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Category: Commentary & Opinion

Posted on May 18, 2020June 29, 2023

House proposes significant expansions to paid leave under Families First Coronavirus Response Act

warehouse workers, hourly employees
The House of Representatives on May 15 passed the Health and Economic Recovery Omnibus Emergency Solutions (HEROES) Act, H.R.6800. Among other things, it proposes significant clarifications and expansions to the Emergency Family And Medical Leave and Emergency Paid Sick Leave provisions of the Families First Coronavirus Response Act.
What are these proposed changes?
Emergency Family And Medical Leave
  • Expands emergency FMLA coverage to all employers, not just those with less than 500 employees.
  • Expands the definition of “parent” to include foster parents, adoptive parents, stepparents, parents-in-law, a parent of a domestic partner, and someone who stood in loco parentis to an employee when the employee was a child.
  • Provides emergency FMLA to an employee who is —
    • self-isolating because of the employee’s own COVID-19 diagnosis;
    • obtaining a medical diagnosis or care if the employee is experiencing the symptoms of COVID–19;
    • complying with a recommendation or order by a public official with jurisdiction or a health care provider to self-isolate on the basis that the physical presence of the employee on the job would jeopardize the employee’s health, the health of other employees, or the health of an individual in the household of the employee because of the possible exposure of the employee to COVID–19 or because of the exhibiting of symptoms of COVID–19 by the employee;
    • caring for or assisting a family member (also defined in the amendments) because the family member is self-isolating because of a COVID–19 diagnosis, because the family member is experiencing symptoms of COVID–19 and needs to obtain medical diagnosis or care, or because a public official or health care provider makes a recommendation or order that the presence of the family member in the community would jeopardize the health of other individuals in the community because of the possible exposure of such family member to COVID–19 or exhibiting of symptoms of COVID–19; and
    • caring for a family member who is incapable of self-care because of a mental or physical disability or is a senior citizen, if the place of care for such family member is closed or the direct care provider is unavailable due to COVID–19.
  • Permits an employee to elect, but an employer cannot require, the substitution of paid time off for emergency FMLA.
  • Allows employees to take paid sick leave intermittently or on a reduced work schedule without regard to whether the employee and the employer have an agreement with respect to whether such leave may be taken intermittently or on a reduced work schedule.
  • Prohibits an employer from requiring certification by an employee in support of an emergency FMLA leave to not earlier than five weeks after the date on which the employee takes such leave
  • Extends the sunset date of emergency FMLA from 12/31/2020 until 12/31/2021.
Emergency Paid Sick Leave
  • Clarifies that paid sick leave under the FFCRA must be offered in addition to any paid leave offered by an employer, and prohibits an employer from changing its policies to avoid providing any additional paid leave.
  • Allows employees to take paid sick leave intermittently or on a reduced work schedule without regard to whether the employee and the employer have an agreement with respect to whether such leave may be taken intermittently or on a reduced work schedule.
  • Prohibits an employer from requiring certification by an employee for the need for paid sick leave for leaves less than three consecutive days of paid sick time, and further prohibits an employer from requiring such certification earlier than seven workdays after an employee returns to work.
  • Provides for a new allotment of 80 hours of paid sick leave if an employee changes employers.
  • Requires restoration of an employee to the same or equivalent position at the end of a period of paid sick leave.
  • Extends the sunset date of paid sick leave from 12/31/2020 until 12/31/2021.
Sen. Mitch McConnell has already said that this bill is DOA in the Senate in its current form but it’s unclear if this statement specifically referenced the FFCRA amendments. Stay tuned to see if any of these proposed amendments gain any traction in the Senate. I’ll keep everyone updated as this bill progresses.
Posted on May 14, 2020June 29, 2023

Don’t be afraid to try new things: Jay Fortuna’s journey through HR

blog

Jay Fortuna, a 2017 winner of Workforce’s Game Changer Award, is now the head of learning & development at FinTech company Rewards Network. As someone who’s been recognized for his achievements in human resources, Fortuna answered some questions for Workforce.com about his career path in L&D, the latest trends and innovations in HR and advice he would give his younger self. 

Also read: How technology fits into an HR manager’s job description

Workforce: How have you grown professionally over the course of your career?

Jay Fortuna, The Horton Group

Jay Fortuna: I have been incredibly fortunate in a career where I have often been given the chance to raise my hand to take on more. Because of this, I have had the opportunity to take on the  philosophy of being a life-long learner as it needed to yield results quickly. 

I graduated college with a marketing degree and knew that it wasn’t the exact niche inside the business world where my passion truly was. I spent the early part of my career working hard to make chances and opportunities present themselves around learning and development.

WF: How has your career changed?

Fortuna: I was provided with an opportunity early in my career to move from sales into L&D, and  I have not looked back since. I entered the L&D world as a facilitator and continued in that role in some capacity for years while I worked hard to master instructional design and transform into the leader I am today. Because of my willingness to learn more and make myself better I have been afforded the opportunity of becoming a well-rounded learning professional and because of my success while doing so I have been able to elevate in my career at an accelerated pace.

WF: What are some of the trends you’ve seen in HR over the past few years?

Fortuna: Over the past decade or so the biggest transformation —  [other than] the continued growth of the use of technology, which will always be a constant — is recognition [of] that true and deep impact proper learning and development can have on the business. L&D has earned a seat at the table.

WF: What advice would you tell yourself five years ago? 

Fortuna: In 2017 when I received the Game Changers award I was leading a small but mighty team, and we were attempting to change the landscape of an industry that had been struggling with organic growth for over a decade. At that point I didn’t think about anything else except accomplishing the goal in front of me and thinking about how I was going to attack the next five beyond it. 

I wish I would have told myself then enjoy the moment and spend more time with the people that were there supporting me. I have always had a “Superman mentality” and because of it I missed out on some chances to enjoy the successes.

WF: What have you learned over the course of your career in HR?

Fortuna: The most valuable lessons I have learned over my career in HR are  to be willing to raise your hand and never underestimate your ability to make an impact. Being willing to raise your hand for a project, even though you may have never done it before, will allow you to live the concept of being a life-long learner. When you are forced to learn a new skill on your accord, you often look at the task differently. It becomes a growth opportunity versus a task which was demanded of you. 

WF: What do you foresee in the future of HR? 

Fortuna:  With the changes in learning happening so fast, I foresee the future of learning to continue [its] rapid shift to just-in-time learning. This type of learning mixed with programs designed with hyper job focus could make it possible to get learners to a point of proficiency at an unprecedented accelerated rate. When you take these two approaches and properly mix them with blended learning, the sky’s the limit. 

 

 

Posted on May 12, 2020June 29, 2023

You have every right to be a 𝘤𝘰𝘷𝘪𝘥𝘪𝘰𝘵, and we have every right to fire you for it

termination, covidiot, workplace violence, gun, weapon
“Covidiot: A person who acts like an irresponsible idiot during the COVID-19 pandemic, ignoring common sense, decency, science, and professional advice leading to the further spread of the virus and needless deaths of thousands.”
A Dallas law firm has terminated the employment of a document services manager after it discovered his threatening, offensive, racist and very public Facebook post taking issue with mandatory face masks.
“No more masks. Any business that tells me to put on a mask (Whole Foods on Lomo Alto) in Dallas will get told to kiss my Corona ass and will lose my business forever. It’s time to stop this BULLSHIT. Do I have to show the lame security guard outside of a ghetto store my CV19 test results? I will show him my Glock 21 shooting range results. With Hornady hollow points. Pricey ammo, but worth it in this situation. They have reached the limit. I have more power than they do…..they just don’t know it yet.”
Bain’s post, which any reasonable person would interpret as just plain wrong, resulted in his termination. As my friend Eric Meyer pointed out yesterday (borrowing from a comment on the Facebook page of Bain’s former employer): “Freedom of speech doesn’t mean freedom from consequences for that speech.”
In other words, you have the right to your opinion, no matter how offensive. But once you share that opinion publicly, we have the right to fire you for it … coronavirus or no coronavirus.
COVID-19 might have temporarily upended our world, but just cause for termination is still just cause for termination. So please don’t be a covidiot. Employers don’t like firing people under the best of circumstances. We especially don’t like doing so now. But we will if we have to.
Posted on May 8, 2020June 29, 2023

A shift schedule template is a basic food group to workforce management

shift schedule template

Like meat and potatoes on the dinner table, a shift schedule template is considered one of the basic tools of workforce management.

Indeed, shift schedules are crucial to the smooth operation of workforce management. A single, uniform system allows employers to manage their workforce and standardize operations more easily and save money through simplified, consistent administration that allows the organization to focus on its core business.

Rather than managing schedules on paper, which can be inefficient and potentially risky when trying to balance overtime, paid time off and compliance regulations, view time and attendance and scheduling through a strategic lens.

shift schedule templateA template for all needs

Finding a shift schedule template that fits an organization’s needs may not be as daunting as it seems. Most exist in Microsoft Word and Excel formats as well as in Google docs and Google sheets. 

Some are detailed to include the week, day and times of day while others are largely blank. The templates are adaptable to adjust the days of the week among other details. 

There are varying styles of shift schedule templates. Among the most-used, according to labor management company 7shifts, include:

Fixed shift schedule — Fixed shifts consist of staff working the same number of hours and days each week.

Split shift schedule — Employees agree to fill their work hours over two shifts or time slots in a day. Work with HR or legal counsel to maintain federal labor law compliance.

Overtime shift schedules — These can be costly but are often necessary during emergencies and busy times. Again, recognize labor law compliance.

On-call shifts — An employee is available to work on demand, at any time. For example, if someone misses a fixed shift due to a family emergency, the employee in waiting will be contacted to take this shift.

Benefits of flexible shift options

It’s compulsory for organizations with hourly staffing needs to use shift scheduling tools. But with work from home becoming the norm, more companies are engaging employees through flexible shift schedules.

Implement a plan, keep in constant communication with those who are remote, and then evaluate its success. 

A shift scheduling template keeps all employees — in person or remote — on the same page. A work schedule calendar also assures that no shifts will be missed.

 Why innovate what already works?

Some people are perfectly fine with meat and potatoes every night for dinner. By the same token, some organizations are content with pen and paper to schedule employees.

Technology-based employee scheduling software not only offers the steak and spuds, it provides a tantalizing appetizer, a warm loaf of bread, a scrumptious side of veggies and to-die-for dessert, too.

Rather than spending hours slaving over a hot stove — er, spreadsheet — managers can build schedules on the go and immediately post for all employees to access.

Managers also understand that employee schedules can no longer be based solely on business demand. Schedules need to reflect employee preferences. Intuitive software can inform the organization when an employee is available and how many hours that person wants to work each week.

This also empowers employees to communicate with managers regarding time off or co-workers who may want to swap shifts. There is shared value for both sides. And if employee engagement is a goal, employers can build schedules that are more predictable, consistent and adequate so employees can better plan their lives and budgets and reduce use of sick days and shift trading.

If you have a large hourly workforce, Workforce.com is here to help. Its comprehensive time-keeping and scheduling software can handle complex business demands and allow the organization to view the big picture while empowering employees and maintaining compliance.

Posted on May 6, 2020June 29, 2023

How do parents return to work without available child care?

Samsung service, child care, parent

Child care is the issue that has gotten the least attention in discussions about employees returning to work.

As states begin to slowly reopen and return employees to work, working parents are left wondering who will care for their children if schools, day cares and camps are closed.

The Families First Coronavirus Response Act provides working parents with some relief with its 12 weeks of paid child care-related leave. But that law has limits.
  1. It does not apply to businesses with 500 or more employees, and businesses with less than 50 employees can exempt themselves from the childcare-related leave provisions.
  2. It limits an employee’s leave allotment to 12 weeks, meaning that if an employee started taking childcare-related paid leave when the FFCRA took effect on April 1, he or she will exhaust their paid leave on June 24.
  3. It does not apply if there is anyone else available to care for an employee’s child(ren) during the employee’s working time.

And the FFCRA does not account for parents who are stretched the point of exhaustion, working their full workdays remotely, and then working another full workday managing child care-related responsibilities. Consider the following hypothetical from the New York Law Journal.

Maya is an investment banker in New York City and typically works a 10-hour day. Maya has a nanny care for her infant daughter while she is at the office. During this pandemic, Maya is forced to work at home and her nanny is unable to help. Maya now has to handle a 10-hour/day job using less-than-ideal remote access technology—her remote desktop does not operate as smoothly as her office computer; she has one screen on her home computer as opposed to three in her office; she does not have direct access to her assistant or her other staff; she does not have the full panoply of office supplies and other corporate-level printing and copying, etc. With all these hindrances, Maya must work 12 hours to accomplish the same work she previously did in 10. On top of that, she must care for her infant daughter all day, which conservatively involves approximately eight hours of direct, hands-on attention. For Maya to cover her responsibilities (minus any time for even a short break), she must work a 20-hour day. And, she must do this every day, indefinitely, until the circumstances of this pandemic change.

Or consider, for example, Ohio Gov. Mike DeWine, who on May 5 said that some K-12 schools are considering starting the 2020–21 school year on a split schedule. Half of a school’s students would attend in-person classes on Mondays and Tuesday, and the other half of Thursdays and Fridays. Students would distance learn on the days they aren’t in school in person.

This plan is great for helping schools manage social distance, but it’s terrible for working parents who are left scratching their heads figuring out who will help manage distance learning and otherwise watch their children on the days they aren’t in school, and who will provide child care after school.

What’s an employer to do?

1. Don’t discriminate. Family responsibility discrimination remains unlawful under Title VII. While federal law 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.
3. Finally, and most importantly, flexibility is key. Ohio’s Stay Safe Order mandates that manufacturers, distributors, construction companies, and offices allow employees to “work from home whenever possible.” If employees can work remotely, let them work remotely. Flexibility, understanding, and compassion is the best answer I can offer for the foreseeable future.
Posted on May 6, 2020June 29, 2023

Always be curious: Khalid Raza’s journey through human resources

blog

Khalid Raza, a 2016 winner of Workforce’s Game Changer Award, is now a talent acquisition leader at EY. As someone who’s been recognized for his achievements in human resources, Raza answered some questions for Workforce.com about his career in HR, the rise of data analytics and the importance of constant curiosity for a well-rounded talent professional. 

Also read: How technology fits into an HR manager’s job description

Workforce: How have you grown professionally over the course of your career?

khalid razaKhalid Raza: Career is not a destination but a journey where evolution happens with each experience. The growth of a professional is a story of continuous transformation stemming from experiences, interactions, reactions and self-reflection. Success and failures contribute to the depth of learning.

I had the luxury of being surrounded by visionary and compassionate leaders, talented team members who always set the bar higher, and my family which stood by me at all times. My professional growth has been fueled by curiosity to learn, do and achieve more.

WF: How has your career changed?

Raza: [As] someone who gets bored of [the] mundane, I moved roles within HR frequently, allowing me to appreciate and inculcate an understanding of every function and role. The organic accumulation of knowledge has helped me be more effective at all times. I am fortunate to not have a unidimensional career. 

 WF: What are some of the trends you’ve seen in HR over the past few years?

Raza: Equipped with data and analytics, HR now takes more informed decisions and provides measurable business solutions.

WF: What advice would you tell yourself five years ago? 

Raza: The only advice I have is to be more curious about the business we work for. HR exists to support the organization. Isolated efforts yield amputated outcomes.

WF: What have you learned over the course of your career in HR?

Raza: People are the key to success. Organizations that understand this theme continue to grow through tough times, too. Humans are not resources. The most successful teams are [successful] because of the people driving the transformation.

WF: What do you foresee in the future of HR?

Raza: I see more real-time analytics impacting outcomes [and] more open organizations, allowing leadership to tap and leverage mutual knowledge of all the employees. Those days are gone where a bunch of suit-clad executives decide in a boardroom what the strategy of the company should use, oblivious of the fact that the next big idea may come from a desktop engineer.

  • Impact of changes need to be understood in real-time through sentiment analysis.
  • Tailored bouquet of compensation structures.
  • Skills and value-driven compensation and growth.
  • More focus on inclusion than diversity.

WF: What are some things that you value most about your career field/position?

Raza: Talent or HR as a function deals with people, and as I alluded earlier, people drive companies to success or failure. I value the impact HR makes to the organization’s growth.

WF: Do you have any advice for HR professionals? 

Raza: Yes, I’d [like to share this] guidance to HR professionals:

  • Be Curious.
  • Strive to learn more at all times — people, experiences, struggles, success, and failures — there is always a lesson to be learned.
  • Don’t network. Build relationships. Adding random people on a social network is of no use unless you have built relationships with them.
  • Always find a mentor who can guide you — be it a career mentor or a skill mentor.

Also read: HR 101 for new human resources managers

Posted on May 5, 2020June 29, 2023

One state is encouraging employers to report AWOL employees to unemployment agency

technology; workplace communications; internal communications

Last week I asked how employers could encourage employees to return to work when unemployment benefits pay them more than their jobs.

One suggestion I offered was to hit employees with the stick of unemployment-benefit termination.

Employees who refuse return-to-work offers might be disqualified from collecting further unemployment benefits (unless their refusal is because of coronavirus), and you can advise employees that refuse a recall that you will be asking the state to terminate their benefits.

Late last week, the state of Ohio provided a clear reminder to employers of the validity of this threat.

According to cleveland.com, “The Ohio Department of Job and Family Services has set up a webpage – and sent emails to employers Friday night – telling them to report workers who don’t return so they can get reevaluated and potentially lose unemployment benefits.” That email says in part:

Ohio law prohibits individuals from receiving unemployment benefits if they refuse to accept offers of suitable work, or quit work, without good cause. …

If you have employees who refuse to return to work or quit work, it’s important that you let the Ohio Department of Job and Family Services (ODJFS) know so we can make accurate eligibility determinations.

Employers are then encouraged to visit https://secure.jfs.ohio.gov/covid-19-fraud/ to report their AWOL employees.

As for employees who refuse to return to work over safety concerns? ODJFS says that if a reasonable person would not feel safe returning to work to that employer, an AWOL employee still might qualify for benefits.

Non-essential businesses have begun to reopen in Ohio. Employers, you need to be 100 percent transparent about the steps you are taking and measures you are implementing to help keep your employees as safe as possible from contracting COVID-19 at work. Otherwise, you risk a mass exodus, and employees might opt for unemployment over the jobs you offer them.

Posted on May 4, 2020June 29, 2023

Handling employee mental health issues in a world and workplace changed by coronavirus

employers mental health; Millennials and mental health

May is Mental Health Awareness Month, which is as good a time as any to bring up an issue that has been weighing heavily on my mind — the looming mental health crisis that our employees are facing and will continue to face in a world and workplace changed by coronavirus.

Coronavirus has altered all of our lives, and all employees are dealing with stress, anxiety, and isolation.

Social distance has robbed us of the human contact we need from our family and friends, and work-from-home of the connections with our co-workers.

Some have fallen ill with coronavirus. Most of us know someone who has. And sadly there are those of us who have dealt with the loss, unable to properly grieve because of social distancing rules.

We’ve all missed celebrating milestones such as graduations, birthdays and weddings.

Many of us have dealt with the stress of layoffs, furloughs, lost income or closed businesses, and the stress that flows from figuring out how to pay the bills and feed our families.

Parents are balancing the new job of homeschooling (or at least assistant homeschooling) their kids with the old job of their actual paying job.

We’ve all lived with the everyday stress of just stepping out into the world. The simple task of grocery shopping has transformed into a life-and-death game of six-foot distance, anti-bacterial wipes and face coverings. Even the simplest of daily tasks such as walking the dog has transformed into a game of social distancing chicken — who is going to move off the sidewalk first.

And when society starts to return to some semblance of normal, some of your employees will return to work with mental health issues of varying degrees caused by all of this stress, change and loss. Some will be dealing with the exacerbation of pre-existing mental health issues, and some will have what I am calling coronavirus PTSD.

The easy part is understanding that coronavirus has caused these mental health issues. The harder part is figuring out what we as employers can do and should do to help employees identify and manage these serious issues.

For starters, Ohio has created a free COVID Careline for people to talk to someone about their concerns. It’s available 24/7 at 1-800-720-9616.

Other than letting employees know about this state-provided resource, what else can employers do to help ensure that employees have the support and resources they need now and in the future? I have five suggestions.
1. Check the benefits available to your employees. Do you have an Employee Assistance Plan and are its mental health and counseling services are up to date? Are your health insurance plan’s mental health benefits easy to access and affordable?
2. Revisit paid-time-off policies and consider providing employees the time they need to take care of themselves and their families. And understand that everyone’s situation at home is different. Some only have themselves to worry about, while others have children to tend to during the workday. None of this is ideal, but for some, it’s less ideal than for others, depending on how much non-work responsibilities are on one’s plate.
3. Consider holding town hall or all-employee meetings that focus on mental health awareness. If senior leadership encourages education and communication around mental health issues, your employees will be more likely to access care if and when they need it.
4. Just because many are working remotely does not mean that employees have to be separated. You can use technology to foster togetherness and a sense of community. Virtual get-togethers, mindfulness breaks and online team-building events all help ease the sense of aloneness and isolation that many are feeling.

5. Small gestures of kindness can go a long way. An extra day paid day off, a gift certificate for takeout meals or grocery deliveries, or a surprise delivery of a midday snack can help employees feel appreciated and connected instead of overwhelmed and stressed.

A business is only as strong (or as weak) as its employees. Those that are considerate, flexible and kind will be in the best position to come out of this on the other side with as vibrant a workforce as possible.

Posted on April 29, 2020June 29, 2023

Ohio governor’s explanation why masks are only recommended falls woefully short

essential workers; workers' compensation, mask

I tuned in April 28 to Ohio Gov. DeWine’s briefing to learn why Ohio had changed its stance on face masks and coverings from “mandatory” to “recommended best practice.” His explanation falls way short.

The governor offered two explanations, both based on feedback he received from constituents in the hours after his original pronouncement.

  1. Masks are offensive to some, who don’t like the government telling them what to do.
  2. Masks can be problematic for people with disabilities.
The answer to point No. 2 is as easy as three letters: A-D-A. The ADA allows employers to modify work rules as a reasonable accommodation for an employee’s disability. If a mask or face covering causes an issue for someone with a disability, the solution is to offer that individual an accommodation.
Maybe you segregate the employee so he or she does not come into contact with anyone else. Maybe you permit that employee to work from home. Maybe you grant a leave of absence until the risk abates. The point is that the employer and the employee have options other than the state modifying a rule that puts everyone at a greater risk of infection.
Which brings me to point No. 1. The governor said, “I understand some people may find that offensive, the government telling you what to.” Yet, if I’m choosing between offending some people and safety, I’m choosing safety 10 times out of 10. As I pointed out yesterday, everyone wearing masks or facial coverings reduces the risk of transmissions and infection down to a virtual zero.

Models show that if 80 percent of people wear masks that are 60 percent effective, easily achievable with cloth, we can get to an effective R0 of less than one. That’s enough to halt the spread of the disease.

One of the things we absolutely must do to combat the spread of COVID-19 is to wear masks or other facial coverings when at work or in public. While there are studies that question the ability of masks to protect people from the virus, we are not wearing masks to protect ourselves from catching COVID-19.

We are wearing them to protect others from us spreading COVID-19 to them. Thus, if everyone covers their face in public, we will protect everyone by limiting the spread of this virus. It’s just that simple, not difficult to comprehend, and not an affront to personal liberty.

So here’s my bottom line. Anyone who refuses to wear a mask in public because it’s offensive is selfish, thoughtless and doesn’t give a damn about the well being of their fellow humans, period.

I’ll be continuing to wear my mask when around others in public. I sincerely hope that for the well being of all others, you will too.

Posted on April 27, 2020June 29, 2023

Bringing your employees back to work when unemployment pays them more than you do

CARES Act

At 2 p.m. on Monday, April 27, Ohio Gov. Mike DeWine will announce his plan for restarting Ohio’s economy (currently expected to begin May 2).

One huge issue is how businesses can motivate their employees to return to work if unemployment is paying them more than you will.

Including the CARES Act’s $600 unemployment bonus that expires July 31, an employee earning maximum unemployment benefits from the state of Ohio earns $1,247 per week, the equivalent of an hourly rate of $31.17 or a yearly salary of nearly $65,000. My guess is that most of your employees do not earn this much. It’s one of the worst unintended consequences of the CARES Act — employees are making more money unemployed than they did employed.

Thus, how do you incent your employees to come off unemployment and return to work, either because you are reopening or you need to end their furlough? You can either use the stick or the carrot.

The stick? Employees who refuse return-to-work offers might be disqualified from collecting further unemployment benefits (unless their refusal is because of coronavirus), and you can advise employees that if they refuse a recall that you will be asking the state to terminate their benefits. You can also advise that with unemployment at record-high numbers, there are plenty of people waiting to fill their jobs, and there is no guarantee a job will be waiting for them when the CARES Act’s $600 expires at the end of July.

The carrot? Employees might need a financial incentive to come off unemployment and return to work. Temporary hazard pay? A return-to-work incentive bonus? A longer-term retention and/or attendance bonus for employees who report by a certain date and remain employed through Dec. 31 (or some other target date)? The possibilities are endless, but the reality is that certain employees will need some amount of financial incentive to come back to work.

Which tool you use will depend on which you think will best motivate your employees and your financial ability to pay for the carrot. You may have to do something, however, as this reality is that some (many?) of your employees might be too short-sighted to realize that a job in the long-term is better than few extra dollars in the short-term.

I’ll be discussing this and other issues related to restarting your business in the world of coronavirus, Tuesday, April 28, at 11 a.m. on Zoom. Pre-registration is required, and space is limited: https://us02web.zoom.us/meeting/register/tJYvdumpqjgiGdCQ3TtYZpmSsIpugmdQhTCs

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