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Building Workplace Culture in a Virtual Environment

?Can technology adequately support company culture in a hybrid or remote work environment? That’s the question being asked by HR stakeholders now that virtual work is here to stay and as tech companies are introducing new features to address the lack of in-office spontaneity that can encourage free-flowing creativity while staving off employee burnout.

Since the pandemic began, company culture has been under pressure. The Great Resignation, 1 million U.S. deaths from COVID-19, racial injustice and the fight for union representation at several prominent organizations are just some of the societal trends that have raised workers’ concerns and suspicions about how far companies will go to support their employees.

At the same time, a new wave of technological advancements has introduced new opportunities to capture workers’ behaviors, their patterns of thinking and their sentiments. Chief among those technologies is artificial intelligence.

Machine learning allows the technology to adapt to the individual, as opposed to previous big data tools that required workers to adapt to the technology, observed Paul Rubenstein, chief people officer at Visier, a people analytics company headquartered in Vancouver, British Columbia, Canada.

“We have to start seeing ourselves in the technology,” he said. “I don’t think it’s about technology replacing human interaction, I think it’s about us using the technology to its fullest rather than being constrained or trapped by the technology and the way someone else designed it,” Rubenstein said.

He added that a shift has occurred in the types of data that companies can collect on employees. Employers long have collected data such as when employees started their day, what they are working on and how many hours they worked, but this kind of data is not enough to effectively create a positive work experience, especially in the virtual work world.

“Employees should be able to look at data and see that they are not connected to enough people or they only talk to the same people or they are isolated. People need to see themselves in the data because it holds a mirror up to them. That’s the first big shift. We have to have data gathering and data dissemination that helps everyone see a more human truth,” Rubenstein said.

Using employee data to make decisions will be critical for employers as they figure out the best way to improve the remote worker experience, especially if employers want to raise engagement and get the best performance from their employees.

In a survey conducted by Workday, 268 HR leaders were asked to rank the most important issues that they think will accelerate digital transformation across the wider business: 50 percent cited positive employee experiences as the most important issue. In second place, 45 percent of respondents said an increased focus on diversity, equity and inclusion is the most important.

To create positive experiences, technology companies are focusing on providing digital solutions that collapse the distance between employees and employers and digitize the aspects of work that occur during those unstructured, spur-of the-moment encounters. The aim is to incorporate human behavior into their software.

For example, Zoom has added gesture recognition features that allow users to raise their hands or give a thumbs-up when users want to express their feelings without interrupting the speaker.

Salesforce’s Slack recently introduced huddles, an audio-only conversation feature that the company says is designed to re-create—to the extent that technology can—the spontaneity of a quick in-office water-cooler-type meeting or a pause at a colleague’s desk to ask a question. The tool can also be used to help re-create a physical space where entire teams can convene, like marketing teams that often work together throughout the day.

Oracle recently introduced the Oracle ME (My Experience) platform, which consists of six modules that target corporate culture. The tools offer workflow guidance to help workers complete professional and personal activities ranging from onboarding or transferring to a new role to getting married or having a baby.

Additionally, Oracle ME makes it easier for employees to foster continuous engagement between employees and managers. The platform also helps to keep the workforce informed of changes, reinforce organizational culture and nurture connections among employees. This ultimately enhances workplace belonging and development.

According to Zachary Chertok, research manager in employee experience at Needham, Mass.-based International Data Corporation, when employers think about elements of the physical workplace, they have to consider how they’ll equip both the organization and its employees with the tools to stay connected, engaged, collaboratively innovative and creative in problem-solving, regardless of the employees’ work environment.

Employees, Chertok said, have to think about how they can work in a way that lets them set the pace, tone and equation for what work/life balance means for them.

“We are in an age where, at a strategic level, we are looking at the role that technology and, to a slightly lesser extent, data and prescriptive services plays in guiding organizations to that personal equity,” Chertok said.

He added, “It’s no longer about one policy for everybody, it’s about, ‘Where can we introduce flexibility within the job and office and work requirements at the role level and at the personal level?’ and making sure that those resources and choices are as equitably distributed as possible.”

In the effort to grow a company culture that will thrive in the remote and hybrid work model, Rubenstein said technology will have to do a better job of capturing and managing the kinds of spontaneous experiences that employees have with each other in traditional office environments.

“We need digital technologies that see how employees interact so that we can create an actual map of interactions and make sure that we are not leaving the best people behind,” Rubenstein said.

Nicole Lewis is a freelance journalist based in Miami.

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Digital Transformation and HR: Playing a Role, Making an Impact

?”Digital transformation” is a phrase that’s tossed around a lot these days. But what does it mean? And, specifically, what does it mean for HR professionals? There’s a good chance that digital transformation efforts are taking place in your organization. If they’re taking place without you, or if you have a role on the sidelines, these initiatives may be doomed from the start.

The Mandate for Digital Transformation

The Hackett Group has identified supporting enterprise digital transformation as one of the top HR priorities for 2022—and it’s a priority that is likely to continue long beyond that. They write: “The pandemic accelerated enterprise digital transformation of market offerings, processes, and ways of working. HR organizations must step up their game in areas that can directly affect the success of these programs, such as leadership, culture, skills development, and change management.”

Practitioners agree. “The biggest trend for managing a remote/hybrid workforce in 2022 will be the continued rapid convergence of the workplace and technology and digital disruption of the HR department,” said Patricia Sharkey, SHRM-SCP, head of HR at IMI People, based in Nashville, Tenn. “Companies across the U.S. are actively seeking tech solutions that help centralize processes, keep a pulse on employees, assist with COVID tracing and tracking, and create and maintain a virtual culture of visibility, transparency and responsiveness.”

Stepping Up: HR’s Role in Digital Transformation

Automation and artificial intelligence, said Sharkey, will play a major role in the evolution of the workplace. But HR needs to take a front and center role in leading the transformation, which can be challenging.

“Fairly or unfairly, the perception of HR from most CIOs I’ve worked with is that they are focused on compliance and risk reduction,” said Ben Grinnell, a managing director and an IT and HR expert at North Highland Consulting in London.

Grinnell recommended that “HR work with business leaders to define a strategic sourcing model to which the organization can commit.” It’s important, he said, for HR to “recognize that building a sustainable capability in-house is a huge undertaking, requiring leadership, people development, career paths, roles and skills clarification, and a culture of lifelong learning and feedback.”

HR’s role here is critical, he said. “Without the workforce properly prepared in advance to engage, transformation efforts are dead-on-arrival and a waste of money,” he warned, pointing to research cited by Harvard Business Review indicating that without these advance preparations, “70 percent of corporate transformation efforts are doomed to fail.”

While digital transformation is an organizational initiative and not limited to HR, people are the common denominator.

Jason Keogh, Field CTO at 1E—a London-based company that specializes in digital employee experience, pointed out: “Every time an employee touches a keyboard or moves a mouse, they have a digital experience––and while IT is responsible for these interactions, digital employee experience [DEX] has a major impact on HR, as ‘IT friction’ can be a determining factor in employee satisfaction.”

Keogh said he’s seen that friction in workplaces worldwide. “Employees who suffer from a lack of cohesion endure a poor digital experience and will become increasingly frustrated by their inability to complete everyday tasks,” he said. That frustration, he noted, can lead to turnover.

It’s important for HR and IT teams to work together to reduce this friction, he added. HR also plays an important role in working across the organization to ensure understanding and support. Digital transformation is an organizationwide initiative—and one that is ongoing.

Digital transformation, said Kelli Trujillo, San Francisco-based chief people officer at digital customer experience company Hero Digital, is not a single-step process, but “a constantly evolving focus on your overall strategy and what matters most to employees, customers and clients.” It’s a job that’s never done, she said. “No company is ever fully ‘digitally transformed,’ because it’s about how people live and work tomorrow, next year and beyond.”

Digital Transformation in Action

Alix McCabe, chief human resources and communications officer at global trade credit insurer Allianz Trade North America, said, “Digital transformation is all about actively leveraging technology and data to help us steer our people strategy in a future-focused way.” HR, McCabe said, “is uniquely positioned to provide value-added business insights about a company’s most critical investment—its people.” Unfortunately, she added, “many HR teams struggle with legacy or disparate [human resource information] systems, manual processes and competing daily priorities that hinder our ability to be as data-driven and forward-looking as we’d like to be.”

Cohesive people operations, McCabe said, require embracing a digital mindset. They also require collaboration.

“We’ve learned that a dedicated project team comprised of HR, operations, IT and relevant business experts is a winning model for us,” she said. “Any successes we’ve achieved in digital transformation have been hinged on gaining input and active collaboration across functions and departments.” It has also been critical to foster true support from top-level leadership, she said, including the CEO.

McCabe offered some important advice to HR professionals involved in digital transformation efforts: Don’t be afraid to fail. “Not every new tool or system is going to be a smashing success,” she said. “We have to embrace a test-and-fail mentality and be willing to challenge the way things have ‘always’ been done. I can think of several digital tools or processes that we’ve piloted in the past four years that didn’t deliver as expected. This doesn’t mean we should give up. Rather, we collected our learnings and used them to inform the next initiative.”

Along the way, make sure that you’re maintaining a strong focus on communication and collaboration.

Communication and Collaboration: Key Best Practices

Don’t underestimate the power of transparent, frequent communication, McCabe said—and not just after decisions have been made or it’s time for training on new systems and processes to begin. “It can be tempting to fall into the trap of refraining from communicating until a project is complete,” she said. “We’ve found that regular communication to all stakeholders in the midst of a digital project—regardless of whether everything is on track—works wonders in terms of gaining interest, understanding and buy-in.”

Trujillo agreed. You’ll miss opportunities, she said, if you fail to “collaborate and engage your business partners and employees in the workplace evolution.”

That engagement, just like digital transformation efforts themselves, must be ongoing. Keogh pointed to employee sentiment analysis—one element of DEX—as a way to “audit employees’ opinions of systems once they’re in place to ensure they’re not hindering productivity or general happiness.” The employee experience, he stressed, is a critical factor in the digital workforce to avoid driving up costs, reducing security or creating organizational friction.

Finally, Trujillo cautioned, despite the major investment in technology that will be required in any digital transformation effort, “never lead with technology.” Instead, she said: “Start with leadership; your culture; and an in-depth understanding of how your people work, how they want to be hired and where they want to be.”

Lin Grensing-Pophal is a freelance writer in Chippewa Falls, Wis.

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Fine-Tune Compensation Strategies to Keep Workers Onboard

Compensation structures are not something you set and forget, said Tina Marie Wohlfield, SHRM-SCP, founder and chief people strategist at HR consultancy TIMAWO LLC in Fraser, Michigan, near Detroit.

Wohlfield offered tips to keep pay strategies up-to-date on June 14 at the SHRM Annual Conference & Expo 2022 in New Orleans, in her concurrent session “When Pay Strategies Fail—Why HR Needs to Act Now.”

Avoiding Ad Hoc, Reactive Practices

When pay ranges haven’t kept up with job market rates, “employees leave because they are offered life-changing money by another organization,” Wohlfield said. The problem worsens when employers rely on ad hoc approaches to setting employees’ pay.

Managers or executives “shouldn’t just say, ‘I met this guy on the golf course, let’s give him xx dollars,’ ” yet often they do, she noted.

When job categories haven’t been synced with market-based pay rates for years, “you can’t blame rising turnover solely on pay inflation,” she said.

Keep in mind, Wohlfield advised, that:

  • Just being reactive to pay issues gets HR into trouble.
  • Pay systems will break down without preventive maintenance.
  • Don’t let the finance department dictate pay budgets without HR’s input. Make friends and work with finance.

“Counteroffers are reactionary and often too late,” Wohlfield noted. But if made, they should be based on market data, with competitive pay rates.

Penalizing Loyal Employees

Pay compression is a common result of an ad hoc approach to pay and out-of-date salary ranges, Wohlfield said. Long-tenured employees earning less than new hires in the same position are paying a “loyalty tax,” she noted, a term used by organizational psychologist Adam Grant.

“When a new hire makes $8,000 to $10,000 more than long-tenured workers, existing workers will learn about it because employees talk, and then they leave—or they stay and are unhappy,” she said. “We need to stop penalizing employees loyal to us.”

Warning Signals

HR compensation managers need to “show company leaders that the ‘check engine’ light is on and flashing red,” using data on market-based pay rates and turnover, Wohlfield said. “Employees know what they’re worth and are demanding it.”

Signs that compensation maintenance is needed, she said, include:

  • Increasing turnover.
  • Exit interview data, such as an employee telling you they are leaving to make $5 more per hour.
  • Struggles to find candidates for vacancies, including offers being extended and declined.
  • Competitors poaching talent.

In this situation, employers need to put in place a preventive maintenance plan, reviewing current salaries to identify which positions aren’t keeping up with competitive rates.

Wohlfield also favors sharing pay ranges in job descriptions. “Many states require it, and it’s a good practice—why waste your time and a job candidate’s time if the money isn’t appropriate?”

Preparing 2023 Pay Budgets

Now is the time to prepare to have 2023 pay budgets sufficiently funded to address these issues, Wohlfield said, leaving a cushion of funds to fix unanticipated future developments—such as a spike of 8 percent or more in what the market is paying for a position that’s highly valued by your organization.

HR’s job is to “convince leadership to provide the funds” because a major loss of key talent, and the intellectual capital they hold, can be devasting to an organization.

Consider midyear pay increases but not across the board, she suggested, instead focusing on critical talent whose pay has fallen out of sync with the market.

“Turnover is high enough,” Wohlfield said.

Related SHRM Articles:

Creating a Motivational Cash Compensation Program, SHRM Online, June 2022

U.S. Inflation Rate Reaches 8.6% in May, a 40-Year High, Pushing Wages Up, SHRM Online, June 2022

High Inflation Means Resetting Pay Strategies, All Things Work, June 2022

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Remote Workers Raise Wage and Hour Concerns

Remote and hybrid workers present wage and hour compliance challenges for employers managing hourly workers not exempt from the Fair Labor Standards Act’s (FLSA’s) overtime rules, said Brenda S. Kasper, SHRM-SCP, speaking June 15 at the SHRM Annual Conference & Expo 2022 in New Orleans.

Employers that don’t set and enforce policies on where and when nonexempt employees can work risk expensive class-action lawsuits that can combine small wage and hour mistakes into big liability packages, said Kasper, founding member of the law firm Kasper & Frank LLP in San Diego, during the concurrent session “Managing Employees in the Virtual/Hybrid and In-Person Worlds: Avoiding Wage and Hour Pitfalls.”

While HR teams can never eliminate all overtime risks around fully remote and hybrid work arrangements that mix onsite and offsite work, they can take steps to lower the odds of being sued by employees or of facing enforcement actions brought by regulators.

A Multitude of State and Local Laws

Many states and localities have statutes that go beyond the federal FLSA, and the law deemed most favorable to employees generally will apply, Kasper said.

The local/state exempt-pay threshold for crossing from overtime-nonexempt to overtime-exempt is higher than the federal threshold in many states and some localities, meaning more workers qualify for mandatory overtime pay.

State and local statutes can also be more generous to workers on issues including minimum wages, mandatory paid and unpaid leave, vested-vacation payouts and employment taxes.

California has some of the nation’s most stringent—and, for employers, most cumbersome—worker protections, Kasper noted.

These issues come to the forefront when employees don’t stay put and begin working in different jurisdictions.

Risk-Reducing Measures

The problem of roaming remote employees can be tackled at the start, in the employment offer letter, Kasper advised. She suggested using language such as “You are being hired to work in the location of [state in which they have a primary address, sometimes noting the municipality]. You are not authorized to work anywhere else. The law of [state/locality] will apply to this working relationship.”

If employees move to another state while working remotely, employers should contact them immediately and reiterate that they are not authorized to work elsewhere. Alternatively, employers may choose to accept and confirm with an employee that the law of their new state of residence will apply. Either way, the notice should be documented.

“Don’t leave the matter unresolved,” Kasper said.

Employers should have a legitimate business reason for approving or rejecting the employees’ move and frame it in strategic terms, she suggested, adding, “It’s generally ok to say, ‘We hire from this geographic scope and not from elsewhere.’ ”

The same issue may come to the fore if, say, a California employee were to move from San Diego to San Francisco, which has more burdensome compliance rules.

“Explain to employees that you don’t have the capacity to operate in all 50 states” when that’s the case, Kasper suggested. Employers can be geographically restrictive as long as they avoid anything that could be viewed as discriminating against employees in protected categories, such as race and ethnicity.

Kasper raised the issue of an employee who purchases a recreational vehicle and decides to travel the country working from everywhere, making an employer manage multiple state and sometimes municipal work rules.

“You have the right to tell them ‘No’ and to enforce the condition of employment described in the job agreement letter” on penalty of termination, she said.

What about applying California’s employee-friendly law everywhere? “It’s not so easy. Don’t try it,” she advised.

Compensable Time

Under the FLSA’s legal standard, “if you ‘suffer or permit’ employees to work, they must be paid,” Kasper said. “Not expressly telling hourly workers they can’t respond to e-mails off the clock could be risky,” even if managers never told them they had to respond to e-mails at night.

Similarly, managers should tell nonexempt employees in a hybrid work arrangement not to begin their day working from home, including responding to e-mails. “If they start to work at home before their commute, their drive time becomes compensable under the FLSA,” Kasper explained.

For exempt employees who are paid salaries, it’s a different story, she said, as employers generally can grant them flexibility over when and where they work. Still, exempt workers could suddenly need to be paid hourly if working in places with a higher income threshold for overtime exemption.

Non-overtime issues when employees work from multiple jurisdictions affect exempt workers as well, Kasper pointed out, such as varying state and local leave laws and employment taxes, so HR shouldn’t let its guard down when salaried workers also choose to roam.

Related SHRM Articles:

DOL Overtime Claims Are on the Rise, SHRM Online, June 2022

Watch Out for Overtime Compliance Challenges, SHRM Online, June 2022

Employees Working Out of State Often Fail to Let HR Know, SHRM Online, February 2021

[Visit SHRM’s resource page on Remote Work.]

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Which Retirement Plan Participants Can Sue?

A number of recent lawsuits brought under the Employee Retirement Income Security Act (ERISA) have addressed the issue of which retirement plan participants have “standing” to bring an ERISA action against their plan’s fiduciaries. 

These cases generally focus on the issue of whether the participant-plaintiffs who brought the suit have a “concrete stake” in the dispute, as in two recent cases involving participant-plaintiffs in 401(k)-type defined contribution plans who did not invest in all the funds with respect to which they are suing.

Boley v. Universal Health Services

On June 1, 2022, the Third Circuit Court of Appeals upheld a lower court decision in favor of the suing plan participants in Boley v. Universal Health Services, a “typical” 401(k) plan fiduciary case challenging the prudence of fees paid with respect to fund management and recordkeeping.

The plaintiffs alleged that “Universal breached its fiduciary duty by including the Fidelity Freedom Fund suite [the plan’s default target date fund (TDF)] in the plan, charging excessive recordkeeping and administrative fees, and employing a flawed process for selecting and monitoring the plan’s investment options, resulting in the selection of expensive investment options instead of readily-available lower cost alternatives.”

The plaintiffs had, however, invested in only seven of the plan’s 37 funds. The default TDF—a particular focus of plaintiffs’ allegations—consisted (per the court) of 13 separate funds. Each of plaintiffs invested in at least one of these 13 funds but did not invest in all of them.

Defendants challenged plaintiffs’ standing (under Article III of the U.S. Constitution) to sue with respect to “funds in which they did not personally invest.”

The Third Circuit (affirming a decision of the lower court) found that:

“[T]he Named Plaintiffs … have a concrete injury flowing from the challenged conduct. The Named Plaintiffs each invested in at least one of the Fidelity Freedom Funds. Importantly, the Named Plaintiffs’ allegations in the Complaint are that all of the funds in the suite were imprudent for the same reasons – they were all excessively expensive funds, because they invested in high fee actively managed funds rather than low-cost index funds. If the Named Plaintiffs’ allegations are true, each class representative suffered a concrete injury traceable to Universal’s imprudent choice to include the Fidelity Freedom Fund suite in the Plan, rather than a suite consisting of target date funds that invested in less expensive index funds. The Named Plaintiffs have standing to bring this claim.”

Similarly, with respect to other funds in the plan’s fund menu, the court found that “Because each class representative invested in at least one fund with allegedly excessive fees, the Named Plaintiffs adequately alleged they suffered injury from Universal’s imprudent investment evaluation process, and, accordingly, have standing to bring this claim.”

Bottom line: if plaintiffs invested in at least one fund that had excessively high fees because of an (allegedly) imprudent fund selection process, they may bring a claim with respect to all funds selected by that process.

Brown v. Mitre

On April 28, 2022, the U.S. District Court for the District of Massachusetts entered an order dismissing claims brought by a plaintiff (as a class representative) in Brown v. Mitre (No. 1:21-cv-11605, electronic order). The plaintiff claimed that defendant plan fiduciaries caused the plan to pay “unreasonably high administrative and recordkeeping expenses to the detriment of the participants. According to the plaintiff, MITRE’s plans paid these fees through a revenue sharing approach, by handing over ‘a percentage of the assets in the plans.'”

The court found, however, that “Brown had invested only in a single fund in the relevant time period. That fund belonged to the lowest cost class, and critically, paid no revenue-sharing fees (facts not disputed in Brown’s opposition). Brown’s theory of damages, premised on the revenue sharing model, cannot explain how he was personally injured by MITRE’s allegedly unreasonable fee practices. Accordingly, Brown has not established Article III standing to sue individually or on behalf of others.”

Bottom line: a participant who has suffered no concrete injury from the alleged imprudent conduct may not bring an ERISA fiduciary lawsuit premised on that imprudent conduct.

No Standing to Sue

Both the Boley v. Universal Health Services and Brown v. Mitre courts cite the U.S. Supreme Court’s June 5, 2020, decision in Thole v. U.S. Bank, which involved a defined benefit pension plan.

In Thole, a divided (5-4) Court found for defendant defined benefit plan sponsor-fiduciaries, holding that plaintiff plan participants did not have standing to bring the lawsuit.

Fiduciaries of U.S. Bank’s defined benefit plan for its own employees invested plan assets in mutual funds managed by a U.S. Bank subsidiary, FAF Advisors, Inc. Plaintiff-participants sued U.S. Bank, as a sponsor-fiduciary, claiming that those investments violated ERISA’s prohibited transaction rules.

Justice Brett Kavanaugh, who wrote the majority opinion, summarized the Court’s ruling as follows:

“Courts sometimes make standing law more complicated than it needs to be. … [U]nder ordinary Article III [of the United States Constitution] standing analysis, the plaintiffs lack Article III standing for a simple, commonsense reason: They have received all of their vested pension benefits so far, and they are legally entitled to receive the same monthly payments for the rest of their lives. Winning or losing this suit would not change the plaintiffs’ monthly pension benefits. The plaintiffs have no concrete stake in this dispute and therefore lack Article III standing.”

Takeaway for Plan Sponsors

These issues go (generally) more to litigation strategy than to rules for sponsor fiduciary conduct. But fiduciaries will want to consider who will have a stake in litigation (and how big that stake might be) over, e.g., a decision to retain or replace an individual fund. And it is interesting (at a minimum) to note that defined contribution plans present litigation issues that do not exist for defined benefit plans.

Michael Barry is an attorney with more than 40 years’ experience in the benefits field at law and consulting firms. He is a senior consultant at Chicago-based retirement plan advisory firm October Three and president of O3 Plan Advisory Services LLC, which provides retirement plan regulatory analysis targeted at plan sponsors and those who provide services to them. © 2022 October Three Consulting LLC. All rights reserved. Reposted with permission.

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What NYC’s Pay Transparency Law and Its Delayed Implementation Mean

?Despite delays and uncertainty about its implementation, one thing is for certain about New York City’s new pay transparency law: A lot of lawyers are going to get paid exploring it and its fluid, dynamic nature.

Earlier this year, the city enacted a law that requires employers to list the salary range in any job advertisement. Then, just as the law was about to go into effect in May, the city delayed its implementation to November with new amendments. This delay was implemented in part to allow both advocates of the law and those with concerns to continue discussing how this law can work in practice. 

The reason? The original version of the law left some terms undefined—including key ones for a law like this, such as “advertising” and “salary”—and the law was unclear on how hourly workers would be affected.

The May amendment signed by Mayor Eric Adams clarifies a few issues. There is now no financial penalty for a first violation if the employer resolves it within 30 days. And the law now specifically applies only to jobs that are performed at least in part within the city.

It’s likely that the mayor will sign another amendment to the law before it goes into effect in November, as both pay transparency advocates and business interests are poring over the mechanics of how the law will work.

Colorado enacted an even more expansive law in 2021, and states like California and Washington now require employers provide salary information to any job applicant who requests it. More jurisdictions are seeking to enact some variation of pay transparency—and they are all addressing the various challenges to balance realistic concerns with their intents.

But the New York City law is being watched particularly closely, so this may be a moment where the pay transparency trend really takes off.

What You Need to Know About the NYC Law

So, what do employers need to know? First, the New York City law currently has a broad scope. Employers with four or more workers—including the owners themselves—are all covered by the law. If you’re hiring one or more domestic workers, those jobs are covered too.

The four workers don’t all need to be in New York City, either. If just one position is based in the Big Apple, the employer is covered. That includes full-time and part-time jobs and deskbound workers.

Employment agencies are also obligated under the law for any job listings they pass along.

Interestingly, the law also has a broad definition of advertising.

Any announcement of a job, promotion or opportunity to transfer is covered, regardless of the medium, as long as the job will be in New York City.

That means everything: internal e-mail groups, ads on LinkedIn or Indeed, classified ads in print, postings on internal bulletin boards, and even printed flyers that are handed out at a job fair are considered advertising.

Basically, if you’re telling anyone about this job, you’re going to need to note the anticipated salary range.

Specific Requirements for the Salary Range

The salary range has some specific requirements. First, you’ll need to include a minimum and a maximum, so phrases like “$15 an hour and up” aren’t going to pass muster. On the other hand, if the salary is set and there’s no range, it’s OK to just say the exact pay.

The law defines salary narrowly. The only thing you’ll need to include in an advertisement is the pay, stated either in hourly or annual rates.

All other forms of compensation, including health insurance, overtime, commissions and bonuses, are not included in the salary definition, although if you want to advertise those as well, you can. In the case of jobs that are heavily dependent on commissions, you’re probably going to want to include that information anyway.

The law also requires that this salary range be offered in “good faith,” meaning that it is what the employer honestly believes they are willing to pay at the time they place the advertisement. However, nothing in the law states that an employer must pay someone within a stated range.

Even if additional details are ironed out before the law goes into effect in November, there will likely be some parts that employers simply won’t know how to address until they are regularly posting salary ranges and there are test cases before the New York City Commission on Human Rights.

Peter J. Glennon founded The Glennon Law Firm PC in 2014, a Rochester, N.Y.-based litigation practice focusing on serving clients throughout New York state.

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  • Otras selecciones incluyen correo electrónico, teléfono, Twitter, Skype, devolución de emplazamiento y envío sobre un mensaje de cuenta.
  • Tras ello, aparecerá una ventana pronunciato en la que perfeccionar los siguientes pasos.

El código de promoción 1xbet en Bangladesh es la característica atractiva adicional de la casa para apuestas que da voie a los recién llegados obtener el buen bono de bienvenida después de realizar el special primer depósito. Inicialmente, las apuestas solo ze aceptaban en las oficinas terrestres. Hoy en día, la casa para apuestas 1xBet opera bajo licencia de Curacao y desde hace algún tiempo también está presente en el setor europeo de apuestas. Del mismo modos, puede comprar códigos para otros juegos para obtener flancos de promoción. Al comprar un código de promoción en el sitio net del casino 1xBet, un jugador podra obtener una cantidad adicional de giros gratis.

Casino En Festón Del 1xbet

Otro de los requisitos necesarios para la opción en vivo xbet videostream ha sido tener una cuenta de 1xbet loading. Por su parte, la Betsson Software además de mantener sus colores destacados, también ofrece una opción de activar el modo secreto. A diferencia de la App de 1xBet, el menú sobre secciones se ubica en un botón desplegable en una parte superior izquierda. La presente reseña de 1xBet viene a mostrar todas las cualidades del well-known casino.

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Con el momento, se volvió bem rentable ser el apostador en línea con una apostando 1x, ya la cual los usuarios durante línea podían utilizar ofertas promocionales únicas. Esta presencia durante línea fue los angeles fuerza impulsora detrás de hacer sobre 1xbet una organismo global. Pedir the los jugadores o qual se acerquen a las apuestas acumuladas para jugar con su bono simply no está nada vacio. Los fanáticos de los deportes electrónicos generalmente tienen una gran comprensión de los eventos y podrian beneficiarse de colocar múltiples apuestas. Si eres del modelo que se mantiene al día con varios equipos, algunas apuestas acumuladas podrían ser la maneira correcta de cobrar ganancias adicionales. Para garantizar la mejor experiencia Casino Sobre Vivo, es crucial elegir un proveedor con un historial comprobado de excelencia.

¿cuál Es El Codigo Promocional 1xbet Spain?

tiempo. Solo contine que abrir FIFA eSports battle dentro de una Bundesliga — lo mejor en Web la empresa 1xBet ofrece las

No en todos los países funciona la app y por ello la versión móvil será la buena opción pra jugar. 1xbet es  una plataforma sobre apuestas deportivas sumado a juegos de online casino de origen ruso, cuyo mercado es internacional y tiene licencia de Curazao para abarcar este mayor número sobre clientes a jerarquia global. México ha sido el destino más reciente en un que 1xBet ha puesto la finalidad y este dia sus promociones con sus bonos empiezan a golpear con fuerza el corazón de los apostadores de todo el país. Guardar mi nombre, correo electrónico con sitio web durante este navegador para la próxima ocasião que haga el comentario. Los jugadores que se registren con este atleta de apuestas buscan ser mayores de edad.

Licencias Sobre Juego

Una vez acontecimiento esto, cuando inicie sesión en tu cuenta, ingresará simply no solo una contraseña sino también el código de verificación desde su teléfono. Además, para garantir seguridad adicional y protección de datos, se utiliza un certificado SSL.

  • 1xbet es actualmente uno de aquellas sitios más buscados y de mayor reputación en un mercado de apuestas en línea, con una generoso Bono sobre Bienvenida que se ofrece a los nuevos clientes la cual se registran sobre el sitio.
  • Cada porción subsiguiente de bonos está disponible después de cumplir con las condiciones del bono proporcionado anteriormente.
  • Lo que cuenta que se rige y funciona sobre una tecnología de igual an ídem sin que ningún banco o oficina central lo gobierne.
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Y, por dans le cas où fuera poco, los angeles misma plataforma contiene una sección para preguntas que seria de mucho interés. 1xbet dispone para un servicio sobre atención de consumidor profesional disponible todas las 24horas del día; que permite mi sólida y efectiva comunicación con los usuarios.

¿hay Un Codigo 1xbet Argentina Sin Depósito?

El cuarto depósito completa el atadijo de bienvenida, la cual puede traer al jugador bonos durante un monto de no más sobre 450 EUR. El sitio asociado recibe una recompensa durante cada clic en el enlace usando un código de promoción. El consumidor recibe beneficios adicionales ya al comienzo para su carrera. El casino se ‘ reabastecido con un forma cliente, lo o qual aumenta su funds de trabajo. En 1XBET adivinaron un futuro cuando decidieron invertirlo todo por los e-sports sumado a cuando desarrollaron algun casino en directo tan robusto. Creo que lo único que les queda pendiente con el público argentino ha sido tener un servicio al cliente sobre impronta local, online casino en vivo durante español y quizás un código promocional 1XBET específicamente para la Copa Diego Maradona.

  • La oferta de bonificación de bienvenida es relevante solo pra principiantes.
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  • Cuotas de fútbol, cuotas de fútbol o cuotas sobre tenis, para importantes ligas de España, Inglaterra, Estados Unidos o Italia.
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  • Puede adquirir un código que proporciona al deportista una transición cuando cursaba el juego en la ranura inmediatamente en las rondas de bonificación.
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La huella es conocida mundialmente como sitio sobre apuestas online pra deportes, operativo sobre la misma dirección web. También por el patrocinio an importantes entidades como Liverpool FC con Barcelona FC. El programa de afiliados funciona de los angeles misma manera para todos mis casinos. Es imprecindible invitar a tus amigos y una vez que registrarse y empezar the hacer apuestas disadvantage dinero real, ud. recibirá su compensación.

Máquinas Tragamonedas

Al comienzo tuve mis problemas sobre 1XBET, llevo que reconocer que mi primera impresión no fue una mejor. No sera algo que guarde que ver que incluye el código promocional 1XBET, del cual sinceramente creo que está bien concebido y que sera generoso, era más algo que tenía que ver que tiene el aspecto common del sitio net lo que no me cerraba. Sin embargo, después sobre darle una oportunidad por alrededor de una o de horas mi perspectiva cambio. El equilibrium entre el casino y las apuestas deportivas es muy bueno y asi puede verse a partir de su mismo código promocional 1XBET.

  • Los términos de la promoción suponen que los compradores habituales recibirán algun reembolso parcial sobre sus propios fondos gastados durante un período determinado.
  • Lo que debes hacer inicialmente es ingresar al website entre ma plataforma sobre 1xbet; y posteriormente haz clic durante la opción para registro que apersona en la zona lateral derecha excellent.
  • No ofrece características diferentes de algunos sitios similares, la distinción principal tema en la cantidad sobre juegos y proveedores.
  • Sin bar, aunque 1xbet se?ala una gran disparidad de bonos tanto para las apuestas deportivas como pra el casino, essa casa de apuesats no ofrece bonos sin depósitos.

Las 1xBet Argentina opiniones concuerdan en que es sitio seguro para apostar a deportes o jugar online casino. La fama entre ma marca viene acompañada de una imenso oferta de miles de juegos.

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New Program for At-Risk Youth Hopes to Close the Workplace Racial Equity Gap

?In commemoration of Juneteenth, some companies are committing to hire at-risk youth. American Family Insurance and Delta Air Lines, among others, are joining a program funded by Walmart and backing the mission to decrease workplace racial inequity by hiring young adults who have been affected by the criminal justice system.

The program, called Unlock Potential, was designed by social justice nonprofit Responsible Business Initiative for Justice (RBIJ) and Ben & Jerry’s. Program designers advocate closing the workplace racial equity gap by lowering the incarceration rate of at-risk youth. Unlock Potential targets 16- to 24-year-olds who: possess a juvenile criminal record, have experience in foster care, are a victim of sex or human trafficking, or have a parent who was incarcerated during their childhood.

Juneteenth is a new federal holiday commemorating the end of slavery in the United States.

“Preventing [at-risk youth] from becoming economically disenfranchised by the justice system will have a tremendous impact on racial equity,” according to an op-ed by Ben & Jerry’s CEO Matthew McCarthy and RBIJ’s CEO Celia Ouellette. Finding jobs is crucial to the effort: Black Americans experienced 8.6 percent unemployment in 2021, compared with the national average of 5.3 percent.

However, companies need to be “very careful” on how they handle the commemoration of Juneteenth, said Tiesa Leggett, RBIJ’s director of partnerships and programs. They should have a strong diversity, equity and inclusion (DE&I) workplace culture in place before recognizing Juneteenth at work, otherwise the message comes across as lip service.

HR’s Role in Closing the Workplace Racial Equity Gap

Unlock Potential will launch in October 2022 by introducing a recruiting and hiring process for small, midsize and enterprise businesses and franchises.

HR professionals play a major role in implementing Unlock Potential’s mission because they will determine the best practices to recruit and hire at-risk youth. For example, Delta Air Lines may rework job requirements for positions that currently call for applicants to have a bachelor’s degree even though the work does not require a college education.

Unlock Potential’s goal is to add more job candidates’ resumes to the overall hiring pool.

“We know that having a diverse workforce builds a better and more innovative business,” said Keyra Lynn Johnson, Delta Air Lines’ vice president and chief DE&I officer. “This partnership builds a bridge to individuals who often don’t have connections and opportunities to careers at Delta, while at the same time broadening our access to untapped talent.”

Retaining Participants with a ‘Wrap-Around’ Support System

Persevere, a national nonprofit aiming to end mass incarceration, will offer widespread access to “wrap-around” programs that provide mentorship, compelling work placements and flexible career paths for Unlock Potential’s participants.

Other roles for HR professionals include evaluating the necessary training and resources involved to start a new role so that the Unlock Potential staff can provide the right resources to potential applicants. For example, since remote-work opportunities have greatly increased over the last three years, support programs may need to purchase laptops or mobile phones for job candidates if HR professionals say these tools are necessary.

In the long run, Unlock Potential’s goal is to increase the number of people of color in leadership roles, while in the short term, they aim to increase racial equity across the entry-level workforce.

“A workplace cultural shift toward robust DE&I initiatives should already be in place in order for these at-risk youth to stay in the program and have access to meaningful work,” Leggett said. “Not only will those efforts meet Unlock Potential’s short-term goals, but also for the long-term goal of providing a sustainable career path.”

Sarah Dolezal is a freelance writer based in Alexandria, Va.

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Economic Analysis for HR Professionals

?Former employment attorney and author Jathan Janove writes for SHRM Online on how to inject greater humanity into HR compliance. He welcomes your questions and suggestions for future columns. Contact him at the e-mail address at the end of this column. 

Perhaps more than anything else, the University of Chicago is known for proposing and studying economic theories, such as the so-called Chicago school of economics. When I attended law school there, I received an immersion into economic theory. I had been an English major before starting law school; studying there was like learning how to swim by being thrown into the deep end without water wings or nose plugs. 

Yet years later as an employment law attorney and then as an HR coach and consultant, I came to appreciate the value of using basic principles of economic analysis to help HR step up its game. 

Likelihood x Magnitude = Value 

Previously, I wrote about the Solomon Paradox—the notion that our decision-making tends to be flawed because we don’t consider enough information, we make too many assumptions, we limit our options and we impose too much rigidity. 

In the 18th century, mathematician Daniel Bernoulli offered a solution to the Solomon Paradox. He stated that the key to happiness was making good life decisions. That meant, he asserted, assessing likelihood of outcome multiplied by magnitude of outcome. This would give you the present value of any contemplated action. 

Bernoulli’s formula underpins modern behavioral economics. When contemplating an action, the rational actor will evaluate the likelihood of costs, risks and benefits multiplied by their magnitude. The action with the highest overall present value will be chosen. 

In economic terms, this might be choosing between a 10 percent chance of winning $1,000 or a 1 percent chance of winning $1 million. In the workplace, it might be choosing between firing a problematic employee versus keeping the worker employed.

Creating Options 

Another tenet of economic analysis I find useful is a method of identifying options. You start at one end of the risk/reward spectrum, move to the other end, and then work toward the middle. Envision bookends where you end up with a volume in between. 

At the University of Chicago, we were taught three terms: 

  • “Risk-Averse.” This means, “I don’t want to take any chances and will pay a premium not to have to worry about the downside.” (Among other things, risk aversion is a great blessing to the insurance industry.)
  • “Risk Preferer.” This means that while holding the dice you say, “Don’t worry about the rent money, honey. I feel good about this one!”
  • “Risk-Neutral.” This is where you carefully assess contemplated action in terms of likelihood and magnitude of costs, risks and benefits. 

Economic Analysis Applied to HR 

Here’s an example familiar to most experienced HR professionals. After years of procrastination, management finally hits the breaking point with a problematic employee. Even though management never dealt with the problem when and how it should have, it wants the employee gone “today!”

Sound familiar, HR professionals? 

You could say, “That’s ridiculous. The file’s a mess, and we’ll most likely get beat up in a court of law.”

Your analysis is probably sound, but I’m afraid it’s not going to promote good HR/ management relations.

Another approach would be to use economic analysis. “OK, management,” you say. “Let’s identify and assess options.

“Option One. We fire this person today as you propose. Clearly there’s a benefit to you in doing so. Now, let’s look at the costs and risks.” (This would be the risk preferer option.)

You then go in the other direction, risk-averse: “Option Two. If we want to entirely eliminate legal risk, we can keep this person on essentially permanent paid vacation. To my knowledge, there’s little risk of being sued for ‘wrongful continued employment.’

“However, judging by the look on your faces, I’d say this option will have substantial present and future business and organizational costs.”

Next, you move to risk-neutral. “Now, let’s try to identify an option that might be somewhere in between these two. It would be one that has business and organizational benefits yet creates claim risk that is sensible in light of overall circumstances.”

Conclusion

Interacting in the way I just described moves HR away from the “Department of No,” the “Department of You Can’t,” or the “Department of You Must.” It converts HR into a true business collaborator, merging legal compliance, claims prevention and business need.

Watch how this approach changes the dynamic the next time you work with management on a tough situation. Not only will the interaction be more collaborative and less adversarial, but I predict it also will result in you hearing from management sooner and more often. That’s when options are more plentiful.

Management to HR, “I’m not sure, but more or less 20 years. 

Jathan Janove, J.D., is the author of Hard-Won Wisdom: True Stories from the Management Trenches (HarperCollins/Amacom, 2017). He is president of the Oregon Organization Development Network and was named in Inc. magazine as one of the Top 100 Leadership Speakers for 2018. If you have questions or suggestions for topics for future columns, write to jathan@jathanjanove.com.

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