause greater shockwaves in areas of the country where cost of living and wages are lower.”
Al Vreeland, an attorney with Lehr Middlebrooks Vreeland & Thompson, P.C., in Birmingham, Alabama, also expects legal action but isn’t surprised by the proposal. “DOL has taken the attitude that the courts are likely to strike down any rule they propose, so they might as well swing for the fences and take credit with the labor movement,” he says.
Vreeland says he is certain legal challenges are ahead—probably in the same district court that struck down the 2016 proposal—“and it’s highly likely this will be struck down also.”
Hannah Wurgaft, an attorney with Brann & Isaacson in Lewiston, Maine, points out that the proposed threshold would exceed many state salary thresholds.
“It is important to remember that the Fair Labor Standards Act represents the floor, and over the years, some states have implemented higher salary thresholds for exempt status,” Wurgaft says, adding that it seems the DOL “is not looking to keep pace but instead is trying to push the threshold and force states to keep up.”
Advice for Employers
Gal says employers have options. “Where legal and where it makes sense, companies may choose to use the fluctuating workweek,” he says. That method can hold down overtime costs, but isn’t allowed in many circumstances.
Vreeland also recommends employers evaluate positions to determine which may merit increases to preserve the exemption. Another option is to redistribute work from those positions to reduce overtime exposure.
Wurgaft advises reviewing and updating job descriptions to ensure the tasks employees perform are accurately reflected and still qualify as exempt under the job duties test. She also advises employers with employees in U.S. territories to be aware that the proposed rule seeks to extend overtime protections to workers in the territories, including Puerto Rico, Guam, the U.S. Virgin Islands, and the Commonwealth of the Northern Mariana Islands.
Looking Ahead
Once published in the Federal Register, the DOL will collect public comment for 60 days before issuing a final rule. Employer interests already are voicing complaints on the proposal, with the U.S. Chamber of Commerce calling it “the wrong rulemaking at the wrong time.”
A statement from Marc Freedman, the Chamber’s vice president of workplace policy, says the proposed threshold would increase costs for small businesses, nonprofits, and other employers. He also said the automatic updates clause “lacks statutory authorization.”
Labor interests, meanwhile, are praising the proposal. Liz Shuler, president of the AFL-CIO, called it “a victory for working people that will improve the lives of millions of families across America.”
In the new workplace environment, which is increasingly remote and flexible, collaboration software has emerged as a must-have tool to enable an intricate web of modern workplace communications.
This article was first published on October 12, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
Our world has turned decidedly digital, and in this environment, the way we work and communicate has experienced a seismic shift, driven largely by pandemic experiences.
No longer confined by physical workspaces, interactions have expanded beyond four walls, creating new teams that are increasingly remote, flexible, and global. In this new environment, collaboration software has emerged as a must-have tool to enable an intricate web of modern workplace communications.
Effective Communication Has Always Been a Must for Businesses
Workplaces have always had to ensure collaboration. That’s nothing new. Historically, whether through face-to-face meetings, written memos, or telephone conversations, effective connections have always been critical.
However, today’s technological advancements have reshaped these interactions in sometimes disruptive ways. Geographical barriers have been, to a large degree, dismantled, leading to the need for real-time, seamless, and always-on access to communication tools.
The Advent of Collaboration Software
Collaboration software facilitates communication in real time and asynchronously. A wide array of tools have been developed to bridge the gap between team members who may be located on-site, remotely, or anywhere around the world in various combinations.
These tools help foster communication and connections and streamline workflows. They range from instant messaging to sophisticated project management applications accessible to employees working in companies of all sizes.
But, as with any new technologies, effectively incorporating these tools into work environments with minimum disruption and maximum adoption can be challenging. Here, we take a look at how companies are using these tools, the benefits and outcomes, and how training can play a role in ensuring effectiveness.
How Organizations Are Using Collaboration Software
The digital age has ushered in a wide range of collaboration tools, many of which are designed for specific workflows and others to support collaboration more generally. From communication to project management, the technology landscape is brimming with collaboration software options. As highlighted by Workable, the rise of team collaboration software is evident. Here are some of the tools that have gained the most traction:
Effective collaboration relies on seamless communication. Platforms like Slack offer instant messaging, file transfers, and powerful message search capabilities. GoToMeeting and Cisco’s WebEx are popular choices for online videoconferencing, allowing teams to hold virtual meetings with ease.
Keeping track of tasks, objectives, and progress toward meeting deadlines and completing deliverables is crucial for any organization. Tools like Asana and Trello have become household names, allowing teams to assign tasks, monitor deadlines, and stay on top of project progress. ProofHub and Redbooth are comprehensive collaboration suites for project management, ensuring teams stay focused, connected, and on the same page.
Sometimes, tasks require collective effort. Platforms like Google Workspace allow teams to edit files simultaneously, ensuring real-time collaboration.
Not every tool is suitable for every organization or application. The “right” choice depends on the specific needs of each team—and the individuals on the team. Involving employees in tool selection can be an important best practice to ensure successful adoption and desired results.
Expected vs. Actual Benefits
There’s obvious potential for team collaboration and connections through various collaboration software offerings. But has this potential been achieved and to what extent?
According to a Gartner survey, the use of meeting solutions, in particular, saw a significant surge during the pandemic. In 2019, workers reported spending 63% of their meeting time in person. By 2021, this number plummeted to 33%, with a shift to audio and video-enabled meeting solutions. Gartner predicts that by 2024, in-person meetings will represent only 25% of all enterprise meetings—a testament to the lasting impact of collaboration tools.
However, while there are some clear benefits, challenges remain. A shift from in-person to digital interactions means organizations must proactively ensure equal access and functionality for employees, regardless of their location. Organizations must also ensure employees are educated, prepared, and equipped to use these tools effectively.
The Training Process
Introducing new collaboration software isn’t merely a change in work processes; it’s also a cultural shift. Successful implementation demands effective training to ensure employees not only understand these tools but also are committed, even excited, to embrace them. To make this happen, it’s important to:
Involve employees in the decision-making process. An article from Instapage highlights this as a key strategy for achieving positive outcomes. The article points to a study that took place in a clothing factory, which demonstrated that employees who were involved in the change process were more likely to use—and embrace—these tools. The lesson is clear: When introducing new collaboration software, getting involvement and feedback from the team, allowing them to trial new tools, and ensuring the features of these tools meet their needs are critical best practices.
Address the challenges of new software adoption. As highlighted by eLearning Industry, organizations often face challenges when introducing new systems. One of the primary pitfalls is a lack of thought and structure in the adoption process. Technology change is more than just installing software—it’s not a “set it and forget it undertaking.” What’s required is the facilitation of a mental and cultural transformation. Team leaders need to recognize the need for this mindset shift and plan accordingly. Training is pivotal for the successful adoption of new technology. Without proper training, employees might not fully leverage the capabilities of the new system, leading to suboptimal outcomes.
Ensure training is effective. A few tips can go a long way toward helping ensure employees use collaboration software effectively and efficiently. First, before diving into the technical aspects, it’s crucial to onboard employees culturally for the transformation journey. This involves communicating the bigger picture, explaining how the new technology can benefit them, and getting early buy-in. It’s also important to provide the right training at the right time to ensure the training is well structured and to make the content engaging and tailored to employee needs. A “tell-show-do” approach can be helpful here, allowing employees to both see system demonstrations and get ample practice opportunities.
By involving the team, addressing challenges head-on, and providing effective training, organizations can ensure a smooth transition and maximize the many benefits of collaboration tools.
Collaboration software is transforming the modern workplace by enhancing communication and streamlining operations. While the benefits are evident, successful adoption requires thoughtful implementation and comprehensive training. As technology continues to evolve, organizations must remain agile, embracing tools that foster productivity and unity, to ensure a future in which distance isn’t a barrier to collaboration.
The 4-day workweek is one solution employers can embrace to meet demand from employees for more flexibility in scheduling.
This article was first published on October 13, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
If there’s one thing the pandemic experience has contributed to, it’s employees’ demand for more flexibility and work/life balance. Hybrid work is becoming more common, but so is another flexible concept: the 4-day workweek.
It’s an idea that has been gaining traction globally, and it holds a lot of advantages not just for employees but also for employers. And, it’s an idea that has slowly gained traction over the past several decades.
A Continued Push to Shorten the Workweek
Henry Ford is generally credited with being one of the first to acknowledge employees’ need for more leisure time, making a shift from what was then a 6-day workweek to a now more traditional 5-day workweek. That was back in 1926!
Fast-forward to today, and there’s renewed movement afoot to decrease the length of the workweek even more—from a 5-day to a 4-day work model.
Global—and Governmental—Support
The support for a 4-day workweek has seen more rapid adoption in a wide range of countries, including Australia, Austria, Belgium, Canada, Denmark, France, Germany, Iceland, and others.
Australia’s experience with the 4-day workweek has been notable and is often cited as a successful example of making this shift. The Australian Services Union recently became the first union to include it in an enterprise bargaining agreement. The concept has gained momentum following the COVID pandemic, as many people have moved to reevaluate the role of work in their lives. In Australia, the largest Australian company to adopt this approach is Unilever, testing it through an 18-month trial with 500 of its Australian-based employees.
While start-ups and smaller companies have been more agile in testing this model, even larger organizations have started to explore the feasibility of a 4-day workweek.
And, in fact, there’s governmental support, including in the United States, as well. Lawmakers in both California and Pennsylvania have been proposing a 4-day workweek bill; other states are sure to follow.
While There Are Some Supporters …
Proponents argue that a 4-day workweek can lead to improved physical and mental health, better productivity, and increased employee retention. The idea is that employees can maintain or even enhance their productivity, allowing them to complete their work in fewer hours, leading to a win-win situation for both employers and employees.
Not all are in favor of this shift, though.
… There Are Also Opponents
Detractors, on the other hand, might point to potential challenges in coordination, especially in industries where continuous operations are essential. There’s also the concern about longer workdays, which could offset the benefits of an additional day off.
Still, while the 4-day workweek may represent challenges in certain industries and for certain organizations, potential definitely exists. Is this a model that could work in your organization?
In the latest podcast episode of A Seat at the Table, HR Daily Advisor is joined by Savina Perez, co-founder of Hone, the all-in-one talent development platform based on small-group, expert led, live virtual classes. Savina’s passion for DEI is both personal and professional as she helps leaders uncover bias in the workplace – and offers data points to back it up.
This podcast was first published on October 10, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
HR leaders can play an important role in taking proactive steps to address employee mental health and wellbeing needs.
This article was first published on September 26, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
The ability to work remotely has been a big boon for both employees and organizations. COVID-19 accelerated experiences in working virtually for a significant portion of the workforce. But, while the digital age has powered the ability to work remotely, and conveniently, from virtually anywhere, as the boundaries between professional and personal lives have blurred, the mental toll of remote work is becoming increasingly evident.
As Kathryn Mayer points out in an article for SHRM: “Fully remote (40 percent) ad hybrid work (38 percent) are associated with an increased likelihood of anxiety and depression symptoms compared to in-person work (35 percent).
HR leaders can play an important role in helping managers and supervisors understand the risks and take proactive steps to address employee mental health and wellbeing needs.
Understanding the Unique Challenges of Remote Work
It’s important for managers and supervisors to understand the unique challenges of remote work and the impact these challenges can have on employees’ mental health.
For instance, the isolation of working alone and without traditional face-to-face interactions, can be stifling. Without a clear distinction between office hours and home life, burnout looms large.
In the silence of a home office, the weight of overwork can become all too palpable. Supervisors and managers can help employees navigate the stress of working remotely by providing support and resources in a culture that promotes a healthy work/life balance.
Supporting Employee Mental Health Needs
Supervisors and managers need to be alert to the signs that employees might be experiencing the negative impacts of remote work and related stressors. Certainly this can be more challenging to detect in remote environments. But proactive efforts can help. For instance:
Checking in regularly with employees.
Carefully monitoring employee interactions during virtual meetings and calls.
Polling employees regularly to assess satisfaction and engagement.
Recognizing the signs of potential mental health struggles in remote employees is the first step. But recognition alone isn’t enough.
Providing tangible resources, whether counseling services, or ongoing encouragement to take mental health days and know when to “turn off” work pressures is crucial. Managers and supervisors can play an important role here, but they too must receive training and support to serve in this role.
Building a Supportive Remote Culture
A supportive remote culture doesn’t materialize overnight. It’s cultivated through regular and ongoing contact with remote employees, and opportunities for virtual and on-site employees to interact with each other.
Regular virtual team-building activities can help foster camaraderie even from a distance. These connections can be nurtured through consistent check-ins, ensuring that every team member feels seen and heard.
Remote employees can thrive in an environment of seamless and ongoing communication—a culture where struggles can be shared without fear of judgment or repercussions.
Providing Tools and Platforms to Support Wellbeing
In our interconnected world, a plethora of digital tools stands ready to support mental well-being. For instance, meditation apps can be used to offer moments of respite. Virtual fitness programs can boost both mental and physical well-being. And online communities can provide a space for shared experiences and mutual support.
As we continue to navigate the complexities of remote or hybrid work, the mental wellbeing of employees shouldn’t be an afterthought—it should be top-of-mind. While technology has proven its ability to help boost productivity and business results, it’s important to recognize that it’s not technology, but the people behind the screens, that matter most.
The role of social media in the hiring process has both benefits and limitations for recruitment and hiring.
This article was first published on September 25, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
In the digital age, the lines between our personal and professional lives often blur, especially on social media platforms. For hiring managers and companies, these platforms present both opportunities and challenges.
While social media platforms can yield valuable insights into potential candidates and serve as powerful branding tools, they also come with pitfalls that need careful navigation. This article delves into the multifaceted role of social media in the hiring process, exploring its benefits, limitations, and best practices from industry experts.
Social Media Sleuthing
In the modern hiring landscape, the allure of social media as a tool for gaining insights into potential candidates is undeniable. With just a few clicks, hiring managers can access a treasure trove of information that goes beyond the confines of a resume. But as with any tool, it’s crucial to understand its limitations and use it judiciously.
Chelsea Ashbrook, Senior Manager of Corporate Digital Experience at Genentech and the founder of TheFlexibleWorker.com, offers a balanced view on this. “While it’s tempting to dive deep into a candidate’s social media to get a sense of who they are, it’s essential to remember that these platforms only provide a snapshot of their life,” she says.
Ashbrook points out that while discovering a candidate’s love for dogs or passion for gardening might be endearing, it doesn’t necessarily translate to their professional capabilities. Traditional resources like resumes, references, and interviews remain the cornerstone of the hiring process.
However, it’s not a black and white issue. Ashbrook acknowledges that social media can sometimes reveal facets of a candidate’s character that might remain hidden in formal settings. “A tweet showcasing how a candidate adeptly addressed a customer complaint can be a goldmine of information about their problem-solving skills,” she adds. But she cautions against over-reliance on these platforms, emphasizing the importance of a holistic assessment approach.
Gaby Hermes, Operations Manager at KNB Communications, further elaborates on the potential pitfalls of using social media for hiring. While acknowledging the benefits, such as cross-referencing application details and gaining insights into a candidate’s personality, she warns of the inherent risks. “Social media profiles can inadvertently expose personal information that’s protected by anti-discrimination laws. Using this information, even unintentionally, can lead to biased decisions with serious legal implications,” Hermes states. Moreover, the curated nature of online personas means they might not always present an accurate representation of the individual, making it imperative for hiring managers to exercise discretion and judgment.
In essence, while social media can be a valuable tool in the hiring manager’s toolkit, it’s essential to wield it with care, ensuring that it complements, rather than replaces, traditional hiring methods.
Ethical Considerations in Social Media Screening
As social media becomes an integral part of the hiring landscape, ethical considerations come to the forefront. While these platforms can provide a wealth of information, it’s crucial to tread carefully to respect candidates’ privacy. Just because information is publicly available doesn’t necessarily mean it’s fair game for assessment.
Moreover, hiring managers must be vigilant against unconscious biases. Social media profiles often reveal aspects of a person’s identity, such as their race, age, or religious beliefs, which should never factor into hiring decisions. It’s essential to have clear guidelines in place and possibly even training for those involved in the hiring process to ensure that decisions are made based on merit and relevant experience, not personal details, or preferences.
In essence, while social media can be a valuable tool, it’s imperative to use it with integrity, ensuring that the hiring process remains fair, unbiased, and respectful.
Social Media as a Recruitment Tool
Beyond mere sleuthing, social media has evolved into a powerful recruitment tool. The platforms that once were primarily for personal connections and sharing have now become arenas where companies and potential employees intersect.
Roza Szafranek, founder and CEO of HR Hints, sheds light on this trend. “Social recruiting has transformed the way companies approach talent acquisition,” she says. “By showcasing organizational culture, values, and even day-to-day life within the company, businesses can attract job applicants in a more organic and genuine manner.”
This method is not only cost-effective, eliminating the need for pricier recruitment events, but it also offers flexibility in outreach. Companies can opt for organic engagement, paid media campaigns, or a blend of both, depending on their strategy and target audience.
Szafranek also emphasizes the importance of choosing the right platform. “While LinkedIn might be the go-to for many, platforms like Discord are gaining traction among specific demographics, such as programmers and gamers,” she notes.
Social Media for Company Branding
The use of social media in recruitment also has implications for supporting the employer and corporate brand. It’s not just about posting job offers; it’s about crafting a narrative that resonates with potential employees.
Szafranek delves deeper into this concept. “Social media is a component of a broader employer branding strategy. Before you even post that job offer, there’s groundwork to be done,” she says. This involves defining the candidate persona, establishing a consistent tone of voice, and most importantly, crafting an Employee Value Proposition (EVP). “An EVP is more than just tangible benefits like insurance or bonuses. It encompasses emotional benefits like job satisfaction, shared values, and cultural compatibility,” Szafranek emphasizes. She cites Patagonia as an example, a brand that aligns its values with its EVP, offering benefits like flexible working hours and on-site childcare, reflecting its emphasis on quality time in nature.
In essence, social media, when used strategically, can be a potent tool for companies to not only attract talent but also to foster a brand identity that resonates with their core values and vision.
The world of recruitment and company branding is evolving rapidly, with social media playing an increasingly pivotal role. As we’ve seen, these platforms can be both a boon and a bane. While they offer unprecedented access to candidate information and a platform for brand storytelling, they also demand a nuanced approach to ensure fairness, objectivity, and respect for privacy.
As Ashbrook aptly put it, social media should add color to the hiring process but shouldn’t be the only color in the palette. In the end, the key lies in balancing digital insights with traditional hiring methods and using social media responsibly and ethically.
The shift to remote work comes with risk and an increased need to ensure both compliance and security.
This article was first published on September 22, 2023, by HR Daily Advisor, a sibling publication to HealthLeaders.
It’s an understatement to say that the pandemic experience has changed the business—and workplace—landscape forever. The shift to remote and hybrid work is not temporary as business leaders once believed. It’s here to stay. With this shift comes risk—and an increased need to ensure both compliance and security when employees are “out of sight, and out of mind.”
How can businesses navigate this new terrain effectively?
Understanding the Risks
While the digital age and the ability to work remotely have offered businesses, and employees, a great deal of benefit, those benefits aren’t without associated risks.
These risks include security threats.
From phishing attacks, malware, unsecured networks, and more, dangers are lurking in the shadows of remote work. In addition to ensuring technical security, ensuring that every remote employee adheres to compliance guidelines can be a daunting task.
The stakes are high, and the risks are real. Understanding those risks, and taking steps to minimize or avoid them, is paramount.
Best Practices for Remote Work Security
Companies must be proactive to defend against potential security risks. This has always been true, but is even more critical when employees are working from a wide range of remote locations.
An important foundational step: establishing implementing Virtual Private Networks (VPNs) to ensure secure connections. Employees should not be able to access company networks or files without going through a VPN.
Of course, data and system protection doesn’t stop there. Organizations should also ensure that they are continually updating security patches and conducting regular software updates and audits to protect against vulnerabilities.
In addition, especially in a broadly remote work environment, multi-factor authentication is a must-do; employees may balk at the extra steps to gain access to information, but those steps are critical to ensuring security.
Finally, ongoing training and communication for employees needs to be part of any data security protection effort. Employees represent the first line of defense against security breaches.
Training Employees on Compliance
Security and data protection training isn’t, or shouldn’t be, a “one and done” effort. It’s important that communication and training to ensure employees understand their role in protecting company data and systems is ongoing.
For remote employees, this training should be adjusted to ensure that remote risks are also covered. For example, ensuring that information and data is not accessible to other family members, not using personal unsecured devices are used for work, etc.
Training can have maximum impact when real-world examples and scenarios are used. Your own security breaches can serve as powerful examples of where real risks have been detected and serve as conversations starters for how to avoid these risks in the future.
Monitoring and Auditing
Monitoring and auditing the potential for security risks is an ongoing imperative for businesses of all types and sizes—especially in remote and hybrid work environments.
Data and system detection software and monitoring tools can offer invaluable insights and protection against exposure and risk. But tools alone aren’t enough to protect systems and data.
Regular audits, conducted with a discerning eye, can ensure that security measures aren’t just in place, but are truly effective.
The world of remote work, while offering flexibility and freedom, also presents its own set of challenges—especially in terms of data security risks. By taking a proactive approach, grounded in best practices and continuous learning, organizations can help minimize risks while providing important learning and insights for employees on their role in helping to ensure compliance and security.
