Obamacare mandates time and space for nursing mothers

Under provisions of the Patient Protection and Affordable Care Act (a.k.a. Obamacare), companies are required to provide break time for nursing mothers “to express breast milk for her nursing child for 1 year after the child’s birth each time such employee has need to express milk.” According to the law, employers must also provide “a place, other than a bathroom, that is shielded from view and free from intrusion from coworkers and the public, which may be used by an employee to express breast milk.”

This law applies to all companies with a total of 50 or more employees regardless of where these employees are located and applies to all nonexempt employees of the organization.

Employers with fewer than 50 employees are not subject to the law if compliance imposes undue hardship determined by the difficulty or expense of compliance in comparison to the size, financial resources, nature and structure of the employer’s business.

While under federal law employees need not be compensated for the break, if the company currently provides compensated breaks, an employee who uses this time to express milk must be paid in the same way other employees are paid for breaks.

For additional information about break time for nursing mothers, please refer to the following US Department of Labor Fact Sheet: http://www.dol.gov/whd/regs/compliance/whdfs73.htm .

To learn more about this and other human resources issues, call BAI today at 801.444.9919.

Executive coaching creates competitive advantage

Executive coaching is a management development approach that involves personal interaction between a coach and an executive to improve job performance. Like personal trainers hired by athletes to enhance their competitive capacity, coaching has become the tool of choice for helping executives and managers adjust to the challenges of today’s demanding business environment.

Executive coaching typically consists of a series of one-on-one interactions between a coach and an executive or manager that focuses on the components of job performance. Coaching typically involves an initial assessment, face-to-face discussions, telephone conversations and email communication. Coaches serve as trainers, facilitators, motivators, moderators, sounding boards and confidantes. Although not a substitute for psychological counseling or substance abuse treatment, coaching assists individuals in addressing crucial managerial weaknesses and can empower executives to higher levels of performance.

While coaching was originally intended as a mechanism designed to save problem managers, it has become the central process for enhancing performance of key personnel throughout the organization. Because of the effectiveness of this one-on-one approach to management development, companies like Coca-Cola have made coaching central to their management development process.

Although large organizations have adopted comprehensive coaching initiatives, executives and managers of small and midsize companies find even greater success with coaching efforts. Because executives in these organizations generally have limited developmental resources, coaches offer the objective perspective that only an outsider can provide.

When was the last time you took the pulse of your organization?
When was the last time you asked your employees how they feel about working for you? The BAI employee opinion survey process is an invaluable tool that secures and analyzes employee perceptions on a variety of critical business issues. Not only does it generate the hard data required to make sound decisions related to successfully managing employees, it helps identify training needs, potential discrimination or harassment problems, perceived salary inequities, possible union organizing initiatives and a myriad of other issues that cost organization’s valuable time, attention and money.

Ultimately, the BAI employee opinion survey process creates greater employee commitment to the organization and its ongoing success by giving employees an opportunity to share their opinions and perspectives in a meaningful way.

To learn more about this and other BAI services and workshops, call us today at 801.444.9919.

Your HR to-do list

With a more aggressive federal regulatory stance, it is critical that you are proactive in your efforts to protect your organization. The following is a list of action items that should be priorities for every organization:

• Update your company FMLA policy. The Family and Medical Leave Act impacts most organizations with 50 or more employees. Although changes in the policy went into effect in 2009, many organizations have failed to update their policy to reflect those changes. 
• Review your organization’s harassment policy. During the next staff meeting, ask each supervisor to read and discuss the company’s harassment policy with all employees. Specific prohibited behaviors should be discussed along with penalties for failure to comply with the policy and avenues for reporting harassment. Dates for annual harassment training should also be set.
• Get to know GINA. The Genetic Information Nondiscrimination Act which became law in November, 2008, prohibits among other things, employers from collecting genetic information or engaging in any type of employment discrimination based on genetic information. As a result, it is critical that you review your wellness programs, your physical exam practices, your hiring procedures to ensure that prohibited data is not collected. It is also critical that EEO, discrimination, and harassment policies are revised to reflect a prohibition of discrimination or harassment based on genetic information.
• Audit your I-9 files. Review your I-9 documents and procedures to ensure you are complying with the law. US Immigration and Customs Enforcement has recently announced that it will significantly increase I-9 audits. Failure to comply with the regulations may result not just in stiff monetary penalties, but could also result in jail time for company managers.
• Review the exemption status of each employee. Re-familiarize yourself with the Fair Labor Standards Act and review the exemption status of each exempt employee to ensure the exemption is appropriately granted. REMEMBER, YOU CANNOT JUST PUT AN EMPLOYEE ON A SALARY AND THEN EXPECT THEM TO WORK OVERTIME WITHOUT COMPENSATION. The law requires that all employees who are exempt from overtime pay meet a series of very strict rules. Failure to comply may result in costly litigation and stiff fines.
• Update your technology resources and social media policies. Ensure that these policies clearly inform employees that they have no ownership of emails, text messages, voice mails, or other media using company equipment. They should also limit the employees’ ability to share confidential or proprietary information on blogs, postings or through other electronic means. Finally, the policies should clearly state that the employee should expect no right of privacy with regard to the workplace and work-related activities.

While this list of action items is by no means comprehensive, it does provide a starting point for protecting your organization’s investment in its human capital.

If you have questions about any of these or other issues impacting your organization, feel free to call BAI consultant Allen Miller at 801.444.9919.

Have you held your annual harassment training?

In 1998, the U.S. Supreme Court issued two decisions that have had tremendous impact on business. These decisions, known as Faragher and Ellerth, set standards regarding sexual harassment in the workplace. While the Faragher and Ellerth decisions clarified definitions of sexual harassment, the real impact of the cases involved who was liable for harassment when it occurred.

In Faragher, the court ruled that the employer was liable for harassment regardless of whether or not the company was aware of the behavior. In Ellerth, the court declared that harassment could occur even if there was no tangible detrimental impact on the job of the person being harassed.

While these decisions seemed to make life more difficult for employers, the court provided a clear defense. This defense has two parts: The company can show that 1) it used reasonable care to prevent harassment and 2) the employee failed to make the issue known to proper authorities in the company.

In one of the written decisions, the court specifically cited the employer for not providing adequate training. This sent a clear message to companies throughout the country that failure to adequately train supervisors and employees regarding all aspects of sexual harassment in the workplace deprives the company of its most effective defense.

To paraphrase a Nation’s Business article that appeared soon after the decisions, as a result of the Supreme Court’s most recent sexual harassment rulings, companies of any size must have sexual harassment training for supervisors and employees. (Nation’s Business, December 1, 1998, p. 18.)

With over 25% of all discrimination and harassment suits costing businesses in excess of $1,000,000 each, conducting a carefully developed sexual harassment seminar for supervisors and employees will be time and money well spent.

Contact BAI consultant Allen Miller today at 801.444.9919 for to schedule harassment training for your organization.

Employee punishment punishes the employer...

Over the years, it has become clear that punishment in the workplace is generally not an effective tool for stimulating long term behavior change. 

Whether it is in the form of discipline, a reduction in pay, an unwanted work assignment, or an angry retort, punishment undermines employee engagement and reduces commitment. 

Admittedly, punishment may improve performance on the short term, but the use of punishment typically results in negative consequences with far reaching effects.

Before resorting to punishment to correct a problem in your workgroup, consider the following costs you may actually accrue for any temporary gain punishment might afford.

• Employee fear. Whether you are punishing one employee or a team, you typically create a sense of fear in the employee and his or her cohorts that the punishment, whether deserved or not, will reappear. Nothing saps efficiency and focus from employees more destructively than fear.
• Employee hostility. Typically, employee hostility is not obvious, but is instead subtle. A hostile employee may work just enough to stay under the radar, but is unwilling to provide the discretionary effort that contributes to creating a competitive advantage. The hostile employee sees the company and management in particular as an enemy to be ultimately vanquished. This employee is not focused on building the organization, but spends time and energy undermining its success instead.

Illegal job interview questions...Let's not go there!

You might be thinking of adding to or replacing someone on your staff. If you are, it’s important to remember that not all job interview questions are created equal. To keep yourself free of unwanted litigation and the cost and heartburn that comes with it, avoid questions deal with the following: 

• Race. It is illegal to make hiring decisions based on race. That means you don’t ask any questions that deal with race. 
• Gender. It is illegal to ask questions about gender even if you can’t determine by observation the gender of the individual you are interviewing. 
• Religion. Not only should you avoid questions that deal with religious beliefs, you can’t ask questions about holidays they celebrate or religious institutions to which they might belong.