Rick Bell – Page 46

December 11, 2018June 29, 2023

The 1st Nominee for the Worst Employer of 2019 is … the Philandering Pharmacist

While I continue to tally votes to name the Worst Employer of 2018, I have an employer to kick off the nominees for 2019.

Meet Joyce Fogleman, the president, pharmacist and sole owner of J&S Professional Pharmacy, who is, along with her pharmacy, the defendant in a sexual harassment suit in Blades v. J&S Professional Pharmacy.

With tongue planted firmly in cheek, Judge J. Philip Gilbert of The United States District Court for the Southern District of Illinois describes the employer as “your typical pharmacy.”

Typical, that is, until you read the allegations levied by Wendy Blades and her co-workers:

Joyce Fogleman demanded kisses on her mouth by employees as a prerequisite to receive their paychecks.
Fogleman gave employee spankings as a form of discipline and sexual gratification in front of other employees and customers.
Fogleman went nude both in the workplace and at company-sponsored events.
Fogleman made comments about the physical attributes of employees in front of other employees and customers.

Two thoughts:

1. What the hell kind of pharmacy is this?

2. Employers, the bar for 2019 is set. How will you top it?

December 10, 2018June 29, 2023

Daily Wellness and Motivation Tips

In my experience, self-improvement is a day-to-day task. It’s a culmination of hard work that over time is accomplished by small but constant steps.

With the new year comes a good number of people whose New Year’s resolution is to get healthy. Given that people spend a good amount of time at the workplace, I’ve spoken with workplace wellness experts and others about well-being tips employees should keep in mind on a day-to-day basis in 2019. Some of them have also explained the employer’s role is in accomplishing these basic tasks.

Keep track of your achievements: Sometimes we can get caught up in the fast pace at work, getting bogged down by problems and difficulties and failing to appreciate our successes along the way, said Rick Hughes, head of service at the University of Aberdeen’s Counseling Service and a co-author of the book “The Wellbeing Workout,” along with Andrew Kinder and Cary L. Cooper. This can lead to anxiety, tension and stress.

“Toward the end of each work day, list three ‘achievements’ of the day in your diary,” Hughes suggested, adding that they don’t need to be major accomplishments. They can be as simple as “I had a good meeting with my colleague” or “I got appreciation from a customer.”

“At the end of the week you’ll have 15 achievements,” he said. “Sit back, applaud yourself and look forward to building on this further the following week.”

Work on your composure: This is a way to keep your sense of well-being strong on a daily basis, said Joyce Young, managing director for the High Health Network.

“Believe it or not, being composed is a skill,” Young said. “When you’re composed you have more control, more optimism, you make better decisions, and those decisions you make, because they’re better, help you stay in balance.”

She suggested three ways in which people can hone this skill.

Connect with something personally meaningful. “If you stop every so often and say, what is meaningful to me? It resets the idea that I’m not just wandering here. There are things in my life that matter to me, and you basically are connecting with them. If we don’t connect and reflect, then these important points in our lives get away from us,” Young said. She added that if someone spends a couple minutes reflecting on what’s personally meaningful to them, the example might not be something positive. It could be something that’s causing negative thoughts or emotions. That’s still valuable, though, since it gives people a sense of centering and takes them away from the trivial things that can take up one’s day-to-day life.
Nap. Studies have shown that even a three-minute nap can be refreshing, Joyce said. Personally, she enjoys taking 20-minute naps many days. Short naps can help someone feel more refreshed and composed.
Connect with nature. This can help with something called “attention fatigue,” Joyce said. One’s sense of attention gets tired, much like a muscle, and experiencing nature can help restore that attention, for example by looking out the window at the office at the park across the street or keeping plants at the desk.

HR has a role in this, too. First, if decision makers in the HR community actually engage in the practices, they get the benefit of the practices, Young said. Also, if they engage in practices like this then it’s easier and more apparent to them what specific things they could do to help support their employees in similar endeavors.

Get fresh air: Expanding on Young’s “connect with nature” idea further, Tracy Hultgren, the creator of the blog Trail Tracing, advocates that people take a little time out of their day to get fresh air and take a walk. Hultgren spoke with Workforce earlier this year, and his ideas are worth revisiting.

For one, his notion to walk outside every day is simple and applicable to most geographies, from the middle of a city to a suburb close to local parks. Walking is a simple form of exercise that most people can do, Hultgren said. While many people have an “all-or-nothing” approach to working out — an attitude like, “If I’m not going to run a marathon, I’m not going to run at all” — allowing oneself a short, stress-free daily workout like walking lets them have a little time every day to take care of themselves in a low-key and not stressful way.

An employer’s role in this is simple. Basically, they just have to be open to allowing employees a short amount of time each day to leave their desk.

Scrap the resolutions: This one is coming from me. A while ago, a friend suggested that having a “goal” for the year was better than having the traditional resolution. So instead of telling yourself to go to yoga once a week, make a theme like “tranquility.”

It’s something more flexible, realistic and creative, because instead of doing one specific task every so often, you have a general vibe you’re striving for, and a lot of different activities fit in it. You might to yoga to calm down and feel more at peace, but you could also go on a long walk, spend a little time pampering yourself, or cook yourself a dinner that makes your apartment smell good.

This is also something realistic to fit in your everyday life, I believe.

Any other wellness tips you find valuable in your workplace? Comment below or reach out to me on Twitter @Andie_Burjek. I’ll add them to this list post-publication.

December 10, 2018June 29, 2023

A Quick Review on Rules for Docking Pay for Exempt Employees

“Can I dock part of an employee’s paycheck?”

It’s one of the questions I get most often from clients.

So, let’s take a quick run through the rules of docking employee’s pay for exempt employees.

Generally speaking, it violates the Fair Labor Standards Act to dock (that is, take a deduction from) the salary of an exempt employee. Under the FLSA, an exempt employee earns their entire salary for a work week as soon as that employee works even one minute during that week.

The logic is simple. Once you start deducting from an exempt employee’s salary for minutes or hours not worked, you are not treating that employee as salaried, but as hourly. And, hourly employees are not exempt. Therefore, if you don’t pay an exempt employee their entire salary for every work week in which any work is performed, then you are treating them as hourly and they are not exempt.

There are, however, seven limited exceptions permitting deductions from an exempt employee’s weekly salary:

1. When the exempt employee is absent from work for one or more full days for personal reasons, other than sickness or disability.
2. For absences of one or more full days occasioned by sickness or disability (including work-related accidents) if the deduction is made in accordance with a bona fide plan, policy or practice of providing compensation for loss of salary occasioned by such sickness or disability.
3. While an employer cannot make deductions from pay for absences of an exempt employee for jury duty, attendance as a witness, or temporary military leave, an employer can offset any amounts received by an employee as jury fees, witness fees, or military pay for a particular week against the salary due for that particular week.
4. For penalties imposed in good faith for infractions of major safety rules.
5. For unpaid disciplinary suspensions of one or more full days imposed in good faith for infractions of workplace conduct rules imposed pursuant to a written policy applicable to all employees.
6. For any time not actually worked during the first or last week of employment.
7. For any time taken as unpaid FMLA leave.

It is critical for employers to understand these rules. A mistaken deduction could prove costly. Generally speaking, if an employer makes an improper deduction from an exempt employee’s salary, the exemption will be lost during the time period during which the improper deduction was made. Critically, the lost exemption does not only apply to the affected employees, but also to all employees in the same job classification working for the same managers responsible for the actual deduction.

Before you consider deductions from an exempt employee’s salary, consult with your employment counsel to make sure you have these rules covered and the deduction is proper.

December 6, 2018June 29, 2023

Does Title VII Protect an Employee’s Self-help Discovery?

Suppose one of your employees believes that she was discriminated against because of her protected class.

She files a charge of discrimination with the EEOC, and in support of the charge, provides the agency information from your confidential personnel files that she had copied. In response, you fire the employee for violating your confidentiality policy? She then files a new charge, alleging that her termination was in retaliation for her protected activity of gathering evidence in support of her discrimination claim.

Does her retaliation claim succeed?

Lawyer answer: it depends.

Most recent answer: The 4th Circuit Court of Appeals, in Netter v. Barnes.

Under the opposition clause, unauthorized disclosures of confidential information to third parties are generally unreasonable.…

However, the participation clause offers more capacious protection for conduct in connection with Title VII proceedings. Application of the participation clause must account for the evidentiary difficulties many plaintiffs face when pressing claims of workplace discrimination.…

That said, we cannot conclude that Netter’s unauthorized inspection and copying of the personnel files constituted protected participation activity for a straightforward reason. She violated a valid, generally-applicable state law [against the] “knowingly and willfully examin[ing]…, remov[ing,] or copy[ing] any portion of a confidential personnel file” without authorized access. “[I]llegal actions” do not constitute “protected activity under Title VII.”

We are loath “to provide employees an incentive to rifle through confidential files looking for evidence.”

In other words, because Title VII’s anti-retaliation provisions do not permit an employee to engage in illegal activities, and because this employee’s state law prohibits the copying of confidential personnel files, Title VII does not protect her copying in this case.

That said, your mileage on this issue will vary based on your jurisdiction and the nature of the how the employee gained the information.

Courts generally balance the following factors to determine whether the employee’s gathering of the documents was reasonable, and therefore protected:

How the documents were obtained
To whom the documents were produced
The content of the documents, both in terms of the need to keep the information confidential and its relevance to the employee’s claim of unlawful conduct
Why the documents were produced, including whether the production was in direct response to a discovery request
The scope of the employer’s privacy policy
The ability of the employee to preserve the evidence in a manner that does not violate the employer’s privacy policy.

For example, in Niswander v. Cincinnati Ins. Co., the 6th Circuit held that an employee who purposely rifles through confidential personnel records to locate evidence to support a discrimination claim cannot support a retaliation claim.

Yet, in Kempcke v. Monsanto Co., the 8th Circuit permitted the retaliation claim based on the fact that the employee had innocently stumbled across the evidence of potential discrimination in a computer that his employer had issued to him.

What does all of this mean for you?

First, review your company privacy policy to ensure that it sufficiently covers employee personnel files so that you can rely upon it if you have to terminate an employee for engaging in some self-help to support a discrimination claim.

Second, before you take any action, check in with your employment counsel to discuss the circumstances and the potential risks of stepping into a retaliation claim.

December 4, 2018June 29, 2023

Forced Hugs at Work Sound Like a REALLY Bad Idea

Ray Kelvin, CEO of UK fashion retailer Ted Baker, is a hugger.

According to an online petition seeking to end his practice, “he greets many people he meets with a hug, be it a shareholder, investor, supplier, partner, customer or colleague.”

And, it doesn’t stop with hugs. He asks young female employees “to sit on his knee, cuddle him, or let him massage their ears.” He strokes employees’ ears. He takes off his shirt in the workplace and talks about his sex life. Even worse, when employees go to HR to complain, they are told, “That’s just what Ray’s like.”

Well, they’ve had enough “of what Ray’s like.” More than 2,600 people, including over 300 current or former employees, have signed the online petition calling on Ted Baker to “scrap the forced ‘hugs’ and end harassment.”

Let’s deal with low-hanging fruit first. Stroking employees’ ears, talking about your sex life and walking around work shirtless are all creepy and wrong. Period. And, no, HR cannot pass it off as, “Well, you know Ray… 😉”

The employer has an absolute duty to investigate and take corrective action to ensure that the harassment stops. And the fact that the alleged harasser is the CEO is not a justification to do nothing. In fact, if #MeToo has taught us anything, it’s reason to do more, not less.

As for the hugs, they are a symptom of the larger problem. In a vacuum they might be innocuous, but in this case they are a symptom of a deeper culture of harassment.

Indeed, one person’s hug is another’s creepy gesture or, worse, inappropriate advance. Where is the workplace line?

In the words of one court:

There are some forms of physical contact which, although unwelcome and uncomfortable for the person touched, are relatively minor. Cumulatively or in conjunction with other harassment, such acts might become sufficiently pervasive to support a hostile environment claim, but if few and far between they typically will not be severe enough to be actionable in and of themselves. A hand on the shoulder, a brief hug, or a peck on the cheek lie at this end of the spectrum. Even more intimate or more crude physical acts—a hand on the thigh, a kiss on the lips, a pinch of the buttocks—may be considered insufficiently abusive to be described as “severe” when they occur in isolation.

On one extreme you have this case, in which an employee was sexually caressed and hugged, and even had fingers poked in his anus through his clothing. Yet, on the other extreme, you have this case, in which a manager hugged a subordinate to lift his spirits during a rough work day.

So, employers, what’s the answer? How about some good old-fashioned common sense. If you have a close enough relationship with someone to greet with a hug, then hug it out. If someone complains about your hugs, stop. It’s just that simple.

December 4, 2018June 29, 2023

3 Behaviors for Leadership Skills for the Digital Age

It’s not enough for business leaders to merely be “the man (or woman) behind the curtain” anymore.

In a world that’s rapidly becoming more technology driven, managers and executives must put in extra effort to create human relationships with their people — connections that are necessary for any organization to thrive in a complex and competitive marketplace.

The more your business is centered around artificial intelligence, robotics or other digital technologies, the more effort you have to make to be human and to create human relationships, to pry people away from their smartphones, to have face-to-face conversations, to appreciate people and to be honest.

Sure, digital awareness skills and abilities are important, but the more tech-focused we get, the more human leadership there has to be. Otherwise you’re just “behind the curtain.” Plenty of executives lead that way anyway, but in this environment you have to take greater steps to be more real — and effective — than the Wizard of Oz.

These are three behaviors that will help leaders make more meaningful connections with their people.

Be trustworthy and fair. Whether your people see you regularly in person or you stay “behind the curtain,” your team has to be able to trust that what you say is the truth. That doesn’t necessarily mean you always share everything you know, but everything you do say has to be true. If you can’t share an answer to a question or some other information for a legal or strategic reason, then be upfront about that. Don’t make something else up, dance around it or shade the truth. You could say something like: “Because of FCC rules, because of a board vote, because of competitive pressures, I can’t go into this right now, but rest assured we are working on it and at the appropriate time we’ll share everything you need to know and everything you want to know.” When you speak you should tell the truth, and if the truth changes you should go back to your people and explain why.
Be personal and approachable. The second vital behavior for leaders is that even if you stay “behind the curtain” and all anybody sees is the smoke and the floating face of the “wizard,” you still have to figure out how to be personable and approachable. Your people still need to feel that you’re a human being — and that they’re being treated as human beings. That means if you bump into each other in the hallway, you stop, look him or her in the eye and talk directly to that person. Don’t look down at your mobile device, mumble something and keep going. Don’t be that leader who’s going to the penthouse 40 floors up but doesn’t say anything in an elevator full of employees. If you struggle to make human connections with your team, consider holding office hours in the cafeteria two times a month for a few hours and announcing it to your team by offering to chat or answer questions. Maybe just two people will show up the first time. But the next time four people will attend, then eight. Before long you will have made real strides in changing the vibe in your organization.
Provide and acknowledge meaning. This can be a hard one for baby boomers, who, broadly speaking, are often happy just to have a job. But today’s reality is that there are younger generations in the workforce who, while certainly happy to have a job, care more about the values that they hold and the meaning they derive from their work than previous generations have. In this case, the CEO will rarely be the person who regularly acknowledges meaning for low-level employees, but they can still do it periodically. Managers, however, can absolutely help in this regard by building this behavior into their regular interactions with direct reports. These acknowledgments of meaning can take place in performance conversations, weekly catch-ups or conference calls. They could be as simple as saying “Here’s how the work that you’re doing ties to our mission. Here’s how the work that you are doing is enabling our customers to do X, Y and Z. Here’s how what you’re doing, Bob, is moving this project forward exponentially.” Everybody wants to know that what they’re doing is not only important and appreciated, but fits in with the values and the mission of the company.

Increasingly complex times demand dynamic leadership, which calls upon business leaders to step out from behind the curtain and connect with their people on a genuine human level.

December 3, 2018June 29, 2023

What Can the Holiday Movie ‘Elf’ Teach Us About the ADA?

The Hyman clan carried out our annual holiday tradition of watching “Elf.”

Since much of the story took place in and around various workplaces, this year I decided to watch with an eye toward shareable employment law lessons.

Early in the story, Buddy learns the harsh reality that he is not actually an elf but a human. He learns this lesson after falling 985 Etch A Sketches short of his production expectations and being transferred to Jack-in-the-Box testing (the job reserved for “special” elves).

Assuming that Buddy’s height is a disability in the North Pole (and if the ADA protects dwarfs down south, it’s safe to assume the North Pole’s disability discrimination laws would similarly protect Buddy’s heightened height up north), what ADA lessons does this parable teach us?

1. Reasonable production standards.

The ADA does not require an employer to lower production standards — whether qualitative or quantitative — that it applies uniformly to employees with and without disabilities. An employer may, however, have to provide reasonable accommodation to enable an employee with a disability to meet the production standard.

Thus, if Santa requires 1,000 Etch A Sketches per day, then Buddy is required to make 1,000 Etch A Sketches per day, disability or no disability. Santa may, however, have to offer Buddy a reasonable accommodation (if available) to meet that quota. Santa may also choose to lower or waive the production standard, but he is not required to do so. Keep in mind, however, that if one waives or lowers the requirement for one employee, it makes it difficult to argue for future employees that the production requirement is truly essential, or that altering it is not a reasonable accommodation.

2. Transfer as reasonable accommodation.

The ADA specifically lists “reassignment to a vacant position” as a form of reasonable accommodation. An employer must consider this type of reasonable accommodation for an employee who, because of a disability, can no longer perform the essential functions of their current position, with or without reasonable accommodation. Reassignment is the reasonable accommodation of last resort and is required only after it has been determined that: (1) there are no effective accommodations that will enable the employee to perform the essential functions of his/her current position, or (2) all other reasonable accommodations would impose an undue hardship.

There are, however, several caveats.

The employee must be “qualified” for the new position, both by satisfying the requisite skill, experience, education, and other job-related requirements of the position, and by being able to perform the essential functions of the new position, with or without reasonable accommodation. An employer is under no obligation to assist the employee is becoming qualified, such as by providing training to enable the employee to obtain necessary skills for the job.

“Vacant” means that the position is available when the employee asks for reasonable accommodation, or that the employer knows that it will become available within a reasonable amount of time.

The reassignment must be to a position equal in pay, status, or other relevant factors (such as benefits or geographical location). If there is no vacant equivalent position, the employer should reassign to a vacant lower level position for which the individual is qualified and which is closest to the employee’s current position in terms of pay, status, etc.

For Buddy, that position was Jack-in-the-Box tester, an open position for which he was qualified.

There you have it. ADA lessons from “Elf.” Happy holidays.

December 1, 2018June 29, 2023

Taking Office Gossip Off the Lunch Menu

With millions of American workers eating lunch at their desks, in a car or not taking a lunch break at all, one startup is going all in to make lunchtime more engaging for its staff.

Nikki Sucevic, head of recruiting and training at online children’s clothier Mac & Mia, said the company provides lunch for four randomly chosen employees from different departments. There’s just one request of the staffers selected to go to lunch together: Do not talk about work at all; instead get to know each other.

“When you start to create bonds beyond work, you feel more empathy for your co-workers, and want to work harder for them,” Sucevic said.

Sucevic said her office hasn’t collected formal feedback on the program, which was implemented this fall. Anecdotally she noticed a more positive atmosphere in her workplace of 30 employees. Sucevic thinks lunching with colleagues can work for other companies as well.

“A lot of times, companies have happy hours or one-day events, and this is a quick Band-Aid,” Sucevic said. “Instead of doing one big thing now and then, we want to create a culture of this and start to make little adjustments every day. [Our] lunch lottery plan is one of our cultural shift plans to build relationships, empathy and cross-functional respect.”

Also read: A Desk for One for Lunch

According to a May 2018 survey conducted by workplace hygiene brand Tork, employees can have multiple reasons for not taking their lunch break. Nearly 20 percent of North American workers worry their bosses won’t think they are hardworking if they take regular lunch breaks, while 13 percent worry their co-workers will judge them. Some 38 percent of employees in the study also said they don’t feel encouraged to take a lunch break.

Making a lunch program with co-workers or even just eating with someone voluntarily can go a long way, said Laura Hamill, chief people officer at employee engagement company Limeade.

Also read: Give ’Em a Break: Employees Want Their Lunch Break Back

The Bellevue, Washington-based company, aside from sharing a similar program with Mac & Mia, has another program where they have new hires start their first day at lunch time and have a meal with their new co-workers. Hamill said this program has received exceptional feedback.

“I had someone who just started on my team and she wrote an email to me sometime this week and she said she felt like a welcomed part of the team and felt like she had another family now,” Hamill said.

Limeade’s marketing team wrote an article last year about the benefits that come from having lunch with co-workers. Those benefits include boosting productivity, building better relationships, making leaders more accessible and improving well-being.

“It’s about being a human being, not talking about work and learning what your co-workers are up to and what their lives are outside of work,” Hamill said. “It has to do with the idea of relationships. The more I think we get to know each other as human beings, we begin to trust each other more and understand the perspective people are bringing to work.”

David Chasanov is a Workforce editorial associate. Comment below or email editors@workforce.com.

November 28, 2018June 29, 2023

The 4 Keys to Being a Best-in-Class D&I Professional

“How can I do what you do?” asked a bright young woman on the phone one spring morning. She enthusiastically described how she’d studied and experienced various cultures and was inspired to do work that makes a difference.

She’d read some of my articles, saw me speak and felt a spark of connection. She wanted to turn her passion and values into a career, like I had. And because she was resourceful, she reached out for advice.

One of the joys of being a mid-career D&I professional is that I often get inquiries like this. One of the burdens, however, is providing a helpful response to new professionals facing a world that’s quite different from the early ’90s landscape I navigated, yet troublingly similar.

What’s different is our technology, our demographics, our polarized politics and a resurgence of overt white supremacy and bigoted violence. What’s the same is the lack of credibility many D&I professionals command relative to other professionals and organizational functions. I believe one of the reasons is insufficient rigor in developing the necessary skillset to garner results that matter and exude excellence.

Here are four keys that will equip D&I professionals at any career level to embody excellence and establish themselves as best-in-class D&I professionals, indispensable to those we serve.

Identify and live from your personal “business case.” I’m struck by D&I practitioners who have no substantive answer to the question: “Why do you do this work? (How do you benefit?)” “New school” D&I isn’t just about helping others. It’s about creating a world that works better for more of us and attaining meaningful results that matter. Best-in-class professionals work from their heart, mind and soul, and have personal skin in the game. Being grounded in the heart balances intellectual rigor, and adds depth, integrity and authenticity to our work. A personal business case provides motivation and inspiration when we’re weary. My personal business case is that from a very young age I experienced and witnessed firsthand how traits over which people have no control (sex, race, nationality and social class) can cause other people to treat them as less than they are, thwarting their happiness and ability to contribute.

A personal business case requires not just knowledge of self, but clarity of values and vision. I deeply value integrity, authenticity, excellence, connection and expression. My vision is a world where everyone has access to all the knowledge and resources necessary to live their happiest, healthiest life, contributing their brilliance for personal fulfillment and collective benefit. I stand for a world where we get out of each other’s way — and our own way.

Do your personal work. Having personal skin in the D&I game and caring about people means that the work can be emotionally triggering and exhausting. Those of us who are especially sensitive and empathic can experience second-hand trauma or be re-traumatized by interpersonal dynamics in a workshop or workplace. I’ve witnessed how a facilitator can injure workshop participants through ineffective behaviors driven by their unresolved anger or guilt. I’ve seen how leaders driving organizational D&I initiatives can subvert their own efforts through counterproductive behaviors stemming from exhaustion, mistrust or shame. Many of us who do D&I work do it because we (or a loved one) have been wounded in some way. Do not allow the impact of this important work to be diluted or tainted by you trying to resolve your personal pain through the work alone.

There’s a saying: “If you don’t heal what hurt you, you bleed on those who didn’t cut you.” While it’s true that if we all waited to tackle D&I work until we were fully healed that the work would never happen, it’s critical to be on a path of personal growth. Become intimately acquainted with (and honest about) your motivations, triggers, weaknesses and sore spots. Build keen self-awareness and be in ongoing curious dialogue with yourself about what’s going on with you and how you can develop. Build your emotional intelligence and resilience. If you’re a facilitator, hone your ability to self-manage, and develop a superpower around being present, relaxed and extremely attentive to the subtleties of human communication. Engage difficult questions — in the classroom and the field — with curiosity and courage. Establish healthy boundaries in all areas of life, practice radical self-care, and invest in your physical, mental, emotional and spiritual wellness. And forgive yourself for your shortcomings and bad days!

Be highly competent in multiple areas of D&I. D&I professionals who seek to be expert trusted advisers should be able to effectively answer a broad array of “diversity” questions. At the very least, you should have sophisticated knowledge about the history, terminology and practical applications of: (1) race/ethnicity (including racism), (2) sex and gender (including sexism), (3) LGBTQQIA+, (4) disability, and (5) major local racial/ethnic/cultural groups (in the U.S.: African Americans, Latinos/Hispanics, Asians and Native Americans). You must also be well-informed about the growing body of research establishing the organizational business case for diversity and the myriad tangible benefits of inclusion. You should know the basics of the latest brain science that impacts our current understanding of bias and interpersonal communication. You should read widely, listen to podcasts, attend conferences and lectures and stay informed about local and global current events. As a bonus, become familiar with the decades of theory and knowledge amassed in intercultural communication, a field similar to D&I.

Be highly competent in an area outside of D&I. Best-in-class D&I professionals are well-versed in at least one additional area outside D&I, such as organization development, leadership development, human resources, professional coaching, training facilitation/design, adult learning, assessment, business administration or international management. Many have first-hand leadership experience, have worked abroad, and/or speak more than one language. These skills equip the D&I consultant to accurately assess a client’s current state, identify strategic opportunities, and make impactful recommendations (read this article for more guidelines for consultants). They also equip the D&I facilitator to establish credibility, better understand their workshop participants and serve them where they are.

“Some think my standards are too high,” I told my caller that morning. “It’s true these are high expectations,” I added, “but they’re not unreasonable.” No one says the professional standards set for attorneys or accountants are too high, and we’re just as necessary. Expecting anything less than these four keys from D&I professionals is to diminish the quality of our expertise and its crucial importance to the success of organizations and the societies they shape and inhabit.

November 27, 2018June 29, 2023

Tuition Reimbursement Appears to Be Paying Off

Health care giant Abbott Laboratories launched its Freedom 2 Save program in June, which helps employees save for retirement while paying off student loans. Employees contribute 2 percent of their pay toward their student loan debt, and Abbott contributes 5 percent of their pay into the employee’s 401(k) plan.

This benefit, along with Abbott’s long-running tuition assistance benefit, contributes to the Chicago-area company’s mission of taking care of its workers.

With Abbott’s tuition assistance benefit, employees — including new hires with at least one year of full-time business experience — get reimbursed for business-related classes they take in college. Abbott supplies reimbursements as high as $7,000 per year for undergraduate classes and $10,000 per year for graduate classes.

Abbott Divisional Vice President Mary Moreland said her company’s role is to understand what their employees need, as well as coming up with innovative ways to address them. Moreland addressed both programs and how they factor into getting the job done.

Also read: Sample Tuition Reimbursement Policy

“Our tuition reimbursement program supports our goal of allowing employees to continue to grow and develop while they’re working here,” Moreland said. “With our student loan program, we discovered that the people we hired straight out of college were struggling with the amount of debt they were bringing into the workplace, which is on average about $40,000 for the typical graduate.”

Rariety Monford, 27, utilizes the tuition reimbursement program at Abbott Labs.

Rariety Monford, a 27-year-old engineer at Abbott, takes advantage of both programs.

Since Monford has in-state tuition in the state of Texas, her master’s degree from the University of Houston-Clear Lake will be fully covered by Abbott’s tuition assistance program. Monford has roughly $60,000 in student loans. With Abbott’s Freedom 2 Save program, she can put her earnings, that she normally would use for her 401(k), into her student loans. Monford appreciates having both programs in her back pocket while she takes classes online.

“It really means a lot to me,” Monford said. “It shows me that Abbott cares about me as a person and as an employee. It definitely factors into me building a long-term career here.”

Tuition.io works with companies including Hewlett-Packard and Staples and public entities such as the city of Memphis to offer student loan repayment assistance and financial wellness tools as an employee benefit.

The company has saved employees with these benefits approximately 30,000 years of student loan payments and helped employees save $42 million, according to CEO Scott Thompson, including the amount of loans principal paid down by their employer and the interest they save over time by having the loan paid down faster. The average turnover is 40 percent lower for workers who receive the debt assistance compared to those who don’t, Thompson added.

Thompson also said he has received positive feedback from people he’s unfamiliar with.

“I once got an email from a single mother who has two children and has been struggling for years with student loan debt,” Thompson said. “She said that now that her company has a benefit, she can see the light at the end of the tunnel. She thanked me for helping her and convincing her employer to do this.”

Also read: Verizon Wireless Gets a Strong Signal on Tuition Reimbursement

According to the International Foundation of Employee Benefit Plans, 3.8 percent of corporations offer tuition reimbursement, marking a 1.1 percent increase from 2016. Even though there has been a 1.4 percent decrease in public employers offering student loan repayments, there has been a 0.9 percent increase in overall offered student loan repayments, according to the foundation’s research.

While the number of companies participating in student financial aid is low, certified employee benefit specialist Julie Stich believes the number will increase in the coming years. Stich cited employees paying student loan debt being called a common financial challenge by 43 percent of employers in the International Foundation’s “Financial Education for Today’s Workforce” survey report. In 2016, it was 21 percent.

“As long as [student debt] financial challenges exist for employees and continues to impact employer hiring and retention, I think we’ll continue to see an increase in employers offering student loan repayment benefits,” Stich said. “It will be interesting to see how companies may get creative in designing their plans.”