With the World Health Organization (WHO) naming stress the health epidemic of the 21st century, it’s no surprise that both personal and professional stress permeates so many corners of our lives.

This is why it is so important for companies to implement Employee Assistance Programs (EAPs). An EAP can be an essential resource for employees who are dealing with a range of issues.

Unfortunately, these valuable programs are underused, with only 5 out of every 100 employees with access to an EAP leveraging the benefit in a year. However, usage has doubled since the COVID-19 pandemic—which makes sense when you consider how employee stress has skyrocketed over the last few years. 

It seems employees typically have two main concerns regarding EAPs: 

• There is often a stigma because, historically, it was primarily a resource for people with substance misuse problems or serious mental health issues.
• Employees are reluctant to use EAP counseling due to confidentiality concerns.

Modern EAPs, however, address a much broader range of problems and are always 100% confidential. They can offer significant assistance to your workforce and, in turn, have very positive effects on your company. 

If your organization does not already have one in place, we highly recommend getting one! Below, we’ll tell you:

• Exactly what an EAP is and what it covers
• Why your company needs one
• How to implement one effectively

Keep reading for the low-down on EAPs so you can get one in place today.

What is an Employee Assistance Program (EAP)?

An employee assistance program or plan is a voluntary work-based intervention program designed to offer employees support and solutions for issues impacting both their work and personal lives. It is employer-sponsored and completely free for employees to use. 

Employee assistance program services can include counseling and guidance for areas such as:

• Marital/relationship problems
• Financial struggles
• Emotional problems
• Family issues
• Substance or alcohol misuse

Some EAPs may even offer a wide range of services covering basic legal assistance and referrals, adoption assistance, help finding elder care services, and more. It is separate but complementary to your other employee wellness programs, as your provider can often help you find related wellness offerings. The employee’s spouse, children, or partner living in the same household also typically have access to the EAP.

Program counselors will work in a consultative role with managers and supervisors to address employee and organizational challenges and needs. This means they can help organizations prevent and cope with workplace violence, trauma, and other emergency response situations.

Why does your company need an EAP?

EAPs are great for employees because they are paid for by employers and often extend to employees’ immediate family members or to anyone living in employees’ homes. On the same token, EAPs are cost-effective tools for employers that can truly pay off long-term. 

As an employer, you have a vested interest in your employees’ performance. If they are distracted and affected by personal issues and stress, it can affect their ability to reach their full potential. This, in turn, can hurt productivity and drive up costs for businesses. 

EAPs cover certain needs that the healthcare system can’t handle, like financial counseling or elder care assistance. People often struggle with these areas silently simply because they don’t know where to turn for help or can’t afford it. Again, these are totally free services to employees.

EAPs can be the key to helping employees deal with these types of issues and significantly improving their performance. 

The Stress is in the Numbers

Are you still unsure if your workplace really needs an EAP?

The State of the Global Workplace: 2023 Report by Gallup found that employee stress remains at a record high for the second year in a row, with 52% of American and Canadian respondents stating they experienced a lot of stress the previous day. 

While employee stress has likely risen partially due to the pandemic, it’s been increasing for over a decade. Gallup also found that 26% of U.S. employees “very often or always” feel burned out at work, and only 24% feel their employer cares about their well-being.

So, how does workplace stress impact your business? When your employees are struggling with excessive stress or other mental health issues, it can:

• Interfere with employee focus, engagement, and productivity
• Cause performance issues, such as mistakes or missed deadlines
• Decrease morale and create a tense work environment
• Increase tardiness, absenteeism, and turnover
• Spark workplace conflicts between coworkers and/or staff and supervisors
• Lead to more illnesses and injuries—which can, in turn, affect your insurance rates

According to the American Institute of Stress, around 1 million workers are absent every day due to stress, and this job stress is estimated to cost American companies “more than $300 billion in losses due to absenteeism, diminished productivity, and accidents.” 

Those are some ugly stats—and there are many more regarding the negative effects of stress in the workplace.

Employee Assistance Program Benefits

Fortunately, employers can prevent and address many stress-related problems by properly implementing an EAP with resources to help employees manage their stress. The U.S. Department of Health and Human Services reports that for every dollar invested in an EAP, employers generally save anywhere from $5 to $16. 

Are you concerned about the costs of adding an EAP to your employee benefits package? Statistics show that only 1-2% of employees need to use it for counseling each year “to yield enough savings in work productivity outcomes” to break even on your ROI!

But an effective EAP is about more than a purely financial return on investment. It can help:

• Reduce absenteeism
• Boost employee engagement
• Improve job performance and productivity
• Decrease presenteeism
• Ease depression and promote mental health
• Support employees in recovery
• Attract and retain talent

One study even found that employee satisfaction regarding EAPs is “often over 90%.” Additional research found that these programs can strengthen the company from a bigger-picture perspective because they provide “consulting to managers and leaders, workplace crisis preparedness and incident response, organizational level behavioral health risk management services, and specialists for difficult workplace events (i.e., harassment, bullying, sexual inappropriate behavior, customer conflicts, work team dysfunction).” 

How can you implement an EAP?

If you’re ready to get an EAP for your business, we recommend first asking your employee benefits broker if they offer one. Oftentimes (but not always), short-term and long-term disability providers offer this to employers at no cost!

When searching for an EAP, you will want to evaluate what kind of program will best suit your organization’s needs. A few things to consider include what the plan provides, how EAP contracts work, critical requirements any EAP should follow, and how employees will access EAP services.

EAP Delivery Options

There are a number of options when it comes to how an EAP is managed and delivered. Businesses can choose to keep it in-house or outsource all services. The Society for Human Resource Management (SHRM) reports that the most common EAP delivery models include:

• Management-sponsored EAPs: Employers (often large organizations) hire internal EAP staff to deliver the services all in-house.
• Fixed-fee contracts: Employers pay for various services (i.e., counseling, referrals, and supervisory training) with fees based on the number of employees, regardless of their actual EAP use.
• Fee-for-service contracts: Employers contract an EAP provider and pay only when the service is used.
• Consortia: Small businesses join together to contract for EAP services, lowering the cost per employee.
• Member assistance programs: Unions provide these programs with services ranging from prevention and problem identification to referral and counseling activities for employees and their family members.
• Peer assistance programs: PAPs are sponsored by employers or unions and train peers to work with troubled employees to address substance abuse and other problems within predetermined rules and limits.
• Mixed-model programs: These are used by employers and unions with multiple worksites that have different needs and resources.

Service Options

Another awesome benefit of EAPs is that many of them offer different forms of in-person and e-counseling. These include tele-counseling and video-counseling, which suit the needs of many professionals who live a hectic lifestyle and are looking for a more convenient, practical alternative. Virtual counseling eliminates travel time and offers more scheduling flexibility.

Many EAP providers offer both e-counseling and in-person counseling. This allows the client to choose what works best for them. In some cases, a blended approach is taken based on the employee’s needs. This means the employee can enjoy the benefits each method has to offer.

Communication

Once an EAP is in place, employers and/or their HR teams need to inform employees about it regularly (ideally on a monthly basis). This way, all employees will be aware of the program’s existence, how it works, and their options. 

Be sure to communicate the comprehensive services included in the EAP during these routine reminders. Let workers know that they are free and available to everyone in the company. By properly educating all employees about the program, you can remove the stigma around EAPs and encourage them to take advantage of it. 

Confidentiality

Another important factor to address is confidentiality. Remind employees that any services they seek through the EAP are kept completely confidential. 

Employees don’t need to get permission or go through HR to utilize the services. All they have to do is contact the EAP provider. Counselors do not report back to the organization nor keep external records of the counseling sessions. No one in the company has to know that the employee is receiving assistance. 

Executing an Employee Assistance Program

It will be up to your HR team to manage your organization’s employee assistance program and the relationship with your EAP provider, but the use of the services will always stay confidential. 

HR will need to stay in contact with the EAP provider to ensure the programs in place are effective and to guarantee the timely and accurate flow of information to employees. This will help the organization develop services over time and encourage employee engagement with the programs. It only makes sense that HR should be involved since an EAP is an investment in your people!

If your company needs assistance implementing and maintaining an EAP, contact BlueLion at 603-818-4131 or info@bluelionllc.com today. From finding the perfect program for your business to creating policies and procedures, we’ll help you get started on the right track toward ensuring your employees’ well-being and productivity.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

In the current economy and job market, implementing effective employee retention strategies is pivotal to a company’s success. Turnover causes employers major operational costs and inhibits growth and profit.

Of course, we don’t want to focus only on the negative! Instead, we’re going to give you some insight into:

• Why employees leave (i.e., what to avoid)
• Why you should focus on employee retention strategies
• 6 retention strategies you can implement today

Why Employees Leave

According to the Retention Report, the top three reasons people left their jobs in 2019 were:

• Career development (20%)
• Work-life balance (12%)
• Manager behavior (12%)

Overall, 78% of the reasons employees quit could have been prevented by the employer. An organization’s leadership has a great deal of control and influence on its employees’ morale and satisfaction!

Today’s workforce is driven to grow and advance in their careers. They value work-life balance and things like flexible schedules. And they do not tolerate poor management such as unprofessional behavior and lack of competence.

These are all areas that employers can work on through improved policies, processes, and management training.

Why You Should Focus on Employee Retention Strategies

Focusing on employee retention is much more cost-effective than dealing with high turnover rates.

The Retention Report found that the costs of voluntary employee turnover in 2019 exceeded $630 billion. Turnover cost is based on four factors:

1. Cost of termination
2. Cost of replacement
3. Vacancy cost: Number of days job is open times the average value of the job per day
4. Learning curve (productivity) loss: Revenue per employee per day times number of days it takes to get the new hire up to standard performance

Work Institute states:

The median income for a salaried employee in the U.S. translates to a yearly income of approximately $48,672. Work Institute recommends (conservatively) costing turnover at 30%, approximately $15,000 per employee departure.

Not to mention, there were over 7 million job openings in 2019, but only about 6 million unemployed people. Employers need to do more to retain talented staff and make them feel valued. If you don’t, your workers will look elsewhere—and sometimes, the grass really is greener on the other side.

6 Employee Retention Strategies to Use Today

So, how can you reduce employee turnover? When you put in the time and effort with your current employees, your business can retain awesome talent and avoid those scary costs and hassles mentioned above!

1. Hire the Right People

Employers and hiring managers should truly follow their gut when it comes to hiring choices. You may have someone who is a star on paper and checks all the boxes when it comes to skills and qualifications, but they also need to be a fit for the culture.

In order for them to be a happy, productive member of the team, a new hire has to get along with his or her coworkers. Ensure candidates are the right fit by asking them behavioral questions during the interview to learn how they handle certain situations. Introduce them to other employees, particularly those they would be working with directly.

If someone does not fit in with the other personalities and overall company culture, they’ll feel lonely and disconnected from the rest of your organization. This plays a large role in ensuring they stay for years to come.

2. Set Expectations Early

We cannot stress this enough: Retention starts during the hiring process!

The first step is to clearly outline the job responsibilities and salary expectations in the job description. This will ensure candidates know exactly what you’re looking for and if they are a good fit for the job. You’ll avoid confusion, disappointment, or frustration. With clear expectations, employees will be productive from the get-go and confident in their skills and abilities to do the job well.

Next, create a positive onboarding process that is a two-way experience. Share your business’s story, goals, and accomplishments, but also be sure to let the new employee know how they will contribute to the company and help it grow. Discuss their background and experiences, and how those things can fit in with their new position and the company’s mission. This will immediately give them a sense of belonging and show them that their job matters.

Something you should NOT do is overload new team members with detailed policy and benefits information. Orientation should be used to give overviews of policies.

Finally, be ready for new employees on their first day. Set up their workspace and supplies so everything is ready when they arrive. Have a plan in mind for training new workers and getting them up to speed on current projects. Some employees may prefer to dive right in and take an autonomous approach, while others may prefer more guidance as they get started. Managers should be flexible and prepared to support new employees based on their needs and learning styles.

3. Define Career Paths

Most employees want to grow and advance their careers; if they become stagnant, they will become unsatisfied and search for other opportunities.

Showing employees how they can grow with the company can help them envision staying with the organization long-term. This keeps employees motivated and helps reduce turnover rates.

A defined career path includes established goals or changes in title or salary. Employees might move upward or earn more responsibilities in their current position. Coach them based on their strengths and goals. Recommend ways to advance within the organization. Provide training and professional development opportunities, then allow employees to put their new skills to work.

4. Practice Consistent & Frequent Communication

Effective managers know that constant communication is key. Use regular check-in meetings to ensure employees are happy with their work and the company as a whole. Maintaining an open dialogue is also how you can learn of any problems, concerns, or other areas where employees may need support.

Maintain a performance review schedule so that employees can both receive and give feedback. Performance assessments are also crucial times to discuss the worker’s future with the company and dive deeper into their goals.

Focus on areas of strength, rather than only on areas of improvement. Consider how you can develop an employee’s existing talents and how much more motivating this would be for them. After all, those strengths are the reason you hired them!

Finally, remember to give praise and recognition to employees when they do a great job on a big project or exceed their sales goals. Show them that you see and appreciate their hard work. Employees who feel respected and appreciated are much more likely to stay. This FREE employee retention strategy is perhaps the simplest, but one that is often overlooked.

5. Demonstrate Trust & Confidence

Are you seeing a dip in morale? Entrusting an employee with a major client, important project, or company-wide event shows your confidence in them. Demonstrating this level of trust and belief in an employee will help them see that they are valued and appreciated.

Incentives, like monthly or quarterly sales drives for salespeople, are another great way to keep employees motivated and excited to do their jobs well. Get creative with programs and events to encourage workers.

6. Offer Competitive Pay & Employee Perks

Believe it or not, workers can find another business that will pay them more for the same job.

Keep up with market wages for each position in your company. Do your research and find out what your competitors are paying their employees. Remember to base salary on your local area.

If the company is growing, and your employees’ responsibilities grow with it, make sure they are fairly compensated. An employee who continues to take on more and more work without appropriate compensation will only last so long.

A recent survey by Fractl found that people will consider lower-paying jobs with better benefits. Benefits like affordable health, dental, and vision insurance are most valued; however, respondents also indicated a strong desire for more flexibility and vacation time.

Keep employees happy and help them maintain a work-life balance by incorporating policies like:

• Flexible work schedules
• Unlimited PTO
• Remote/Work from home options
• Four-day workweeks
• Paid paternity leave

Perks like those above can help employees avoid burnout by allowing them to take guilt-free time off and work under schedules and conditions that fit their lifestyles.

Improve Employee Retention

There are always going to be employees who leave your business for one reason or another. Employers can do their best to retain high-quality employees by treating them well and creating a positive work environment.

It is also important for employers to keep a finger on the pulse of why workers choose their organization, why they stay, and why they leave. This knowledge will empower you to improve employee retention.

For more help and guidance on how to reduce employee turnover, contact BlueLion’s human resources experts today at 603-818-4131 or info@bluelionllc.com. We’re happy to help you keep your team happy!

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

Suicide is more common than many may realize, which is why it is so important that everyone—including employers—continue working to shed light on this topic. We need to break the stigma around mental health issues so that individuals who are struggling with thoughts of self-harm feel more comfortable opening up and seeking help.

If you’re wondering how it can affect you as an employer, the Center for Disease Control and Prevention (CDC) reports that the majority of suicide deaths in the United States are among working-age adults (ages 24 to 64), especially men.

Although suicide can impact any workforce, many business owners are uneducated on how to practice suicide prevention at work or respond to suicide deaths. Fortunately, the conversation of workplace mental health is getting more attention than ever. There are many organizations and resources that employers can use to educate themselves and their teams about the signs of suicide and how to prevent it.

Keep reading to learn:

• Why you should address mental health and suicide prevention in the workplace.
• 6 actions your company can take to prevent suicide.
• How to respond to a suicide death.

Why Address Mental Health & Suicide Prevention?

As a business owner, your employees are your most valuable asset.

Fostering a culture of health and safety is humane and good for the overall health of your business. Ensuring your team is in good mental and physical health can help boost productivity. Part of this is having training and resources in place to help people cope with suicide attempts or deaths in the workplace.

Suicide tragedies can affect the workplace through:

• Decreased productivity and morale.
• Increased healthcare costs due to suicidal behavior and untreated mental illness.
• Lingering feelings of grief, trauma, and guilt for coworkers.

This is why it’s vital for workplace leaders to be educated on this sensitive topic and take action when necessary.

How Employers Can Help Prevent Suicide

Below are six steps employers can take for a comprehensive approach to workplace mental health and suicide prevention. Follow these guidelines to maintain a safe, healthy work environment.

Promote social connectedness and open communication.

Create a work environment that makes all employees feel like they are respected and belong.

The Suicide Prevention Resource Center (SPRC) explains that social support and connection are key to preventing suicide. When individuals have positive and supportive relationships and community connections that they can lean on during difficult times, it can help buffer the effects of risk factors in their lives.

The CDC defines connectedness as “the degree to which a person or group is socially close, interrelated, or shares resources with other persons or groups.”

Connectedness can occur:

• Between individuals (e.g.: friends, neighbors, coworkers).
• Among family members.
• In community organizations (e.g.: schools, faith communities).
• Among groups (e.g.: minority groups) to their cultural traditions and history.

As an employer, get to know your employees and help them build positive connections and relationships. This might include creating programs or directing them to other organizations where they will feel comfortable and safe (e.g.: support groups for LGBT or divorced individuals).

Identify and assist employees who may be at risk for suicide.

People who are dealing with suicidal thoughts and other mental health issues often do not seek help on their own. It’s important to learn how to identify those at risk so you can reach them and help them find the care and support they need.

This strategy might include gatekeeper training, suicide screening, and educating the rest of your team about the warning signs. The SPRC lists various signs and risk factors to identify.

Be alert to problems that increase suicide risk like:

• Prior suicide attempt(s).
• Alcohol and drug abuse.
• Mood and anxiety disorders (e.g.: depression, post-traumatic stress disorder [PTSD]).
• Access to a means to kill oneself.

Signs that someone is at immediate risk for suicide might include:

• Talking about wanting to die or kill oneself.
• Looking for a way to kill oneself, like searching online or obtaining a gun.
• Talking about feeling hopeless or having no reason to live.

Additionally, look out for other behavioral changes/increases that might also be related to a painful event, loss, or change, such as:

• Talking about feeling trapped or in unbearable pain.
• Talking about being a burden to others.
• Increasing the use of alcohol or drugs.
• Acting anxious or agitated; behaving recklessly.
• Sleeping too little or too much.
• Withdrawing or feeling isolated.
• Showing rage or talking about seeking revenge.
• Displaying extreme mood swings.

Train managers and coworkers on their roles in preventing suicide in the workplace.

Many of us spend the majority of our days at work. That is a lot of time with colleagues, giving us ample opportunity to get to know one another.

Both managers and coworkers play important roles in suicide prevention at work. They have the ability to observe fellow employees and notice behavioral changes (e.g.: attitude, energy, and social practices).

To address those at risk in the workplace, managers and coworkers can:

• Observe employees who seem to be struggling.
• Ask how the employee at hand is doing.
• Offer a listening ear, free of judgment.
• Mention changes you have noticed in their behavior and let them know you’re concerned about their emotional well-being.
• Encourage those employees to get help from the human resources (HR) department, Employee Assistance Program (EAP), or another mental health professional. Offer to help them arrange the appointment and transport/go with them.
• Check-in with the person regularly and monitor how they are doing.

Learn more about the roles of managers and coworkers in suicide prevention in these helpful downloads from the SPRC.

Increase help-seeking.

Employers should provide resources to teach workers to recognize when they need support. These might include self-help tools and education about services and resources available to them. Show them that there are other options out there that are effective.

You can also create a work environment that embraces finding support and seeking help by making services more convenient and culturally appropriate. This often means providing different options.

Cultural differences can affect how people respond to problems and their attitudes toward death and suicide. It can also influence how they feel about sharing personal information and getting the help they need. Some individuals may not be open to seeing a mental health provider but may be receptive to speaking with a faith community leader or traditional healer.

Ensure access to effective mental health and suicide treatment.

It’s also important to make sure people have access to those resources. A large part of this is reducing financial, cultural, and logistical barriers to mental health and suicide care.

Share resources like helplines, mobile crisis teams, walk-in crisis clinics, hospital-based psychiatric emergency services, and peer-support programs. Eliminate the shame stigma and let people know these options exist.

If you haven’t already, consider implementing an EAP. This is a voluntary work-based intervention program designed to identify and assist employees in resolving problems that may be adversely affecting their performance at work. Through an EAP, employees can seek counseling to help them build other life skills and resilience.

Learn more about employee assistance programs and what they can offer your company.

Reduce access to means of suicide.

Even in the workplace, there are measures to take to ensure the safety of those at suicidal risk. Safely store medications, firearms, and any other objects that could be used for self-harm. Lock any dangerous substances or other lethal means securely.

If you encounter someone who is at immediate risk of suicide, don’t leave them alone. Either stay with them or make sure they are in a private, safe place with another caring person until you can get help.

How to Manage Suicide Postvention in the Workplace

According to A Manager’s Guide to Suicide Postvention in the Workplace, “postvention is psychological first aid, crisis intervention, and other support offered after a suicide to affected individuals or the workplace as a whole to alleviate possible negative effects of the event.” This could include the suicide death of:

• An employee
• A client
• A vendor
• A family member of an employee

It is important for management to be thoughtful and compassionate when handling the effects of a suicide death. They need to provide support to their workforce during this challenging time. The guide linked above breaks down 10 action steps into three phases:

A Manager’s Guide to Suicide Postvention in the Workplace

Show employees empathy, support, and respect by giving them permission to take care of themselves. Listen to their needs, which may vary from one employee to the next. Consider a structured group session for coping and support; it may also be helpful to have counseling staff on hand during these sessions.

Managers also need to monitor employee behavior following a suicide tragedy. This could be verbal, or it could show up as a string of absences—or, the opposite, as an employee who is working too much. With the proper level of support, workplace behavior and accountability can usually be maintained.

Finally, managers should offer help and support to surviving family members (in line with HR policies) with practical matters. This will encourage the rest of the team to reach out to the family to help.

For more assistance and training on handling the delicate situation of suicide prevention and death, contact BlueLion at 603-818-4131 or info@bluelionllc.com. Our HR experts will educate you and your team on mental health in the workplace and how you can look out for your employees.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

Whether your company is still working out the kinks of a remote workforce or your team is back in the office, there are actions you can take to prepare for COVID-19 issues and protect your employees. Check out these preliminary planning steps, then read on for seven tips for keeping everyone safe and healthy in the face of the coronavirus.

How to Prepare Your Workplace for COVID-19 Disruptions

As the seasons change and we continue to learn about the coronavirus, what comes next is uncertain—but you can put plans in place to keep your company agile. The CDC recommends the following:

• Nominate a workplace coordinator who is comfortable monitoring COVID-19 issues and their effects on the workplace. This person should keep up with regulation changes and update all staff accordingly. 
• Identify essential employees, business functions, and other key components (e.g.: raw materials, suppliers, subcontractor services/products, and logistics). Think of how you can continue business operations if there are disruptions. 
• Create plans to keep business going in cases of significant absenteeism, supply chain disruptions, or changes in the way you need to conduct business. 
• Establish an emergency communication plan. Identify key contacts (with back-ups), a chain of communication (including suppliers and customers), and processes for tracking and communicating about business and employee status. 
• Share your response plans and expectations with employees if COVID-19 occurs in areas where you have a workplace.

8 Tips to Ensure Workplace Health and Safety During Coronavirus

Once you have procedures outlined, you should take measures to keep employees healthy and keep your business functioning. 

Encourage sick employees to stay/go home.

Employees should stay or return home if they have: 

• Symptoms of acute respiratory illness
• Fever of 100.4 F or higher using an oral thermometer
• Signs of a fever
• Any other COVID-19-related symptoms

Individuals should be free of the above symptoms for at least 24 hours without the use of symptom-altering medicines like fever-reducers and cough suppressants. 

Don’t require a doctor’s note for those sick with acute respiratory illness. Healthcare providers are extremely busy and may not be able to provide documentation in a timely manner.

The same goes for contractors and temporary workers, who should also remain healthy or stay home if they are sick. Discuss this with staffing companies or contractors you work with to find out what COVID-19 precautions they are taking. Encourage them to establish non-punitive emergency sick leave options as well.

Review and develop flexible policies for scheduling and leave.

Part of encouraging sick employees to stay home includes developing flexible policies so that workers can take leave without fear of retaliation. This should include non-punitive scheduling and telecommuting (where possible) policies. Employees should be able to stay home to care for sick family members or to care for children if schools and childcare close.

As part of the Families First Coronavirus Response Act, the government enacted Expanded Family Care Leave and Emergency Paid Sick Leave. These benefits are meant to help businesses help their employees by providing additional leave and supplemental income during this time. Make sure you know how these benefits work by reading our previous blog posts, then communicate them to your employees.

Create clear and consistent remote work policies.

Whether your business is still new to remote work or your team has been telecommuting for several months, you should answer the following questions:

Is your business equipped to telecommute? 

Make sure employees have the proper technology and equipment to successfully work from home. You’ll also need a powerful and secure network.

Which employees are eligible for remote work? 

Determine who is able to work from home based on their job duties, department needs, rank, seniority, or other non-discriminatory factors (particularly if it is not possible to offer telework to all employees). 

Give thoughtful consideration to requests to telework from employees with underlying conditions that qualify as ADA disabilities. These individuals likely have valid concerns that exposure to COVID-19 could pose a health risk to them.

How will you ensure accountability? 

A successful remote work relationship requires both trust and accountability. Communicate expectations and telecommuting policies to employees from Day 1. This includes work hours, methods and frequency of reports and communication, and productivity expectations. Employers should also have timekeeping procedures and tools in place for non-exempt employees, who should be recording all hours worked.

Check out more tips for managing a remote workforce and learn how to motivate telecommuters.

Encourage safe practices in the workplace.

Post signage encouraging staying home when sick, cough and sneeze etiquette, and hand hygiene at the entrance to your workplace and in other spots where it will be seen. Instruct employees to wash their hands in soap and warm water for at least 20 seconds or to use hand sanitizer. It’s basic, we get it, but sometimes people need a reminder!

Supply the following throughout your workplace:

• Hand sanitizer that contains at least 60-95% alcohol
• Antibacterial soap at all sinks
• Tissues
• No-touch trash receptacles
• Face masks

Ensure physical distancing of at least six feet and space employee workstations accordingly. This may require adjustments to workstations, common spaces, or transport vehicles. Consider staggered schedules or split teams to maintain a certain number of people in the workplace at a time. 

When physical distancing is not feasible, employees should wear face masks and other PPE if necessary (e.g.: screens or sneeze guards). 

Include thermal testing as part of your precautions, but don’t rely on it as the only measure. Temperature screening cannot detect all cases of COVID-19 because some infected individuals may not have a fever immediately.

Clean the workplace regularly.

Clean and disinfect all commonly used surfaces with the cleaning agents you normally use in these areas. This includes: 

• Workstations
• Countertops
• Handrails
• Doorknobs
• Bathroom facilities

Provide disposable cleaning wipes for employees to use on their desks and equipment. Advise people not to share tools and equipment if possible. 

Consider the need for travel and explore alternatives. 

If your employees are planning to travel, advise them to check the CDC’s Traveler’s Health notices for the latest guidance and recommendations based on where they intend to travel. 

Workers should also check for symptoms of acute respiratory illness before traveling. If they are sick, they should stay home, notify their supervisor, and call their doctor if necessary.

Ideally, companies should opt for teleconferencing and video conferencing as much as possible during this time. Encourage your employees to limit business travel, especially to areas with many coronavirus cases. 

Implement a self-quarantine policy requiring employees to stay home for 14 days if they do have to travel to regions with a high risk of the coronavirus. Be sure to expand remote work options for those who need to self-quarantine.

Review your employees’ rights, duties, and responsibilities with them.

Make sure your team is aware and educated about the required COVID-19 workplace health and safety measures. Once they are aware of the policies, workers are responsible for following these rules and attending any training you provide. 

Employees should inform their supervisor if they have any concerns about their health or safety in the workplace. Make sure they know that they have the right to remove themselves from any such work situation (with reasonable justification) and that they will not receive undue consequences as a result of exercising this right. 

Protect Your Company & Employees Against COVID-19

Workplace health and safety has taken on a whole new meaning throughout the COVID-19 outbreak. It takes commitment and participation from all employees in order to keep everyone healthy. Follow the planning and tips above and communicate policies clearly to all workers. Communication is key during this complicated time. 

If you need more guidance on how to keep your team safe during this time, contact BlueLion’s human resources professionals today at 603-818-4131 or info@bluelionllc.com. We will help you manage any health and safety concerns that arise and help you stay updated on the latest coronavirus mandates.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

Between distractions at home, family life, and feelings of isolation, remote work poses its own unique set of challenges. So how can you keep your team motivated and productive, even from afar? 

Simply put, a lot of it has to do with having managers who are willing to listen and provide both professional and emotional support. Read on for our top eight tips on how to motivate remote employees.

1. Get on the same page.

Department heads should meet with their teams to ensure everyone is on the same page about remote work expectations, like:

• Working hours: What is a regular workday? Do different team members have different hours/shifts? 
• Response time and method: How soon can we expect replies? Will it vary based on the communication method (e.g.: email vs. chat)?
• Availability updates: How do we inform the team when we aren’t available? Should we tell the manager, send a group email, or use a shared calendar?

Even if response time can’t always be immediate, your team can feel more connected when communication is at least predictable.

2. Dress as if you’re going to the office.

Working in your sweatpants is certainly tempting when you have no one to impress, but sometimes we can get a bit too comfortable sitting in our comfiest attire in our home office.

Advise your remote employees to dress for success. Keeping up with this aspect of their regular work routine often helps motivate employees to stay focused and productive. After all, when you look put together, you feel put together. Plus, they’ll be ready for impromptu video calls with clients or colleagues!

3. Place emphasis on video communication.

Segueing from above into our next point: Use video as much as possible. This encourages people to get dressed!

Video also allows people to use and observe non-verbal communication. No more miscommunication or misconstrued comments causing social anxiety or tension.

Finally, video meetings encourage your team to take meetings more seriously and actively participate in them. They’re a great way to effectively engage remote employees, so you don’t have to worry about them driving or doing other things with the conference call on mute.

4. Help them create dedicated workspaces and healthy boundaries.

While it’s important to separate our work and home lives, it can be very challenging when our home is also the office.

Give your remote employees ideas to help them create a productive and safe work environment at home. Encourage dedicated workspaces, even if it means turning the basement or spare bedroom into a temporary office. This office area should be designated for working, where employees can ask their housemates not to disturb them during working hours. Employees should also feel like they can actually turn off their computers at the end of the day and step away from the desk to relax and recharge.

Additionally, some companies have provided stipends to employees during this time or supplied employees with equipment to make their home offices more comfortable and productive (e.g.: ergonomic chairs, larger/dual monitors, standing desks, etc.). 

5. Acknowledge the realities of employees’ living situations.

Let your virtual team know that you’re understanding about things like family responsibilities. For example, parents may need to set times to take care of the kids, then swap with their partner. 

Work with employees to create a schedule that ensures they are productive and still able to manage their responsibilities outside of work. This will help them feel focused and accomplished in both their jobs and personal lives, leading to higher productivity.

6. Keep an “open door” and offer emotional support.

Working from home can lead to loneliness and negative emotions due to a lack of face-to-face interaction. This is why it’s so important to be even more available and post virtual office hours when managing a remote workforce. Engage remote employees on their terms by being available on instant messenger during certain hours.

Remember to promote self-care among your at-home workers. Foster a culture that values things like exercise, eating well, getting enough sleep, and even indulging in a bath with a good book. Advise employees to enjoy their favorite form of self-care on a regular basis. Some companies have even done fun team-building activities like virtual workouts, yoga sessions, and book clubs!

7. Help employees prioritize.

Your workers have a lot on their plates right now, so help them determine what needs to get done and when. Communicate priorities and let them know what non-essential items they can remove from their list. Daily check-ins and status updates on priority projects will help you and your remote team members stay on the same wavelength and remain agile in this ever-changing environment.

When you do discuss priorities with employees, encourage them to be realistic with you about what they can and can’t accomplish. Let them know it’s ok and recommended to take breaks regularly. This is much healthier than sitting for several hours without a screen break and a stretch of the legs. 

Prioritizing also goes for meetings. Since your team can’t just walk down the hall to ask a quick question or have a brief chat, you’ll need more scheduled meetings now. Make sure they are actually necessary, keep them efficient, and stick to an agenda. Invite all relevant people to the call to avoid having multiple meetings when it could’ve just been one.

8. Communicate often and transparently.

Without the luxury of regular in-person access to our bosses and coworkers, imaginations and uncertainties can run wild. Poor and insufficient communication can cause concern and stress, thus distracting virtual employees from their work and lowering productivity.

Be transparent about company news and updates. Inform employees how performance reviews, rewards, and compensation will work in this remote work environment. If everyone understands that there is a system in place, they will feel more secure and motivated. 

During weekly check-ins with their reports, managers should ask: 

• How working from home is going
• How they’re engaging with their work and colleagues
• How the company is doing

Last but certainly not least, make people feel heard by acknowledging their feedback and implementing changes where necessary. 

Motivate & Engage Remote Employees

The key to maintaining happy, healthy, and productive remote employees is fostering a culture of honest and frequent dialogue. This means truly listening to and supporting your team as well as being flexible. As long as you keep this in mind, your business will enjoy a successful remote work environment long after the COVID-19 pandemic has ended.

For more guidance on engaging remote employees, contact BlueLion to learn more about our human resource consulting services at 603-818-4131 or info@bluelionllc.com. We’ll be happy to help you create a highly productive virtual workforce!

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

Legal talk aside, you should also understand the difference in order to determine what employment structure is best for your company and for specific positions. There are several advantages and disadvantages to both hourly and salaried employment.

In this blog post, we’ll answer the following to ensure you know exactly how you should be compensating your employees:

• The difference between exempt vs. non-exempt employees
• The difference between salary vs. hourly employees
• Benefits and drawbacks of salary vs. hourly jobs

We’ll also address the federal regulations regarding minimum wage and overtime pay for good measure! Keep reading to learn more about these labor laws.

Exempt vs. Non-Exempt Employees

Simply put, an exempt employee is not entitled to overtime and/or minimum wage provisions set by the Fair Labor Standards Act (FLSA). It’s important to note that some positions may be excluded from both overtime and minimum wage, while other jobs may be excluded from one or the other.

Exempt employees are given a set annual salary and are expected to complete their job responsibilities regardless of how many hours it takes them. To qualify as exempt, an employee must earn a minimum salary of $684 per week or $35,568 per year. Exempt workers cannot be paid hourly wages.

Hourly employees, as well as those who do not make the minimum salary noted above, usually must be classified as non-exempt. These employees are required to be paid overtime. Overtime applies to any hours worked beyond 40 hours each week, and should be paid at a rate of one and a half times their hourly rate.

Non-exempt employees are typically also entitled to the federal minimum wage of $7.25 an hour. They can be paid a salary or hourly wage.

Check out this example for a better idea of what an exempt vs. non-exempt position might look like:

Marketing manager Samantha is an exempt employee who has to present a big campaign to her company’s executive team. She stays late for a couple of nights to wrap up and rehearse her presentation. Her next paycheck will show the same amount, regardless of the extra hours she put in the week prior.

On the other hand, we have non-exempt employee Tom, a customer service representative who chooses to pick up a few extra shifts and earn some overtime covering the phones. He’s not required to put in extra hours, but he knows that his next paycheck will include extra pay for the overtime he worked.

New Hampshire Labor Laws

For the most part, New Hampshire follows federal laws regarding minimum wage ($7.25 an hour) and overtime, which should be paid at time and a half to eligible workers.

Massachusetts Labor Laws

Massachusetts is also quite straightforward when it comes to exempt and non-exempt employee regulations. As of January 1, 2023, the Bay State has a minimum wage of $15 an hour and also requires that overtime be paid to non-exempt employees at time and a half.

Overtime rules and minimum wages vary by state, so check with your State Department of Labor to learn more as you classify exempt vs. non-exempt employees.

Hourly vs. Salary Pay

The difference may seem pretty straightforward, but employers need to know how these different classifications impact them and the way they need to pay their employees.

Hourly Employees

As the name implies, hourly workers are paid for the number of hours they work. A few common hourly jobs include retail store associates, administrative assistants, and lifeguards. These employees must be compensated at the state or federal minimum wage, whichever is higher.

Hourly employees might be paid weekly, biweekly, or even monthly. They are usually in charge of tracking their own time by clocking in and out on their company’s time-tracking system.

An employment contract cannot invalidate state, local, or federal laws. This means if a contract, for example, states that an hourly employee will not receive overtime pay past 40 hours in a workweek, the contract is not valid and will not hold up in court. A contract can, however, provide additional protections like vacation time, sick leave, and holiday pay.

Salaried Employees

A salaried employee receives a set minimum annual level of compensation, such as $50,000. Typical salaried positions include managerial roles and professional jobs like accountants and marketing professionals. These employees might also be paid weekly, biweekly, or monthly.

Salaried jobs often come with: 

• A benefits package with health, dental, and vision
• A retirement matching plan (like a 401k or 401b account)
• Paid time off (including vacation and sick time)
• Short-term disability

Most employees on a salary are exempt, as long as they meet the minimum salary requirements noted earlier. A non-exempt salaried employee is a rare find. This means most salaried employees are not eligible for overtime. 

Are you still wondering the best way to compensate individual employees at your company? Consider the benefits of salary vs. hourly pay.

Benefits of Salaried Employees

Salaried pay works best for employees who work a standard schedule because it allows you to:

• Budget your payroll a year in advance.
• Avoid calculating hours worked.
• Pay the same amount every pay period.
• Pay vacation and sick-time at a daily or weekly rate instead of an hourly rate.
• Compensate employees for the quality of their work rather than the time they put in.

Drawbacks of Salaried Employees

When you employ salaried workers, you’ll have to:

• Ensure salaried employees are exempt via salary level, salary basis, and job duties test.
• Track salaried non-exempt employees’ hours and pay them overtime.
• Pay them the same even if they do not work a full workday or workweek.

Benefits of Hourly Employees

Hourly pay is particularly convenient and cost-effective for part-time employees and those with inconsistent schedules because you can:

• Pay employees only for the hours they worked.
• Match your payroll expenses to the workload or income-generating activities.
• Match labor costs to a certain type of job.
• Avoid the exempt employee classification process.

Drawbacks of Hourly Employees

With hourly employees, you’ll also have to:

• Track all the hours, breaks, and overtime worked.
• Pay time and a half for hours worked past 40 hours in a workweek.

As they grow, most companies end up with a combination of both salaried and hourly as well as exempt and non-exempt employees. Remember, hourly and salary refer to how an employee is paid; while exempt and non-exempt refer to the legal employment classification. Certain roles and responsibilities may determine which works best for your business or a certain position. 

Still wondering how you should compensate your employees? BlueLion’s human resources experts will help you ensure you’re compliant with the FLSA while remaining as cost-effective as possible. Contact us today at 603-818-4131 or info@bluelionllc.com to learn more about our services today!

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

Despite its many positives, working from home also has its own set of liabilities. As companies adapt to the world of remote working due to COVID-19, many are wondering if they need workers’ compensation for remote employees—and the answer is absolutely!

Even if you have coverage, you may be wondering exactly how workers’ comp laws apply to telecommuters. This blog post will tell you:

• How it works
• Examples of what is and is NOT covered
• Tips for keeping your remote team safe & reducing liability
• How to handle a workers’ compensation claim from a remote employee

How Does It Work?

Generally, an employee injury or illness is covered under workers’ compensation if it arises out of and in the course of employment. Where the injury occurs does not matter.

Simply put, this means the claim qualifies as long as the worker is injured while completing a work task during work hours. 

Whether the employee’s negligence or someone else’s played a role in the accident is irrelevant.

The remote employee usually has the burden of proof, meaning they must prove that the injury is work-related and they were acting in the interest of the employer when it occurred. This is required in order to be awarded workers’ comp benefits.

Workplace injuries can occur suddenly (e.g.: a minor burn) or develop over time (e.g.: repetitive stress injuries like carpal tunnel syndrome). Minor deviations from work activities (e.g.: going to the bathroom or grabbing a quick lunch) may still qualify for benefits. 

Major deviations, on the other hand, are not covered. This refers to an injury that occurs when an employee deviates from their job duties for a personal benefit, therefore not furthering the business of the employer.

Examples of Remote Employee Workers’ Comp Claims

The line may still seem a bit fuzzy regarding what kind of claims are and are not covered for remote employees. To illustrate, we’re sharing a few examples of real cases.

In the 2006 case of Verizon Pennsylvania vs. Workers’ Compensation Appeal Board (Alston), an employee was working from home when she fell down the stairs to her home office and injured her neck. She had left her basement office to go upstairs and get a drink. She fell when rushing back downstairs to answer a ringing phone. The employer argued that the injury occurred out of course and scope because she had gone upstairs to get a drink. The employee argued that she was working to further her employer’s business interests at the time of the injury. The court determined that the home office was an approved “secondary work premise” and ruled in favor of the injured worker, awarding her benefits.

The 2011 case of Sandberg v. JCPenney shows that laws tend to view home offices as equal to office buildings and storefronts. The court, in this case, ruled in favor of an employee who tripped on her dog while retrieving fabric samples from her garage. She received workers’ compensation because she was in the process of working for her employer when the injury occurred.

In another pup-related case, Sedgwick CMS v. Valcourt-Williams, a Florida workers’ compensation claims adjuster tripped over her dog during working hours while reaching for a coffee cup in her kitchen. The Judge of Compensation Claims determined the injury was compensable because the work-from-home agreement meant the employer brought her office environment into her home and vice versa. Sedgwick appealed the compensation claim. The Court of Appeals said the real question was whether the employment, regardless of location, puts the employee at risk of injury. The court said the relevant risk was that the employee might trip over her dog while reaching for a coffee cup in her kitchen, a risk that exists whether or not the employee is working from home (as long as she has a dog). They ruled that because the risk did not arise out of the employment, her injury was not in the course and scope of her employment.

As illustrated in the first example, having permission from an employer to work at home can make or break a workers’ comp case. In Martinez v. State Office of Risk Management, a caseworker for the Texas Department of Family and Protective Services was injured while working at home on a Saturday. She was sitting at her kitchen table when she decided to get a pen from the other side of her kitchen. Martinez allegedly tripped and fell, breaking her shoulder and hitting her head. Her claim was denied because she violated agency policy by working from home without prior approval. It was ruled that her injury occurred outside of the course and scope of her employment.

Tips for Keeping Telecommuters Safe & Reducing Liability

The courts don’t consider the employer’s lack of control over the conditions of an employee’s home-based work premises enough reason to deny workers’ compensation benefits. The hazards an employee encounters when working at home are often seen as the hazards of their employment.

This means employers are responsible for providing a safe work environment for remote workers, just as they must do for on-site workers.

Keep your team safe and limit workers’ comp liability for remote employees by:

• Defining fixed work hours, meal and rest periods, and job duties. This can also help determine whether an injury is work-related.
• Establishing guidelines for a designated home office or remote workspace. Train telecommuters on workstation setup and safety measures like ergonomics in order to reduce the risk of injury. Make sure everyone has an ergonomic desk chair, keyboard, and mouse. You might also consider providing adjustable computer monitors, laptop mounts, or standing desk converters to prevent poor posture and uncomfortable working positions. This equipment can help prevent back and neck pain and other injuries like carpal tunnel. Finally, confirm that factors like lighting and ventilation in the employee’s home office are sufficient to keep them healthy and comfortable.
• Implementing a remote work policy. This should specify expectations such as time management practices, time reporting policies, designated work areas, and work and office equipment. Review this policy with all telecommuters and have them sign an acknowledgment that they received and reviewed the policy.
• Reviewing your insurance. Consult your commercial insurance company about telecommuting employees to make sure you have sufficient coverage in this area.
• Ensuring your remote employees are properly insured. Require employees to check their homeowner’s insurance coverage and make sure it’s updated. Their policy should cover their homes and property during working hours. Request a copy of the documentation regarding this and keep it on file.

Prepare for Workers’ Compensation and Remote Employees

Unfortunate situations may arise even if you take all the precautions and maintain regular communication with your telecommuting employees. Put a plan in place to manage the practical and legal challenges when employing a remote workforce.

When a remote team member submits a workers’ compensation claim, adhere to remote work standards. Ask specific questions related to remote work policies, such as:

• Was the employer benefiting from the employee’s actions when the injury occurred?
• Did the employer require the employee to engage in the injury-causing activity?
• Did the employer approve the off-site activity in advance?

Whether or not the claim occurs at the fault of the employee, along with the location of the injury, does not matter. It comes down to whether the employee was injured in an effort to perform work duties, during set work hours, with approval to work from home.

Managing workers’ comp for telecommuters can be tricky, but you can rest easy when your business is protected by high-quality property and casualty insurance. BlueLion can recommend several experienced and trustworthy brokers to help you find the right fit for your company, like Tyler Halstead, Account Executive with The Rowley Agency. 

Tyler will be happy to discuss your business’s needs and give you a quote that fits your budget. He and his team will educate you on reducing risks for remote employees and will make sure both you and your team are protected when working from home.

If you need assistance navigating the rocky waters of workers’ compensation and remote employees, contact BlueLion at info@bluelionllc.com or 603-818-4131 today! Find out how our HR experts and Rowley’s insurance brokers will help you clarify your remote work policies, manage tricky workers’ comp claims, and keeping your whole team safe no matter where they are.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

The COVID-19 crisis forced even more business owners and their entire organizations to start working remotely. This transition means managers have had to adjust and recalibrate quickly to manage a remote workforce.

Whether your company recently had to jump into remote work mode, you’ve been transitioning that way for a while, or you’re considering making the work-from-home thing permanent, there are several benefits, challenges, and best practices to consider.

Read our tips for managing a remote workforce that is happy, healthy, and productive.

Benefits of Having a Remote Workforce

There are several reasons why so many organizations are opting for either part-time or fully remote workforces. The main perks include:

• A much larger talent pool of diverse candidates
• Increased employee engagement and morale
• An improved company culture that focuses on innovation, skills, contribution, and teamwork
• Increased employee productivity and employer savings

Of course, these are great benefits that only come into play with the proper management of your remote employees!

Challenges of Managing a Remote Workforce

Many challenges of managing a remote workforce have to do with communication and relationships. When managers are aware of these common struggles, they can prepare and take action to help employees overcome these obstacles.

Loneliness and Isolation

Sure, telecommuters get to hang out in their pajamas or yoga pants and can even work in bed if they want, but working from home can be a lonely endeavor. 

When you don’t have an office full of people and regular daily human interaction, it can take its toll. Socialization is vital to both our mental and physical health. Extreme cases of prolonged isolation can lead to things like anxiety and depression.

Managers should keep this top-of-mind and make regular efforts to engage remote employees with the whole team whenever possible. Encourage healthy practices like getting out of their house and working in coffee shops or coworking spaces.

Lack of Face-to-Face Interaction

Remote workers don’t have the luxury of running down the hall to ask a manager or coworker a question or even to share regular chats and laughs.

When most of your communication is electronic, there are bound to be miscommunications. We all know it can be tough to gauge intent in emails or texts, especially if you don’t know the person on the other end very well. 

Someone who is normally friendly and pleasant in person may shoot off an email that sounds curt and rude. They could just be in the middle of a hectic project, or perhaps they’re having a bad day. But if you don’t know what’s going on with them and you can’t hear their tone or read their body language, you may be offended.

Feeling Excluded

This one mainly applies to companies with a mix of onsite and remote workers. The remote employees may feel left out since they miss out on everything from daily face-to-face interaction to holiday parties to weekly happy hours.

Many also report that they feel like their teammates and managers don’t hear them or value their opinion the same. In a survey of remote employees by Indeed, the job search site found that 37% of those surveyed believe that working remotely can lead to reduced visibility and less access to company leadership.

9 Tips for Managing Remote Employees

Now that we’ve discussed some of the benefits and challenges, let’s dive into some simple tips for managing a remote workforce that any supervisor can use.

1. Provide employees with all the equipment and tools they need.

Make sure your employees have the computer, phone, and software they need to perform their jobs. This might include a file-sharing system like Dropbox or something even more secure, depending on your company’s needs and security requirements.

Also, be sure to provide alternate communication methods—you’ll certainly need more than just email! Your team may need a video conferencing platform like Zoom, chat software like Slack, a company intranet, or a combination of the above.

Remote employees need ways to get creative and bounce ideas off one another, too. Provide methods and tools for employees to collaborate and brainstorm. Whether you opt for digital brainstorming and whiteboard tools like Mural or Miro or keep it simple with Google Docs and Hangouts, make sure your team has a way to easily share ideas.

2. Set expectations from Day 1…

…and reiterate them often, particularly if things change. Managers need to:

• Provide remote workers with guidelines, inform them of work-from-home policies, and set boundaries.
• Define hours and productivity standards.
• Note their availability and the best way to reach them.
• Discuss expectations about responding to after-hours correspondence.
• Let them know about your availability and the best way to reach you. 

Discussing all of these factors upfront and on a regular basis will help employees balance work and personal life.

3. Be flexible.

Don’t expect all of your remote employees to work a 9 a.m. to 5 p.m. day. It shouldn’t matter when employees get the job done, as long as they meet deadlines and deliver high-quality work. Many choose to work from home because of the flexibility to work around other commitments. Some people simply find they’re more productive in the mornings or evenings. 

If a certain role requires the employee to be available for specific hours, discuss this right away to determine if remote work makes sense for that position.

4. Trust and empower remote employees.

Trust that your telecommuters are doing their jobs and getting the work done. This is one of the trickiest tips for employers who are new to managing a remote workforce! To ease your mind, check out these stats:

• Gallup’s 2013 State of the American Workplace report found that remote workers put in an average of four more hours per week than their on-site equivalents.
• A study by Stanford economist Nicolas Bloom found that stay-at-homes did 13% more work overall.

Avoid micromanaging remote employees. You wouldn’t in the office, so why do it virtually? Use one-on-one meetings to keep track of their progress and performance, and to give and receive feedback.

5. Schedule regular check-in meetings.

Set regular meetings with your whole department as well as one-on-ones with your remote employees. Depending on the roles and needs of your employees, these meetings can be daily, weekly, or biweekly and should be at least an hour long.

Use the department meetings to make sure your team is on the same page regarding roles and current projects, particularly for highly collaborative work.

Use the one-on-one meetings to build rapport, discuss performance, and address any concerns the employee may have. Ask questions about their remote working experience, daily working routine, and any challenges they may be facing. This will help you know how to support them as their manager.

6. Listen to your remote employees.

Good listening and communication are keys to a successful remote workforce. Let your employees know they are seen and heard, even from a distance.

Use pulse surveys or an employee net promoter score (NPS) on a monthly or quarterly basis. This will allow you to get a closer look at employee feelings and attitudes. HR Technologist says that the employee NPS is an indicator of how likely an employee would be to promote his or her organization to other job seekers. 

When you do get feedback, act on it! Collecting feedback and having it go nowhere definitely won’t help boost morale.

7. Keep your remote workers’ career development in mind.

Remember that your remote workers are not contractors or freelancers, so treat them like the full-time members of the team that they are.

Discuss their career development during their one-on-ones and consider them for promotions. As we noted earlier, remote workers are often more productive and more engaged than onsite employees, so they certainly deserve consideration for advancement opportunities!

8. Give recognition and celebrate wins.

It can be easy to forget to give shoutouts and celebrate successes with a virtual team. Look for opportunities to acknowledge milestones and recognize your staff, just as you would in the office. 

How can you celebrate workers’ contributions? Get creative with visuals or videos. Give them props on your next company-wide call, or send it out in the company newsletter. Make it personal and let your telecommuters know that you appreciate their contributions.

9. Create social interactions.

Right now, this means virtual hangouts. Set aside 10 to 15 minutes at the beginning or end of team calls for non-work conversations. Host regular virtual happy hours or office parties and play games that are Zoom-friendly.

While it may be difficult at the moment, we also recommend scheduling an event for the whole company to get together at least once a year—especially for those with fully remote teams. It’s a great way for everyone to meet and bond in person in ways that video calls just don’t allow. 

Although this can be a significant cost, these types of company retreats are more than worth it for virtual workforces.

Preparing for a Remote Working World

No matter how many remote employees you have or what stage you’re at, the most important practice to emphasize is frequent and regular communication. Encouraging open, transparent communication between your managers and employees—and between employees and one another—will prevent isolation and foster positive relationships and morale, even from afar.

Remote work is rapidly becoming the norm and many candidates are searching for companies that allow it at least part-time. Companies with relevant practices and policies in place will be prepared for the future of the business world. These tips are a great place for managers to get started.Are you looking for guidance on establishing work-from-home policies and procedures for your small business? BlueLion will be happy to help you manage and maintain a proficient remote workforce. Contact us at 603-818-4131 or info@bluelionllc.com to learn more today!

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

Alas, you’re operating a company with humans, so errors and performance issues are bound to occur occasionally. 

This is why all employers should have a corrective action process along with a progressive disciplinary policy in place. Armed with a clear and fair process, an organization will deliver more effective disciplinary actions so that employees can improve their behavior. The company can also avoid potential lawsuits if the issue escalates.

The keys to effectively managing corrective actions include:

• Understanding exactly what corrective action (and a corrective action plan) is
• Knowing when and how to handle corrective actions
• Creating a discipline policy that details the process and helps protect the company

What is Corrective Action?

Also known as disciplinary action, corrective action in the human resources world is a formal way of addressing and documenting the need for behavioral change.

Typically, corrective action should come after an employer has tried other methods like coaching, training, and performance management. Inform the employee and give them a reasonable opportunity to improve before disciplinary action. 

If these attempts fail to improve the employee’s behavior, it may be time to implement your disciplinary process and a corrective action plan (CAP), also referred to as a performance improvement plan (PIP).

When to Discipline Employees

So you’ve tried the methods above, but the problems persist. Either the employee continues with frequent absences, or they simply can’t seem to adhere to rules or management instructions.

It’s now acceptable to start the disciplinary process. Make sure you do so as close to the infraction as possible, but not in the heat of the moment. You might start by addressing performance concerns or productivity issues during the individual’s performance review if the timing is appropriate. 

Use discretion, have the conversation privately, investigate the issue, and consider all the facts. Then move forward by calmly disclosing the disciplinary action.

How to Handle Corrective Actions

As a manager, it’s important to remain focused on the employee’s specific issues and keeping things professional and confidential. Sometimes, it may be necessary to loop HR into the process.

When handling corrective actions, be honest, specific, and straightforward about your concerns and how you expect the employee to improve. 

Stick to the facts and cite specific examples of performance discrepancies or work rule/policy violations. This ensures the employee knows exactly what needs improvement. You can even give them specific recommendations and requirements.

Communicate the issues and your expectations clearly so that the employee understands the consequences if their performance does not improve. Also, be sure to give them ample opportunity to give both a verbal and a written response.

A few things to keep out of the conversation and written warnings include:

• Emotionally charged language and discussions
• Generalized matters, commentary, and legal conclusions
• Non-work related issues

As we’ve discussed in our post about employee terminations, document every step of the process. From the moment you begin the disciplinary process to the written warnings and if it comes to an unfortunate severance, documentation is extremely important. 

Documentation informs employees of what is expected of them and the consequences if they fail to meet expectations. It can also help management respond to potential lawsuits.

Tips for Written Warnings

Usually, the first step in the disciplinary action process is a verbal warning. The next step, if required, would be the written warning. This is also when employers would implement the CAP. 

Here are a few additional tips for improving the written warning process and avoiding company liability.

• Give the written warnings promptly. Bad behavior should be addressed right away in order for corrective action to be effective. Timely warnings will be tied to legitimate concerns rather than examples of alleged discrimination or retaliation.
• Don’t sugarcoat it! Tell the employee the real reason for the warning so they know the specific issue. This encourages honest discussions within the workplace. Staying consistent with the true reason will also help in subsequent lawsuits, whereas inconsistent explanations for discharge can lead to discrimination charges.
• Specify the policy violated and the impact of the infraction. Tell the employee exactly which policies they’ve violated and how it can hurt the company along with their colleagues. If possible, explain the financial loss or safety risks to their fellow employees. Specifically identifying which rules have been violated can also help your company’s defense in future litigation.
• Skip the mountain of documents. Giving the employee documentation or a laundry list of every error or example of misconduct will be overload. The warning should focus on how the employee can improve, so you don’t want to distract from that goal. 
• Reference previous verbal or written warnings. While you don’t want to attach every piece of documentation, it can help to mention prior written warnings (within the last five years) related to the current conduct issue.
• Follow through with any steps outlined in the warning. Whether this means weekly meetings between the supervisor and employee to check on the employee’s progress or suspension at the next violation, stick to your plan. This will show your entire organization that you take matters of misconduct seriously.

What Should Be Included in a Corrective Action Plan?

Once you give an employee a written warning, you might want to create a corrective action (or performance improvement) plan to keep them on track and monitor their progress. A CAP describes step by step how you plan to resolve a problem.

A thorough CAP should:

• Provide a standard way to address misconduct and performance issues
• Offer premade templates describing what type of information you need in the plan
• Provide a process to start, research, implement, and conclude a CAP
• Clarify team member responsibilities
• Specify what types of issues require a CAP

In order to be effective, a PIP should be specific and detail the problem with the following information:

• Stakeholders
• Resources available to solve the problem
• Constraints
• Due dates
• Metrics for completion
• Progress updates

Contact BlueLion for help with creating your CAP templates.

What Should Your Progressive Discipline Policy Include?

Every employer should have a discipline policy in place that outlines the corrective action process. This structure helps prevent further employee misconduct and performance issues. 

If you are updating or creating a new discipline policy, be sure to share it with all current employees right away. It should also be provided to new employees as part of their orientation.

The typical progressive discipline procedure is structured as follows:

1. Counseling and verbal warning
2. Written warning
3. Suspension and final written warning
4. Recommendation for termination of employment

Each of the above steps should be described so that supervisors, HR members, and employees alike are aware of the process and how it would affect them. Additional sections in the policy should: 

• Explain how the appeals process works
• Specify issues that are NOT subject to progressive discipline
• Give guidelines for documentation

Get in touch with us for help writing your business’s discipline policy.

Establishing a Disciplinary Action Process

Like many other areas of human resource management, documenting disciplinary issues and corrective actions is vital. It plays an important role in both helping the employee improve their performance and protecting your company in the case of potential litigation.

Whether you need guidance on handling corrective actions, putting a discipline policy in place, or developing corrective action plan templates, BlueLion will help you get the job done and keep your business moving forward. Contact us today at 603-818-4131 or info@bluelionllc.com to learn more about our services.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

The professional world has its own safety committees, too! And if you’re a small business owner in the Granite State, there’s a good chance you need to comply with the New Hampshire labor laws specifically pertaining to safety programs and committees.

The New Hampshire Department of Labor states that all employers with 15 or more employees need to:

• Create a written safety program
• File a Safety Summary Form with the Department of Labor
• Form a Joint Loss Management Committee (JLMC), also known as a Safety Committee

If you don’t comply with any of the above requirements, your company could be subject to a fine of $250 for each day of noncompliance. That could be a major hit to your budget and bottom line, something many small businesses cannot afford. It’s simply not worth the risk!

First, check out our video breakdown of these items where we answer common questions:

Then, keep reading for the details on these three steps and what your business needs to do to stay compliant with New Hampshire safety requirements.

1. Create a Written Safety Program

The goal of the written safety program is to show the employer’s dedication to creating a safe work environment for all employees and to communicate the company’s policies, practices, and rules. This document should also be used to encourage employees to work safely and report unsafe conditions.

According to New Hampshire labor laws, the written safety guide should include: 

• An introductory statement noting the overall goal of the safety program to all employees and the importance of their participation
• Management’s statement of commitment to safety and health
• Responsibilities of management and all employees regarding safety and health
• Description of any JLMC or Safety Committees
• NH safety statutes, rules, and regulations
• Disciplinary policies and measures for dealing with employees who violate safety rules and regulations
• Procedure for accident and incident reporting and investigation
• Safety and health training requirements for all employees based on their jobs/roles
• Emergency evacuation and response plans
• Guidance on safety and health communication
• Measures and training on recognizing the signs and reducing the risk of workplace violence

New Hampshire employers are required to provide the current written safety program to all employees for review. Make sure you provide the latest version to all current employees. New team members should receive the guide as part of their new employee orientation.

Download the Department of Labor’s guide for developing a written safety program.

2. File a Safety Summary Form

Once your business has created a written safety program, you need to file a Safety Summary Form with the New Hampshire Department of Labor. Employers need to file this every other year by January 1st. 

The form summarizes your safety guide and demonstrates compliance with New Hampshire labor laws. It asks employers to list basic information, including:

• Members of the Safety Committee
• Potential safety and health hazards identified by the Committee
• Established emergency response procedures
• Individuals responsible for safety training and corrective actions
• A summary of the safety disciplinary policy
• Their process for ensuring adequate resources and communication are dedicated to safety and health policies

Download the NH Safety Summary Form and find instructions on how to submit yours.

3. Form a Safety Committee

A joint loss management committee, more often referred to as a Safety Committee, is also required for any NH business with 15 or more employees. 

The main goal of the committee is to prevent workplace illnesses and injuries and to investigate safety incidents or accidents to prevent them from happening again.

How Many Members Should Be on the Committee?

There should be an equal number of employer and employee representatives on your JLMC. Employers with 20 or fewer employees must have at least two members on the committee; companies with more than 20 employees must have at least 4 members.

The employee representatives must be selected by employees. In the case of union workers, the union will select the employee representatives.

What If My Business Has Multiple Locations?

You must form a Safety Committee at each of your primary places of employment at a major economic unit at a single geographic location composed of a building or group of buildings and all surrounding facilities.

The primary location(s) need to have both employer and employee representatives present, control of a portion of a budget, and the ability to take action on the majority of safety recommendations made by the committee.

What Exactly Does the Committee Do?

New Hampshire labor laws require that the JLMC:

• Meet at least quarterly.
• Elect a chairperson (to be rotated between management and employees).
• Develop and communicate a committee policy statement.
• Maintain clearly established goals and objectives, and communicate them to all employees.
• Review workplace accident and injury data to establish the committee’s goals and objectives.
• Develop safety programs that designate individuals knowledgeable of specific safety requirements for each department or site, provide for inspections at least annually, present performance audits of inspection findings, and inform management of identified hazards and suggested control measures.
• Hold regular employer and employee safety training.
• Create alternative work programs that allow and encourage employees to return to work after illnesses or injuries.

Every New Hampshire Safety Committee can start off on the right foot by first creating their committee policy statement, setting a schedule for the rest of the year’s meetings, and establishing goals for the committee. 

It might also help to conduct a walk-through safety inspection of your facility between the first and second meetings. This will help you identify safety hazards and/or concerns so that they can be addressed at the next meeting.

Depending on the size and safety needs of your organization, you may also need to split the group into subcommittees. This gives your committee the ability to truly focus on individual safety areas and make sure every concern is properly addressed. For example, one group can be tasked with addressing safety hazards/concerns, another group could be in charge of drafting the safety program, and a third group could focus on developing safety training opportunities.

Developing a NH Safety Program & Committee

An effective JLMC and clearly defined written safety program will help you stay compliant with New Hampshire labor laws, reduce risk, and create a safe, comfortable environment for all of your employees. Illness and injury prevention will also help reduce workers’ compensation claims and company costs. Not to mention, a well-run Safety Committee could even encourage other employees to get involved!

Factors like your company’s size, industry, and the number of locations will all determine safety requirements and needs. If you’d like more guidance on organizing your business’s safety committee and written safety guide, contact BlueLion at 603-818-4131 or info@bluelionllc.com to learn more about our HR solutions! We’ll always have your back and help ensure both your company and your employees are protected.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.