Archive for the ‘Uncategorized’ Category

DOL Interprets FMLA to Cover Same-Sex Parents

Friday, June 25th, 2010

The U.S. Department of Labor (DOL) on June 22, 2010, clarified the definition of “son and daughter” under the Family and Medical Leave Act (FMLA) to ensure that an employee who assumes the role of caring for a child receives parental rights to family leave regardless of the legal or biological relationship. The DOL interpretation applies to non-traditional families, including unmarried partners and families in the lesbian-gay-bisexual-transgender (LGBT) community.

The FMLA allows workers to take up to 12 weeks of unpaid leave during any 12-month period to care for a child, spouse or parent or for themselves. The law also lets employees take time off for the adoption or the birth of a child. The administrator interpretation issued by Nancy J. Leppink, deputy administrator of the DOL’s Wage and Hour Division, clarifies that these rights extend to the various parenting relationships that exist in today’s world.

The interpretation provides that “employees who have no biological or legal relationship with a child may nonetheless stand in loco parentis to the child and be entitled to FMLA leave.” It added that the fact that a child has both a mother and father would not prevent a finding that a child is the “son or daughter” of an employee who lacks a biological or legal relationship with the child. “Neither the statute nor the regulations restrict the number of parents a child may have under the FMLA,” Leppink wrote. “For example, where a child’s biological parents divorce, and each parent remarries, the child will be the ‘son or daughter’ of both the biological parents and the stepparents, and all four adults would have equal rights to take FMLA leave to care for the child.”

Leppink added that when an employer has questions about whether an employee’s relationship to a child is covered by the FMLA, the employer may require an employee to provide reasonable documentation or statement of the family relationship. “A simple statement asserting that the requisite family relationship exists is all that is needed in situations such as in loco parentis where there is no legal or biological relationship.”

“No one who loves and nurtures a child day in and day out should be unable to care for that child when he or she falls ill,” said Secretary of Labor Hilda L. Solis in a statement. “No one who steps in to parent a child when that child’s biological parents are absent or incapacitated should be denied leave by an employer because he or she is not the legal guardian. No one who intends to raise a child should be denied the opportunity to be present when that child is born simply because the state or an employer fails to recognize his or her relationship with the biological parent. These are just a few of many possible scenarios. The Labor Department’s action today sends a clear message to workers and employers alike: All families, including LGBT families, are protected by the FMLA.”

As the interpretation makes clear, an uncle who is caring for his young niece and nephew when their single parent has been called to active military duty may exercise his right to family leave. Likewise, a grandmother who assumes responsibility for her sick grandchild when her own child is debilitated will be able to seek family and medical leave from her employer. And an employee who intends to share in the parenting of a child with his or her same-sex partner will be able to exercise the right to FMLA leave to bond with that child.

“This is a critical step in ensuring that children have the support and care they need from the persons who have assumed that responsibility,” Leppink said. “Nothing in the statute or regulations suggests that we should restrict the rights of various individuals who take on that very important role.”

Robin Shea, an attorney with Constangy, Brooks & Smith in Winston-Salem, N.C., said that the application of the FMLA to same-sex partners actings as parents “should be no surprise.” She said that the interpretation to some extent was “nothing more than a restatement of long-existing FMLA law.” But she said that “the DOL interpretation also says that a child can have an unlimited number of ‘parents’ for FMLA purposes, which arguably exceeds the spirit of the FMLA if not the letter.”

Source: Allen Smith, J.D., www.shrm.org

4 Steps to Creating a Successful and Operational Team

Thursday, May 20th, 2010

Guest Post By Beth Schneider, http://processprodigy.com/

I used to have a recurring nightmare. I would find myself sitting in a high school classroom. I’d be chatting it up with friends I hadn’t seen in a while when suddenly the teacher would announce it was time to take the final exam. Suddenly I would remember that I hadn’t been in class all semester. My hands would start to sweat as I had no idea how to answer any of the questions and surely I was going to fail. I’d wake up in a panicky, nervous sweat because I didn’t know what to do.

Whether your team is made up of employees or independent contractors if you find yourself barking orders, giving partial instructions or simply ignoring them for long periods of time you are probably making them feel like I did from that nightmare.

But even if your team members aren’t breaking out in hives or taking medication for stress control, there are some key things you can do to make sure everyone on your team performs like the superstar you know they are.

Focus on What Went Right. For some reason it always seems easier to point out (and harp on) the things that went wrong. I’m not saying you should ignore mistakes, but you also need to remember the flip side. Point out the good stuff that happens. When someone does a good job, say thank you and tell them you are appreciative of a job well done. Let them know you’ve taken notice of the things they’ve done, especially when they go above and beyond. You like it when someone compliments your work right? So why wouldn’t your team be the same. Praise and acknowledge good work on a regular basis.

Have a “No Surprise” policy. Keep everyone on the same page by having regular team meetings. Share the current goals, the projects in the works and the high priorities with everyone at the same time. Then let everyone chime in with their ideas and what support they need from other team members to achieve the goals. Communication, buy in and participation all in one fell swoop.

Give Clear Directions. Be specific about what you need accomplished. Here’s a simple example, if you say to someone, “please pick me up some lunch,” who knows what you will get; soup, pizza, a hamburger, a salad. The choices are endless. Instead, be specific about what you want. Say something like, “please go the deli down the street and pick me up a corn beef on rye with extra mustard.” See the difference. You are more likely to get what you want if you ask for it.

Give Everyone a Little Personal Time. Have a one-on-one check in with each team member. Book 15 to 60 minutes each week to check their progress, give new assignments and answer any questions. It gives you the opportunity to work through all the tasks and projects at one time, which will save you time while showing them that you are approachable.

Acknowledgement, communication, clarity and approachability are the keys to building your own superstar team.

About our guest aurthor: Beth Schneider, President and CEO of Process Prodigy, is a highly sought after, internationally known Systems expert. Beth works with small business owners, showing them how to squeeze 2 to 3 times the results from their existing business so they can work less, make more money and create Outrageously Effective Systems in their businesses. Her client list reads like a Who’s Who of the small business world because of the results produced by her work. Process Prodigy clients have seen remarkable growth; often adding 6-figures or more to their bottom line and increasing productivity by as much as 600%.

Employee Wellness – A Key To Keeping Healthcare Costs Low

Tuesday, April 20th, 2010

Why are health care costs so high? This question has been asked by individuals and employers for many years, but over the past 6 months, the question of rising health care costs has stolen the spotlight away from almost every other domestic agenda topic.

Why are medical costs so high?

Many reasons are given, but ultimately, the “wellness” of an employee population will have the greatest impact over time on the premiums an employer will pay. Reasons for the rising cost of health insurance include:

  • Prescription drug spending increased from $216.7 billion in 2006 to $515.7 billion in 2017, a 138% increase.
  • Increased utilization: consumers are more aware of new procedures and technology, and are using them at record rates.
  • New medical technology for the early detection of disease, new treatments, and medications for acute illness has increased.
  • Demographics: the population continues to age
  • Population health status continues to deteriorate
  • Impact of the recession on medical costs:

- Aging workforce: 33% of workers age 55-64 postponed retirement
- Unemployment March 2009: age 20-24 increased 14%, 55+ increased 6.2%
- California Unemployment increased 62% in the last year.
- COBRA Subsidy: enrollment increased from 19% to 38% of eligible
- COBRA Utilization: 150% of premium
- Consumer anxiety increases utilization

The Deteriorating Health of the U.S. Population

Over the past half century, there has been a clear and significant decline in the level of health amongst the population. Consider the following shocking obesity and diabetes statistics:

Obesity trends from 1985 to 2008: In 1985, only 8 states showed 15% of the population suffered from obesity. By 2008, over 25% of the population in 50 states was over the obesity level!

Diabetes: only two million workers suffered from diabetes in 1958. By 2006, the number had increased to 17.5 million.

The Cost to Employers

According to the Mercer 2006 Employer Annual Survey, healthcare costs to employers are estimated at $13,500 per year, per employee. That is made up of only $3400 in direct health care costs, while $10,100 is estimated in productivity loss. Specifically in the area of smoking, smokers cost employers over $4000 per year, compared to only $1700 for non smokers. The total of lost productivity is estimated at $80 billion per year.

Ultimately, an unhealthy workforce will lead to higher premiums for the employer. According to the 13th National Business Group on Health/Watson Wyatt report 2008, healthy companies experience an average annual health cost increase of 1%, compared to 10% by “unhealthy” companies.

It is clear that a healthy employee population will not only impact an employers direct insurance costs, but will also lead to increased productivity and reduced absenteeism.

The Role of Wellness

87% of health care costs are due to lifestyle choices. Overall, there is a very positive attitude of employees towards wellness programs at work:

Of employees polled:

Would Work with a Health Coach           49%
Would Enroll in a Weight-Management  53%
Would Get On-site Health Screenings      55%
Would Use Work Site Fitness Centers     59%

It’s time to improve the wellness of your organization.

According to the PBP 2010 Executive Report, The New Healthcare Law – What Every Employer Must Know, a priority of employers in light of the upcoming changes to healthcare delivery should be improving the health of their employees. Indeed, the new law offers incentives for employers who wish to offer gym memberships, smoking cessation classes, or similar health-oriented programs (details will be covered in a future post).

Considering the positive wellness attitude mentioned above, companies should implement the following six areas to improve the lifestyle of their employees and the overall health of their organization:

  • Develop a Strategic Plan
  • Ensure that you have the right mix of interventions
  • Develop a communication plan to maximize engagement
  • Use incentives to engage members
  • Provide the right tools to make good health care decisions
  • Use on-site wellness programs to increase awareness

CPEhr provides on-site benefits consulting and can assist in creating and implementing a Wellness Program for your company. Contact your Employee Benefits representative for more information.

Source: Peter Duncan, Sidles Duncan Insurance, Value Based Employee Benefit Management, March 2010 Webinar

“Value-Based” Employee Benefits Plan Management.

Thursday, March 11th, 2010

With the ongoing health debate on Capital Hill, small business owners continue to express concern over the unknown future and how new legislation may impact their health insurance costs. Despite all the uncertainty, one thing is given – healthy employees will ultimately lead to lower insurance premiums. Period. Fewer sicknesses, healthier lifestyles and a well managed work/life balance will ultimately lead to fewer health conditions, lower utilization, and ultimately cheaper insurance costs.

Due to this timely subject, we invite you to please join us for free training webinar discussing this topic and other health trends in the marketplace.

“Value-Based” Employee Benefits Plan Management

In today’s economic times, benefit plan management is a critical component in controlling your employee overhead costs and in your ability to retain and attract top talent. This informative webinar will provide you with critical information on how you can positively impact your bottom-line and the health of your employees.

In this 60 minute webinar we will cover:

* Why are health care costs so high?
* The health of your organization starts with your people
* What is your “total cost” of poor health?
* Population Health Management: Wellness / Preventive
* Health Risk Assessments
* Resources and tools to manage employee health

REGISTER NOW!

Date: Thursday, March 25, 2010

Time: 12pm (PST)

The webinar will be presented by Peter G. Duncan, CEBS CLU ChFC, Partner at Sidles Duncan & Associates.

Recruiting from the Trenches – a First Hand View of the Job Market by a Top Los Angeles Recruiter

Tuesday, February 23rd, 2010

UnemploymentWith nationwide unemployment still hovering just below 10%, and California well above 12%, we anticipate a long road ahead before employment returns to pre-recession levels. Some economists predict 3-5 years, at the soonest. What does that mean to the unemployed jobseeker, or the employer looking to re-hire?

For this post we invited our Recruiting Manager, Angela Showell, to share her perspective on what lies ahead.

Recruiting Trends

Most people tend to agree that, as a nation, our economy continues to slowly recover.  However, because California is among the states that was hit the hardest during the market’s downward spiral, I continue to hear a number of concerns from job seekers as well as employers.  The California job market (and most job markets on the whole) are still saturated with an abundance of candidates, a number of whom tend to be largely overqualified for the positions to which they apply.

This results in both the jobseeker(s) as well as employers and hiring managers being equally weary regarding what this ultimately means.  From the jobseekers perspective, especially considering that in many scenarios, days have turned to weeks and months of searching, they’re very nervous that employers are looking to capitalize off of knowing that people are desperate by offering the minimum salary to someone with the maximum skill set.  The opposite side of that coin is that employers feel that, due to desperation, many candidates will accept their (underpaying) positions and leave as soon as the economy rebounds and another higher paying position surfaces.

I know that sounds pretty grim and may not leave a lot of people feeling very optimistic, but there is good news!  In spite of these concerns, I can honestly say that my experiences with both sides directly contradicts what each side is expecting of the other.  Candidates really want the opportunity to come into a new company or environment, and to show off why they deserve to be there. They want to “earn” their keep as well as their pay, even when it’s much less than what they’re accustomed to making.

Similarly, the employers and hiring managers with whom I do a lot of business look forward to the opportunity of having someone who would normally be considered overqualified, come in and really boost the team and the company.  They would then pay the new hire accordingly, often adjusting job title and description to match the caliber of the candidate.

In sum, I’ve always believed that you get out of something what you put into it.  Even when tragic circumstances, like the worst economy in modern history, bring us together it’s something we all have in common and it’s a very interesting bond.  I believe that what will truly help us evolve and move past this terrible set of circumstances is to wipe the slate clean, stop comparing apples and oranges (i.e., previous jobs and future jobs / previous employees and future employees) and let’s give each other the benefit of the doubt so we can move on with a positive view.Thank you.
Angela Showell
Recruiting Manager, CPEhr

CPEhr Welcomes Joshua Sable, Esq., as its Corporate General Counsel

Thursday, January 28th, 2010

CPEhr is pleased to announce the appointment of Joshua Sable, Esq. as its General Counsel. Mr. Sable has close to 20 years of experience handling legal matters for business owners and he brings another layer of experience and expertise to CPEhr’s Human Resources infrastructure which provides employment support and human resources services to its hundreds of clients and over 15,000 worksite employees.

“Josh Sable is a consummate professional and a gifted attorney,” says Faith Branvold, CPEhr’s President. “He balances a strong understanding of labor and employment law with an appreciation for providing business owners with practical and cost-effective solutions.”

Prior to joining CPEhr, Mr. Sable was most recently a partner at Bryan Cave, LLP, a business and litigation firm with 19 offices worldwide. At Bryan Cave, Mr. Sable headed the Santa Monica, CA, labor and employment law practice. He is an experienced trial lawyer, having litigated various matters in both State and Federal court. While in private practice, Mr. Sable focused on employment discrimination, wage and hour, trade secrets, non-compete and union matters. He also has experience in the defense of class action lawsuits and has represented clients in unfair labor action proceedings before the National Labor Relations Board. Prior to joining Bryan Cave, Mr. Sable was also a Partner at Foley & Lardner in Los Angeles.

“I am delighted to be joining my long-standing client, CPEhr,” says Sable. “I have worked with this organization for over a decade, and am always amazed by the quality of the services and the professionalism demonstrated by each and every employee. I truly believe CPEhr’s business model is the perfect platform for handling the HR needs of small to mid-size businesses.”

Mr. Sable graduated in 1993 from UCLA Law School and currently resides in Los Angeles, California, with his wife Larae and his daughter Charlotte Grace.