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Tag: COVID-19

Posted on October 7, 2020June 29, 2023

COVID-19 contact tracing goes mobile to keep BNBuilders employees on the job

BNBuilders, union, mobile technology

Mobile technology continues to help remodel the construction industry.

From drones snapping aerial photos to safety improvements to employee clock ins, construction sites have become far more efficient in their day-to-day operations in part because of mobile technology.

Few construction executives, however, could have predicted that mobile technology would play such an important role as COVID-19 disrupted job sites across the nation. Employee safety was the primary concern for construction company BNBuilders. And Shawn Namdar, solutions engineer for the Seattle-based company, was deeply involved in creating a novel form of mobile technology that allowed his employer to keep people safe on the job.

Also read: Time and attendance management implementation is about more than just punching a clock

“When the initial lockdown went into effect in March, a small subset of our jobs and workers were categorized as essential, so we needed to determine a set of procedures for keeping them open and active while maintaining social distance and the recommended health checks,” Namdar said.

Contact tracing mobile solution

Contact tracing presented a particularly difficult prospect to monitor, Namdar added. BNBuilders executives realized they needed a process to document people on location. With 850 total employees — 485 of whom are hourly and 730 assigned to job sites stretching from Seattle to the Bay area, Los Angeles and San Diego — they needed to track who came in contact with whom and whether anyone had been exposed to someone with symptoms.

Senior leadership sent everyone home and met for back-to-back working sessions to come up with a solution “fast,” Namdar said.

Also read: Automate how your staff clocks in and out

The meetings helped determine and establish a safe standard of job-site processes and operations that are compliant with government regulations, he added.

Separate solution from clocking in

“It was clear that we needed a sign-in process for all individuals on a job site,” Namdar recalled. The company had transitioned to digital time cards about six years ago, so this was a completely separate challenge, he added.

“Our IT director was in the meeting and interjected that a technology-based solution would allow us to maintain social distancing and prevent the spread of germs through shared pens and a sign-in sheet. That’s where I came in,” he said.

In one day, Namdar pulled together an on-site mobile check-in form developed using process automation software Nintex and presented a demo to his HR director and executive superintendent.

mobile technology
Shawn Namdar, solutions engineer for BNBuilders.

“The next day, the executive team approved the process and we were off to the races on the production side,” he said.

Also read: Building a safety policy was vital to Shawmut Design and Construction’s health.

When workers arrive at a job, there is a specific QR code and once scanned, the form populates with the specific information for a particular job site. Namdar also created a database for workers, and by just typing in their phone number, their information is pulled so multiple pieces of information don’t have to be re-entered each day.

“In just a few days, we went from zero entries to thousands,” he said. “In the six months since implementing this mobile check-in process, we have seen 144,000 form submissions.”

Complying with government guidelines

Initially HR played a large role in ensuring that the processes were compliant with government regulations and Centers for Disease Control and Prevention guidelines, he said.

“They paid close attention to the types and phrasing of the questions we asked,” Namdar said. “HR had a big hand in the vetting and rollout process to make sure it was a solution that was easy to use by all.”

As a general contractor, BNBuilders executives are responsible for the safety of everyone on the job site. Safety is the absolute top priority on their job sites and the contact tracing process is one key reason they can continue operating, he said.

BNBuilders’ offices are operating at minimal capacity and serving as a command center for safety and critical departments such as IT and accounting, he said.

Case study: Hoffer Plastics’ ‘family first’ philosophy puts people over profits.

“We’ve seen a lot of success with our office workers working from home,” Namdar said. We didn’t experience the initial productivity slump that was common within the industry because our organization had prioritized digital transformation before the pandemic.”

Adopting the mobile check in

Pivoting so quickly to the on-site mobile check-in process happened quickly since they had previous success with Nintex digital forms and workflows, he said. “Without it we would have been contact tracing with pen and paper and manually inputting that information at the end of each day,” he said. “I could create a custom web app in only a day, which could have taken three to four weeks if I was starting from zero.

“Technology speeds everything up and if organizations aren’t leveraging it, they are limiting themselves.”

Use a mobile solution to build and send your employee schedules in seconds. Workforce.com’s leading scheduling app allows you to optimize staffing levels and manage shifts with ease.

Posted on October 6, 2020

Fired for COVID-19 or fired for irresponsibility?

COVID-19, coronavirus, public health crisis

Prada v. Trifecta Productions, filed a few weeks ago in federal court in Ann Arbor, Michigan, asks whether an employer can legally fire an employee with COVID-19 based on the perception that the employee’s out-of-work activities placed the business at risk.

The facts are fairly simple. Nicolas Prada worked as a waiter and assistant manager at Tomukun Noodle Bar. On  June 24 he began experiencing COVID-19 symptoms and stayed home from work. He tested positive three days later. After 14 days of isolation, Prada texted his employer about being medically cleared to return to work.

During a follow-up phone call, Prada claims the restaurant’s owner interrogated him about his activities before falling ill. According to the complaint, “Mr. Yon asked Plaintiff how he contracted the virus,” interrogated him about whether he had “been out partying and acting irresponsible,” told him “there was evidence on social media of Plaintiff being in a crowd,” and that he should “begin looking for work” because for “PR reasons” it was best for him “not to come back to work.”

Prada quit the next day, and later sued for interference and retaliation under the FFCRA.

In a vacuum, Prada had a right to job restoration under the FFCRA. However, there is at least one key fact missing from his complaint — was he “out partying and acting irresponsibly” before contracting the virus. If so (and it’s a big if), his employer had a legitimate non-discriminatory and non-retaliatory reason for terminating his employment.

I’m not sure I’d terminate in these circumstances, but I can understand why an employer might. Here’s what I wrote two months ago discussing the Cleveland Indians’ suspension of two pitchers for violating team rules during a road trip by leaving the hotel to party:

Your business may not be able to dictate how your employees spend their free time, but you can hold them to consequences if they choose to act irresponsibly when “off the clock.” We are living through a pandemic. Every employee has a responsibility to their employer, their co-workers, and the business to make sure that they do what they can to avoid bringing COVID-19 into the workplace, and every employer has the same responsibility to take reasonable steps to prevent an at-risk employee from entering the workplace when it’s discovered.

These are strange times for sure, and I will not fault any employer that errs on the side of caution in how it manages its employee respective to mitigating workplace coronavirus exposures. I’m not advocating for, or in favor of, employer monitoring of employee off-duty conduct. If, however, irresponsible, reckless or dangerous behavior comes to an employer’s attention, it shouldn’t ignore it in the name of privacy either.

In this case Prada had served his isolation, and according to his complaint was medically cleared to return to work. The risk this employer was mitigating was not the risk of an employee bringing an active virus into the workplace, but according to the complaint, the public relations risk of an employee being seen partying on social media. For a public-facing employer, I’m not going to backseat-drive its decision.

This will be a fascinating case to watch, which I’ll be updating everyone as it winds its way through the courts.

Posted on October 5, 2020

Your employees should never learn about positive COVID-19 test from anyone but you

antibody testing

Ninety percent of the [White House] complex most certainly learned about it in the news, as has been the case ever since. There are reports that COVID is spreading like wildfire through the White House. There are hundreds and hundreds of people who work on-complex, some who have families with high-risk family members. Since this whole thing started, not one email has gone out to tell employees what to do or what’s going on.

– Anonymous White House Senior Official

If your employees are learning about a positive COVID-19 diagnosis from anyone other than from an official communication from you as their employer, you have failed in your duty as their employer.

They should not learn from other employees. They should not learn from social media. They should not learn from the professional media. Period. The should only learn from you.

What should this communication look like? Let me suggest the following.

Dear Employees:

It saddens us to inform you that one of your co-workers has tested positive for COVID-19. The law prevents us from telling you the identity of that co-worker, but we want to assure you that we will continue to support this employee as your co-worker heals from this virus, and we will welcome them back to join you at work once it is safe to do so.

We are doing everything within our ability and resources to keep you as safe and healthy as possible at work. Still, with many cases of COVID-19 transmitted before anyone knows they have been exposed, and with you only being at work for a fraction of you day, we cannot 100 percent guarantee the virus won’t enter our workplace.

We continue to require that you self-assess daily for your own potential COVID-19 symptoms (fever or chills, cough, shortness of breath or difficulty breathing, fatigue, muscle or body aches, headache, new loss of taste or smell, sore throat, congestion or runny nose, nausea or vomiting, or diarrhea). If you have any of these symptoms, please let us know, and do not return to work until you are fever-free for at least 24 hours, your other symptoms have improved for at least 24 hours, and at least 10 days have passed since your first symptoms.

Anyone who has been in “close contact” with our ill employee has been separately and privately notified, and will be required to quarantine for at least 14 days from their last close contact.

We are also continuing to take the following steps to help ensure, as best as possible, your health and safety here at work:

  • Employees are required to wear masks or other facial coverings at all times while at work, unless you granted a specific exception (such as for safety, a medical reason, or because you are working alone in a closed office).
  • Employees are required to maintain six feet of physical distance from others at all times.
  • Employees must diligently wash their hands and otherwise use hand sanitizer (which we are providing in intervals around the workplace).
  • Employees must self-assess their own health before reporting to work, and no employee is permitted to come to work if they have any of the known symptoms of COVID-19.
  • Lunch room and other common areas are closed until further notice.
  • Each employee is responsible for cleaning their own work station at the end of each shift.
  • We are deep cleaning the entire workplace on a weekly basis.

Additionally, because of the unfortunate positive test, we had the facility deep cleaned and sanitized prior to anyone being allowed to reenter after we learned of the positive test.

Our commitment to your health and safety is our top priority. If you have any questions or concerns, please contact ______________. Our door is always open.

Posted on September 30, 2020November 16, 2020

COVID-19, hazard pay and overtime

Wage and hour compliance is complicated enough for employers. Layer a pandemic on top of wage and hour compliance, and you have an absolute nightmare for companies.

Consider, for example, hazard pay.

Suppose you are a private-sector employer that decides to offer your employees a monetary incentive to return or remain at work during the pandemic. Must you include this hazard pay in the regular rate when calculating the overtime premium for non-exempt employees receiving this payment?

According to the Department of Labor, the answer is yes.

Yes. Payments your employer provides you to perform work constitutes compensation for employment that must be included in the regular rate, subject to eight exclusions described in section 7(e) of the FLSA. None of those exclusions apply to the incentive payments described above.

The answer changes, however, if the payments are made pursuant to a state or local government program, directly from the government or indirectly passed through the employer.
Bottom line? Wage and hour issues are complex; pandemic wage and hour issues are even more complex. If you have any doubt whatsoever about whether you are correctly paying your employees, reach out to your friendly neighborhood employment lawyer for guidance.
Posted on September 29, 2020June 29, 2023

The 9th nominee for the Worst Employer of 2020 is … the COVID denier

COVID-19, workforce management WFM 2.0, ethics

The human resources manager for a New Hampshire company is suing her former employer after she sent an email about COVID-19 to employees and required two employees to stay home for one week after going on vacations to China and Malaysia.

She claims company officials told her she was being fired for “exaggerating ‘the China Virus.’”

The New Hampshire Union Leader has the details:

Debra Di Nola worked for Freudenberg-NOK Sealing Technologies Inc., a German company, since 2014. …

On Jan. 29, two managers asked Di Nola to advise them on two employees returning from China and Malaysia, respectively, out of concerns about COVID-19. After looking into recommendations from the Centers for Disease Control and Prevention and the state Department of Health and Human Services, Di Nola required the two employees to stay home for a week, according to the suit.

Di Nola claims a vice president of the company said “he could not work with her and did not trust her” during a meeting on Feb. 11. She was asked to leave.

“(The vice president) accused Dr. Di Nola of exaggerating ‘the China virus,’” the suit reads.

A few days later — Feb. 17 — the vice president fired Di Nola. The suit claims the vice president escorted Di Nola out of the building as other employees arrived for work.

For its part, the employer claims that it fired Di Nola for legitimate non-discriminatory performance reasons, including her lack of attention to detail, her relationship with a subordinate, her lack of engagement with employees and her repeated exaggerations and misrepresentations.
Nevertheless, if you fire an employee for exaggerating “the China virus,” you might be the worst employer of 2020.
Posted on September 25, 2020

Comorbidities, COVID-19, and your employees

health care, employee health

Let’s talk about comorbidities. A comorbidity is the simultaneous presence of two chronic diseases or conditions in a patient. In the case of COVID-19, certain comorbidities are known to increase one’s risk for a more severe illness.

According to the CDC, people with any of the following underlying medical conditions are at increased risk for severe illness from COVID-19:

  • Cancer
  • Chronic kidney disease
  • COPD (chronic obstructive pulmonary disease)
  • Immunocompromised state (weakened immune system) from solid organ transplant
  • Obesity (body mass index [BMI] of 30 or higher)
  • Serious heart conditions, such as heart failure, coronary artery disease, or cardiomyopathies
  • Sickle cell disease
  • Type 2 diabetes mellitus

Additionally, people with any the following might be at an increased risk for severe illness from COVID-19:

  • Asthma (moderate-to-severe)
  • Cerebrovascular disease (affects blood vessels and blood supply to the brain)
  • Cystic fibrosis
  • Hypertension or high blood pressure
  • Immunocompromised state (weakened immune system) from blood or bone marrow transplant, immune deficiencies, HIV, use of corticosteroids, or use of other immune weakening medicines
  • Neurologic conditions, such as dementia
  • Liver disease
  • Pregnancy
  • Pulmonary fibrosis (having damaged or scarred lung tissues)
  • Thalassemia (a type of blood disorder)
  • Type 1 diabetes mellitus
What does this mean for you and your employees? It means that for the duration of this pandemic, you likely need to maintain two sets of work rules—one for employees with comorbidities and one for those without. Employees with one of the listed underlying disabilities (or pregnant employees) might need an exception in an in-person work requirement or attendance policy, a separate work area, or more frequent breaks to remove a mask.
It does not, mean, however, that you can force or mandate a separate set of rules on disabled or pregnant employees who do not request them. The law does not allow employers to impose paternalist policies on these employees. In fact, the workplace discrimination hate paternalism. Good intentions do not excuse discrimination. An employer acting from a place of good intentions to protect disabled or pregnant workers from a potentially deadly exposure of COVID-19 is still discriminating if that’s not the employee’s choice. Only the employee can make that choice.
Posted on September 24, 2020September 22, 2020

Inside the DOL’s changes to the final rule interpreting the FFCRA

COVID-19, coronavirus, public health crisis

The United States District Court for the Southern District of New York issued a decision in August holding that several provisions of the Department of Labor’s final rule interpreting the Families First Coronavirus Response Act are invalid. 

As explained previously, the FFCRA provides eligible workers of covered employers with Emergency Paid Sick Leave and Emergency Family and Medical Leave for various reasons related to the COVID-19 pandemic. 

Calling into question the DOL’s interpretation of these laws, the court found that the final rule’s (1) “Work Availability” requirement, (2) definition of “Health Care Provider” for purposes of determining who may be excluded from eligibility, (3) employer consent for intermittent leave requirement, and (4) documentation requirements — to the extent that they were a precondition to leave entitlement — were invalid. 

Also read: Leave management should be as simple as submit, approve and hit the beach

On Sept. 11, the DOL announced changes to its final rule in light of the decision, effective Sept. 16. The following is an overview of the changes to the Final Rule.

The “Work Availability” Requirement 

Under both the EPSL and EFML provisions of the FFCRA, eligible employees of covered employers are entitled to paid leave if they are “unable to work (or telework) due to a need for leave” for various COVID-19 related reasons. In implementing these provisions, however, the DOL has generally excluded from eligibility those employees whose employers do not have work for them.  

While the court determined that the language of the FFCRA itself did not allow this, the DOL disagreed, and expanded and clarified its position in the revised Final Rule. Among its reasons for maintaining its position, the DOL explained that removing the work-availability requirement would not serve the FFCRA’s purpose of discouraging employees who may be infected with COVID-19 from going to work (if there is no work to go to, an infected employee would not need leave). It could also lead to perverse results in that furloughed employees with a qualifying reason (who were not working) could be paid FFCRA benefits while their colleagues without a qualifying reason (who also were not working) would not. 

The DOL noted that EPSL and EFML are forms of “leave” and that employees who had no work to perform — i.e., were on furlough — do not require “leave,” as that word is commonly understood. 

Noting the FFCRA’s anti-retaliation provisions, the DOL emphasized that employers may not make work unavailable in an effort to deny leave. The DOL also pointed out that other COVID-19 relief measures — including the Paycheck Protection Program and expanded unemployment provisions of the Coronavirus Relief, Aid, and Economic Security Act — more appropriately address the needs of employees for whom no work is available. To address specific failings noted by the court, the DOL clarified that “work availability” is a requirement for all forms of leave under the FFCRA.

Also read: Time off policies promote convenience while enhancing engagement

The Definition of ‘Health Care Provider’

Under the FFCRA, employers may exclude from EPSL and EFML eligibility “health care providers” and/or “emergency responders,” the DOL definitions of which were expansive. While the definition of “emergency responders” was not addressed in its decision, the court held that the FFCRA’s unambiguous terms did not allow for the broad definition of “health care provider.” 

In light of the decision, the DOL has revised the definition of “health care provider” to match the definition in the FMLA, and include other employees who provide diagnostic services, treatment services, or other services that are integrated with and necessary to the provision of patient care. The DOL has updated its answer to Q&A #56, clarifying that “health care providers” who may be excluded by their employer from FFCRA eligibility include: 

  1. “Anyone who is a licensed doctor of medicine, nurse practitioner, or other health care provider permitted to issue a certification for purposes of the FMLA.” 
  2. “Any other person who is employed to provide diagnostic services, preventive services, treatment services, or other services that are integrated with and necessary to the provision of patient care and, if not provided, would adversely impact patient care.” 
  3. Employees who do not provide direct heath care services to a patient but “are otherwise integrated into and necessary to the provision those services — for example, a laboratory technician who processes medical test results to aid in the diagnosis and treatment of a health condition — are health care providers.”

This second group includes nurses, nurse assistants, and medical technicians.” It also includes “employees who directly assist or are supervised by a direct provider of diagnostic, preventive, treatment, or other patient care services.” 

The Q&A further clarifies that a person is not a health care provider merely because their employer provides health care services — i.e., IT professionals, building maintenance staff, cooks, or food service workers. 

Notably, the revised “health care provider” definition no longer permits the highest official of a state (i.e., the governor) to expand the definition to include any individual they determine is a health care provider necessary for that state. 

The definition of “emergency responders” — including the highest official’s ability to expand it — has not changed.  

Provisions Relating to Intermittent Leave

The DOL’s final rule allows employees to take EPSL and EFML intermittently “only if the Employer and Employee agree,” and even then, only under certain circumstances — i.e., when the employee’s use of intermittent leave will not risk the employee transmitting the virus to others. While the court recognized that the final rule’s restrictions on when an employee may use leave intermittently are consistent with Congress’s public health objectives, it rejected the blanket requirement of employer consent. The DOL disagreed, however, and reaffirmed its position that employer approval is needed to take intermittent FFCRA leave. 

While the FFCRA did not expressly permit or prohibit intermittent leave (in contrast to the FMLA, which expressly authorizes employees to take leave intermittently, but only under certain circumstances), the DOL reasoned that the employer-approval condition is consistent with the longstanding FMLA principle that intermittent leave, where foreseeable, should avoid “unduly disrupting the employer’s operations,” particularly when it is not medically necessary (e.g., bonding leave). 

Notably, the DOL clarified that the employer-approval condition would not apply to employees who take FFCRA leave in full-day increments to care for their children whose schools are operating on an alternate day (or other hybrid-attendance) basis, because such leave would not be intermittent. In an alternate day or hybrid-attendance schedule, the school is physically closed with respect to certain students on particular days as determined by the school, not the employee. For the purposes of FFCRA, each day of school closure constitutes a separate reason for FFCRA leave that ends when the school opens the next day, and thus intermittent leave is not needed because the school literally closes and opens repeatedly. 

This is distinguished from a scenario where the school is closed for some period, and the employee wishes to take leave only for certain portions of that period for reasons other than the school’s in-person instruction schedule (in which case the use of leave would be intermittent and would require employer approval).

The Documentation Requirements 

The DOL’s final rule required that employees submit documentation to their employer prior to taking leave. The text of the FFCRA, however, requires only that employees give notice “as is practicable” for foreseeable EFML, and that they follow reasonable notice procedures for EPSL after the first workday or portion thereof that they receive paid sick leave.  

Recognizing these inconsistencies, the court held that the documentation requirements, to the extent they are a precondition to leave, are invalid. The DOL agreed with the court, and has thus revised the final rule to clarify that the documentation need not be given “prior to” taking EPSL or EFML. Thus, employers may require an employee to furnish as soon as practicable the required information and/or documentation discussed here.

In light of the foregoing, employers of health care providers in particular should familiarize themselves with the revised definition in order to ensure accuracy in determining which of its employees may be excluded from eligibility for EPSL and EFML. Employers who have relied on the previous “health care provider” definition to exclude employees from eligibility may wish to contact their attorney with questions about the revised definition and/or its impact on excluding such employees from FFCRA entitlements going forward. 

Additionally, to the extent employers were requiring documentation to support a request for EPSL and EFML prior to the leave, such processes must be revised to allow employees to provide such documentation “as soon as practicable.” 

Employers may continue to deny EPSL and EFML if there is no work available for the employee, and may continue requiring approval for use of EPSL and EFML on an intermittent basis, pursuant to the requirements of the revised final rule (and only if such intermittent use is for a permissible qualifying reason).

Posted on September 21, 2020September 21, 2020

The CDC continues to create a mess for employers on testing, and a word on RBG

concerted activity

On Sept. 18, the CDC yet again updated its guidance for COVID-19 testing. If you’re keeping count, this is the CDC’s fifth set of testing rules.

What’s changed?

Due to the significance of asymptomatic and pre-symptomatic transmission, this guidance further reinforces the need to test asymptomatic persons, including close contacts of a person with documented SARS-CoV-2 infection.

This change is huge. Just four weeks ago, the CDC had updated the same guidance to state: “If you have been in close contact (within 6 feet) of a person with a COVID-19 infection for at least 15 minutes but do not have symptoms, you do not necessarily need a test unless you are a vulnerable individual or your health care provider or State or local public health officials recommend you take one.” Now, the agency says the exact opposite.

  • If you have been in close contact, such as within 6 feet of a person with documented SARS-CoV-2 infection for at least 15 minutes and do not have symptoms.
    • You need a test. Please consult with your healthcare provider or public health official. Testing is recommended for all close contacts of persons with SARS-CoV-2 infection. Because of the potential for asymptomatic and pre-symptomatic transmission, it is important that contacts of individuals with SARS-CoV-2 infection be quickly identified and tested. Pending test results, you should self-quarantine/isolate at home and stay separated from household members to the extent possible and use a separate bedroom and bathroom, if available.

Make no mistake, this change was absolutely necessary and should have been the default all along. Because of the prevalence of asymptomatic and pre-symptomatic carrying of the virus, many do not know that they even have COVID-19, and therefore we can’t isolate to prevent further community spread without testing. It just would have been nice, however, if the CDC came to this realization sooner than six months into the pandemic.

As a result, you may have more employees missing work, and more employees seeking paid leave under the FFCRA. But that’s okay because the only way we can defeat this virus until we have a safe and reliable vaccine is to stop it from spreading in the first place.


I’d be remiss if I did not say a word or two about the passing of Ruth Bader Ginsburg.

Friday felt like an absolute gut punch. A good friend said it best on Twitter, in the hours after RBG’s passing:

God bless her for her steadfast service to the ideals of America and especially for the idea that little girls can do and aspire to whatever a little boy can. You lived your truths, exceptionally. Love you RBG.

RBG was the most significant jurist for women’s rights in the history of our nation. She is and will continue to be a hero to many, and she will surely and sorely be missed both for who she was and for what she stood and will continue to stand.
Rest in peace Justice Ginsburg. You held on as long as you could. You are now heaven’s great dissenter.
Posted on September 17, 2020

Coronavirus Update: The pandemic plight of working moms

pregnancy discrimination

There is no doubt that the COVID-19 pandemic has been tough on employees. A recent report published by Policy Matters Ohio illustrates just how tough it’s really been.

  • Ohio had fewer jobs in April 2020 (4,704,000) than at any time in the past 30 years.
  • At the height of COVID-related unemployment, 31.7% of Ohio workers were out of work because of employer layoffs, furloughs, and closures.
  • Unemployment peaked at 17.3%
  • While unemployment and jobless numbers are starting to rebound, there are still nearly 600,000 fewer jobs in Ohio now than at the start of millennium.
As bleak as these overall statistics are, I want to focus on another aspect of the report—the plight of working mothers.

According to the report, working moms have taken the brunt of the wave of employees working from home.

  • Working moms with young children reduced their work hours four to five times as much as fathers did nationally, widening the work hours gap between men and women by 20-50%.
  • The current recession has increased the gender pay gap by five percent, seven points higher than what we typically experience in other recessions (in which the gender pay gap is normally reduced by two percent).

What does this mean?

Men and women are about equally likely to be able to work from home, but the burden of new unpaid care work falls especially heavily on women.… Added child-caregiving responsibilities are competing with women’s paid work and in some cases forcing women out of the labor force altogether, with consequences for their careers that could be permanent. Women may never recover the career losses they face to support their families’ child care needs through the crisis. The pay gap with men, which has been narrowing over recent decades, could be wrenched open once more for years to come.

What is an employer to do?

  1. Remind supervisors and managers that family responsibility discrimination is illegal. While Title VII does not expressly include “family responsibility” as a protected class, the EEOC has long held that Title VII’s prohibits discrimination against parents as parents if you are treating some more favorably than others (e.g., dads better than moms, or men better than moms). There are also, a few states that expressly prohibit parental discrimination. If, for example, you have to make decisions about layoffs, you should be considering whether working parents are disproportionately included.
  2. Consider accommodations to aid working parents. Work from home is already an accommodation, but there are others that could help here. Modified work schedules (which the Department of Labor favors in its FFCRA guidance), designated breaks, and the provision of additional work supplies such as laptops and printers could all ease the burden on parents working from home. Our goal here should be helping employees figure out solutions to get their job done, not harming employees (and the business) by erecting barriers that prevent it.
Posted on September 16, 2020

Federal court holds state indefinite Covid-closure orders are unconstitutional

COVID-19, coronavirus, public health crisis

In County of Butler v. Wolf, Judge William S. Stickman IV of the United States District Court for the Western District of Pennsylvania (a recent appointee of President Trump) held that state-imposed shutdown orders that closed businesses, required people to stay home, and placed limits on public gatherings—all aimed at stopping the spread of the COVID-19 pandemic—were “well-intentioned” but unconstitutional.

At issue was a series of business closure and stay-at-home orders issued by Governor Tom Wolf of Pennsylvania shortly after the start of the COVID-19 pandemic.
Judge Stickman concluded these orders were unconstitutionally overboard.
The court concluded as follows:
  • Limitations on “events and gatherings” of 25 persons for indoor gatherings and 250 persons for outdoor gatherings violate individuals’ First Amendment right of assembly and their related right of free speech.
  • Orders closing “non-life-sustaining” businesses and imposing a lockdown through stat-at-home orders violated individuals’ liberties guaranteed by the Due Process Clause of the Fourteenth Amendment.
In sum, the court did not believe that the ongoing pandemic sufficiently justified an infringement on constitutional liberties in the name of protecting public health and safety:

The Court closes this Opinion as it began, by recognizing that Defendants’ actions at issue here were undertaken with the good intention of addressing a public health emergency. But even in an emergency, the authority of government is not unfettered. The liberties protected by the Constitution are not fair-weather freedoms—in place when times are good but able to be cast aside in times of trouble. There is no question that this Country has faced, and will face, emergencies of every sort. But the solution to a national crisis can never be permitted to supersede the commitment to individual liberty that stands as the foundation of the American experiment. The Constitution cannot accept the concept of a “new normal” where the basic liberties of the people can be subordinated to open-ended emergency mitigation measures. Rather, the Constitution sets certain lines that may not be crossed, even in an emergency. Actions taken by Defendants crossed those lines. It is the duty of the Court to declare those actions unconstitutional.

Just as important as the court’s overall holding is his dismissal of Jacobson v. Massachusetts—the century-old U.S. Supreme Court precedent that recognized the broad police power of the state to regulate to protect public health and safety—as old, stale, and no longer constitutionally relevant.

Jacobson was decided over a century ago. Since that time, there has been substantial development of federal constitutional law in the area of civil liberties. As a general matter, this development has seen a jurisprudential shift whereby federal courts have given greater deference to considerations of individual liberties, as weighed against the exercise of state police powers. That century of development has seen the creation of tiered levels of scrutiny for constitutional claims. They did not exist when Jacobson was decided. While Jacobson has been cited by some modem courts as ongoing support for a broad, hands-off deference to state authorities in matters of health and safety, other courts and commentators have questioned whether it remains instructive in light of the intervening jurisprudential developments.

County of Butler v. Wolf is narrow—it only applies to Pennsylvania law and then only in Western Pennsylvania. There is little doubt, however, that this case is headed for the Third Circuit Court of Appeals. This case, however, has the potential to have a broad national impact. This pandemic isn’t going away anytime soon, it is likely that we may face more closure orders and other restrictions as we head into winter, and other courts could seize on the rationale of this case to limit the authority of other states to regulate to protect the health and safety of the public. For this reason, County of Butler v. Wolf could end up as one of the most significant federal court decisions of 2020, and warrants close watching.

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