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Medical marijuana: Deal or no deal in a drug-free workplace?

Boardrooms and courtrooms are getting fired up about whether doctor-prescribed marijuana has a place in corporate America. So far, the answer is “no.”

In cases where employees have challenged the boundaries surrounding the use of medical marijuana, the courts have sided with the employers. Although medical marijuana is legal as a prescription painkiller in 14 states, it is illegal under federal law. Plus, there’s the bigger issue of employees coming to work impaired and posing a safety risk.

This position is getting a rise out of medical marijuana advocacy groups, however. They view an employee’s marijuana-based treatment as a private medical matter, and any adverse action against the employee as discrimination.

Several lawsuits are still pending, so the issue is far from being settled. In the meantime, employers operating in states where medical marijuana is legal would be wise to monitor future court rulings and, if necessary, tailor their drug policies accordingly.

Get the facts on legal drug testing, and reinforce your company’s drug-free position with eye-catching posters and drug-screening tests.
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New FMLA ruling permits child-care leave for same-sex domestic partners

On Tuesday, June 22, the Department of Labor (DOL) issued a new interpretation of the Family and Medical Leave Act (FMLA) clarifying that employees are entitled to FMLA leave to care for the child of a same-sex partner (for the child's serious health condition, or to bond with a newborn or newly adopted child). The announcement is not a revision to the FMLA, but a new interpretation of the existing law which has always recognized rights of employees acting "in loco parentis" to a child. In short, an employee may now claim "in loco parentis" status if he/she "intends to assume the responsibilities of a parent with regard to a child" and provides "either day-to-day care or financial support for the child."

For the first time, the DOL has stated that this includes children of a same-sex partner even where there is no biological or legal relationship.

Because of this ruling, as many as 100,000 children in 50,000 families will now have access to a second parent’s time for dedicated care. (GLTNewsNow.com) As the online article states: “The ruling provides important support for legally vulnerable families at particularly stressful times for families.”

There is no word yet if this new interpretation will impact the mandatory FMLA labor law poster or related HR forms, but we will continue to monitor the situation closely. At this point, it looks like the poster or forms will not be updated because "in loco parentis" has always been included - it's just the underlying definition of that term that has changed. In the meantime, however, you can count on G.Neil to provide expert guidance on the new interpretation, and what it means for your workforce.
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Supreme Court: Search of work-issued pager acceptable

In a mid-December 2009 blog post, I talked about a case involving an employee in an Ontario, CA, police department who sent sexually explicit text messages on a work pager. After first warning the employee about the number of texts being sent each month, the employer dug a little deeper and reviewed the actual content of the texts. This set off a heated privacy debate that elevated to the Supreme Court.

Our nation’s highest court recently heard arguments and delivered a unanimous ruling: The police department did not violate the constitutional privacy rights of the employee when it audited his text messages on a city-issued pager.

While Justice Anthony M. Kennedy shared that the court was uneasy fashioning comprehensive legal rules, based on the pace of technological and cultural change, he offered practical insight:

“Cellphone and text message communications are so pervasive that some persons may consider them to be essential means or necessary instruments for self-expression, even self-identification. On the other hand, the ubiquity of those devices has made them generally affordable, so one could counter that employees who need cellphones or similar devices for personal matters can purchase and pay for their own.” New York Times

Although the Supreme Court’s decision did not address the privacy rights of people employed by private companies, I think it’s safe to say employers have firm legal footing for issuing a policy prohibiting personal use of company equipment – and for prying if they have a legitimate, work-related purpose for doing so.
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Reminder: June 21 is NLRA posting deadline for federal contractors

On May 20, 2010, the U.S. Department of Labor (DOL) issued a final rule regarding how non-exempt federal contractors and subcontractors will notify employees of their rights under the National Labor Relations Act (NLRA). The new posting requirement is in response to President Obama’s Executive Order 13496, Notification of Employee Rights Under Federal Labor Laws, issued in January 2009.

Obama’s Executive Order revokes former President Bush’s Executive Order 13201, Notification of Employee Rights Concerning Payment of Union Dues or Fees, that required federal contractors and subcontractors to post notices (commonly known as “Beck” notices) informing employees of their rights to refrain from joining a union.

While some of the language the DOL proposed in August 2009 has changed, the new, broader notice remains focused on pro-union rights for employees. The posting also provides contact information for the National Labor Relations Board (NLRB), the agency responsible for enforcing the NLRA.

Time to get into compliance!

Federal contractors with prime contracts over $100,000 and subcontracts over $10,000 must properly display the NLRA poster by the June 21, 2010, deadline. This means displaying the poster conspicuously in plants and offices where employees covered by the NLRA perform contract-related activity. Ensure mandatory posting compliance with G.Neil’s NLRA Poster.
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One size doesn't fit all: Paid leave benefits vary by industry, occupation and wages

A report by the U.S. Bureau of Labor Statistics (BLS) revealed some interesting findings about paid sick leave benefits, including:

• Access to paid sick leave for private industry employees varied by occupation, ranging from 42% for service workers to 84% for management, professional and related occupations

• 81% of employees earning wages in the highest 25% wage distribution bracket had access to paid sick leave, compared to 33% for employees in the lowest 25% backet

• In private industry, employee received an average of eight days of paid sick leave after one year of service (with small establishments offering an average of six days and large establishments, 11 days)

• The cost of sick leave per employee hour worked in state and local government was $0.81, compared to $0.23 an hour in private industry

• Higher-paying occupations typically incur higher sick leave costs, averaging $0.53 per employee hour worked in management, professional and related occupations, compared to $0.08 for service occupations

As an employer, you are not required by law to provide paid leave benefits for your employees. But to attract and hold on to workers, most employers offer some sort of paid sick leave in their benefit package.

How do your paid sick leave benefits compare to national averages? Are you doing enough with this particular employee perk? To learn more, check out the entire Program Perspectives: On Paid Sick Leave.
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House-approved National Defense Authorization Act could lead to FMLA posting change

On May 28, 2010, the House approved the National Defense Authorization Act (NDAA) for Fiscal Year 2011 (H.R. 5136.) The bill authorizes a $726 billion military budget that will, according to House Armed Services Committee Chairman Ike Skelton, “strengthen our national security, provide our men and women in uniform with the tools they need to do their jobs, and take care of our service members and their families.”

Included in the bill is an amendment (H.AMDT.656) that would allow the spouse, children and parents of a deployed member of the Armed Forces to take at least two weeks of unpaid leave from their job, even if they’re not covered under the Family and Medical Leave Act (FMLA).

Check back here for future updates on the NDAA and specifically, any posting changes resulting from this amendment. Poster Guard® Compliance Protection guarantees posting compliance with automatic replacements every time a mandatory law changes.
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What's up with downsizing?

The recession-battered economy has experts wondering what’s next for the job market. Are companies stabilizing – and can employees rest easier that their jobs will still be there tomorrow? Well, that depends on who you talk to.

According to a recent online poll by Right Management, half of the 426 senior HR executives who responded expect their organizations to restructure in the next six months. One in five executives anticipates a change in leadership.

Other changes the HR professionals foresee in the near future include:

Acquisition or merger – 13%
New product launch – 10%
New technology – 6%


While not all of these changes mean job cuts for employees who live in fear of the dreaded “pink slip,” they certainly don’t point to smooth sailing in the coming months, either.

“Although the economy shows certain signs of improvement, it seems likely that more corporate upheaval is ahead,” says Michael Haid, senior vice president of global solutions at Right Management. “The current atmosphere remains unsteady and anxiety is still widespread.”

At the same time, however, employees are much more tuned into what’s happening around them. Their radar is up, and they’re not naïve about how quickly things can change in corporate America.

“Employees are surely listening carefully to what their top management is saying, how the company is performing and the kind of announcements being made,” says Haid.
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New posting requirement now in effect for federal contractors and subcontractors

On May 20, 2010, the U.S. Department of Labor (DOL) issued its final rule regarding how federal contractors and subcontractors will notify employees of their rights under federal labor laws. This was in response to President Obama’s Executive Order 13496 in early 2009, requiring federal contractors to post a notice “in all places where notices to employees are customarily posted both physically and electronically,” informing them of their rights under the National Labor Relations Act (NLRA).

The new notice replaces the “Beck notice” posting requirement under the Bush administration. While some of the language the DOL proposed in August 2009 has changed, the notice remains focused on pro-union rights for employees, including:

=> The right to organize a union to negotiate wages, hours and other working conditions
=> The right to discuss union terms and conditions with coworkers
=> The right to take action with coworkers to improve working conditions, such as raising work-related complaints with you, the employer, or a government agency

Ensure mandatory posting compliance by the June 21, 2010, deadline with the NLRA Poster.


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Automatic health care enrollment kicks in for large employers

Under the Patient Protection and Affordable Care Act, employers with more than 200 full-time employees must automatically enroll new employees in one of their health benefit plans and continue the enrollment of current employees.

Keep in mind, however, that the automatic enrollment provision needs to include ample notice – and a chance for an employee to opt out of the coverage and choose another option (or opt out altogether). Automatic enrollment may be subject to a legal waiting period, too.

Like with auto-enrollment in 401(k)-type plans, this change is expected to increase participation in employer-sponsored health care plans and ensure coverage for more Americans.

Check back here for future updates on this and other health care reform requirements.
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With summer comes warmer weather ... and more workplace risks

While most of us look forward to the longer, warmer days of summer, this time of year can pose unique challenges for many businesses – especially in the hospitality and entertainment industries. From dress code issues to properly managing a seasonal workforce, you need to be certain you’re towing the legal line during the summer months. This includes:

1. Planning around vacation requests so you’re sufficiently staffed. See Vacation Request & Approval Form (Calendar Format)
2. Preventing sexual harassment when clothing choices — and employee behavior — relax. See Harassment Training Program, “Harassment-Free Workplace: Take Control” and Gradience Handbook Manager software
3. Upholding legal dos and don’ts when hiring temporary summer employees. See The HR Answer Book
4. Understanding child labor issues surrounding teen employees. See SolveIt Now™ Answers to All Your Questions: OSHA Compliance
5. Making the necessary staffing adjustments when employees call out “sick”. See Yearly Vacation Planner
6. Keeping employees safe when the temperatures soar. See Extreme Heat Exposure Kit (Poster & Notifications)
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Through thick and thin, it's the people who matter most

We talk a lot about employee morale on this blog. We stand behind the notion that happy, engaged employees are more positive, more productive and your most important resource. So when Robert Half Management Resources posed the question, “Which one of the following is the greatest lesson you have learned from the recession?”, we were pleased that the #1 response was, “Place greater focus on maintaining employee morale.” Ding, ding, ding – employee morale gets top billing!

Participating in the survey were 1,400 chief financial officers from a random sample of U.S. companies with 20 or more employees. The other top responses from the CFOs:

• Take decisive measures more quickly to avoid multiple rounds of cost-cutting — 22%
• Make sure we have enough staff to maintain productivity — 22%
• Implement more detailed succession plans — 15%

But back to employee morale. How encouraging that people in high places recognize the importance of employee morale – no matter how rough the waters. And let’s hope they’re not "all talk and no action" when it comes to this belief. We’ve said it before and we’ll say it again: Once the recession lifts, employees will remember how they were treated. Will your best employees stick around as the economy improves, or will they dust off their resumes and hit the job boards?

Happy employees are good business. “Without a motivated workforce and adequate staffing levels, companies can be ill-equipped to take advantage of improving market trends,” said Paul McDonald, executive director of Robert Half Management Resources. “They may also risk losing top employees as the job market strengthens.”

What about your business? Did you make employee morale a priority during the tough times of the recent recession? Are you confident that you treated your employees right … and will be rewarded with their continued loyalty?
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Survey reveals heavy financial burden of class action lawsuits

Based on the sixth annual Workplace Class Action Litigation Report by Seyfarth Shaw LLP – a leading law firm handling complex employment litigation – employers should be aware of several key trends that occurred in federal and state courts last year:

• Class action filings seeking recovery for unpaid wages and 401(k) losses increased. More age discrimination and Worker Adjustment and Retraining Notification (WARN) lawsuits were filed, too, due to workers being displaced in layoffs.

• Wage and hour litigation outpaced all other types of employment-related cases, especially in CA, FL, IL, NJ, NY, MA, MN, PA and WA.

• The Obama Administration’s renewed focus on regulation and enforcement, mostly through the DOL and EEOC, continues to increase exposure for employers.

• Massive settlements were seen in several nationwide class actions, as plaintiffs’ lawyers pushed for greater damages. The top 10 employment discrimination settlements in 2009 totaled $86.2 million, while the top 10 wage and hour settlements reached $363.6 million.

Just one major, costly lawsuit could be devastating to your business. Stay on the right side of the law and reduce your risk with legally compliant products and services – from Poster Guard® Compliance Protection to the latest FMLA, FLSA, OSHA and HIPAA compliance materials.
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OSHA cracking down on careless employers who endanger workers

In an effort to reduce the number of workers seriously injured or killed while on the job, the Occupational Safety and Health Administration (OSHA) recently developed the Severe Violator Enforcement Program (SVEP). The program will take aim at employers who “have demonstrated indifference to the OSHA obligations by willful, repeated, or failure-to-abate violations.” How they’ll do this is through increased and more aggressive worksite inspections, follow-up inspections and greater penalties for safety violations.

Employers of all sizes will fall under the scrutiny of the SVEP, with the following incidents drawing particular attention:

1) Fatality and/or catastrophe situations resulting in three or more hospitalizations or the death of an employee
2) Non-fatality and/or catastrophe situations where you’ve exposed an employee to one of the most severe workplace hazards, including “high-gravity serious violations,” such as fall hazards, combustible dust hazards and lead hazards
3) Hazards due to the potential release of a highly hazardous chemical
4) Any violation considered “egregious” (conspicuously bad or offensive) under current OSHA obligations

The consequences for an employer on the SVEP list are equally severe. First, if just one of your facilities has come under fire, OSHA may order a nationwide inspection of all your facilities. There will be mandatory follow-up investigations at every facility, and OSHA will publicize your citations and violations.

Then there’s the financial hit. Over the next couple of months, the maximum penalty for a violation causing death or serious physical harm will increase from $7,000 to $12,000 – and the maximum penalty for a willful violation will increase from $70,000 to $250,000. (Penalties have increased only once in 40 years, despite inflation.)

June is National Safety Month. Are you doing everything possible to create a safer, OSHA-compliant workplace? Meet OSHA safety standards and prevent injuries year-round with G.Neil’s training and compliance solutions.
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Don't let your employees leave without learning why!

What goes around comes around. According to MRINetwork, one of the largest recruitment organizations in the world, employers should expect as much as a 50% increase in employee turnover as the economy picks up again. So while it's good that you'll be able to lift your hiring freezes in the coming months, it's not so great if you find yourself saying goodbye to quality employees walking out the door in search of greener pastures.

When it comes to employee turnover, parting can be such sweet sorrow ... AND a unique learning experience. That is, if you take the time to conduct an exit interview and find out why an employee is packing her briefcase and hitting the road.

“Most companies routinely conduct exit interviews,” said Tony McKinnon, president of MRINetwork, “but unfortunately few of them use the information they garner for the company’s benefit. And yet, a poorly delivered exit interview can affect the morale of the existing employee population and undermine the company culture.” WorldatWork.org

McKinnon adds that the primary aim of the exit interview is twofold: 1) To learn the reasons for the person's departure, on the basis that criticism is a helpful driver for organizational improvement; and 2) to allow the organization to transfer knowledge and experience from the departing employee to a successor or replacement.

In other words, ask probing questions to find out the good, the bad and the ugly from the departing employee (and be prepared to listen when the news is less than flattering) and then, use that information to improve upon the position (and the corporate culture) for the person filling the departing employee’s shoes.

For additional direction, check out the article, Exit Interviews Reveal What Went Wrong in the G.Neil HR Library. From the article:

It’s important to gather profiling data on employees such as age group, length of time employed, department, division, and job classification or title. This information helps you identify the typical high-risk turnover candidate.

Understandably, most employees won’t want to level with you about their reasons for leaving. Some are merely ill at ease; others may fear reprisals from ex-supervisors. Nevertheless, you’ve got to encourage them to supply enough details to let you pinpoint the main reasons why most people are quitting. It’s the only way to get to the root of the problem. Your discussion should focus on these topics:

• Salary
• Benefits
• Opportunity for advancement
• Training
• Relationship with supervisor
• Relationships with coworkers
• Reasons for leaving that aren’t related to the job or company
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Help put the brakes on distracted driving

Last Friday (April 30) was the nation’s first “No Phone Zone Day,” developed by Oprah Winfrey and Harpo Studios to build awareness around the deadly habit of distracted driving.

Did you know that distracted driving – or talking on your cell phone or texting while driving - takes the lives of nearly 6,000 Americans a year? With the support of the U.S. Department of Transportation (DOT), the National Highway Traffic Safety Administration (NHTSA), the Governors Highway Safety Association (GHSA) and other leading transportation safety organizations, individuals and companies are taking a stand against cell phone-related auto accidents.

“I’ve made it my mission at the DOT to end distracted driving,” says U.S. Secretary of Transportation Ray LaHood. “We know that if we can get people to put away cell phones and other electronic devices when they are behind the wheel, we can save thousands of lives …”

Bottom line: Your company could be held liable for an employee causing an accident while using a cell phone in a company vehicle, or while conducting company business in a personal vehicle. Raise awareness and communicate your policy with our Texting While Driving Poster and Policy Kit. Or download and print a Text Messaging and Cell Phone Use Policy now for immediate use.

To learn more about the dangers of distracted driving and what you can do - personally and professionally - to curb it, check out the No Phone Zone website.

Previous post:

Texting while driving a big no-no for federal employees – But how will it be enforced?
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Unpaid internships a "no-no" with Department of Labor

While job openings are certainly scarce during these recessionary times – and companies are looking for ways to cut costs - those aren’t excuses for doling out unpaid internships to young people eager to get a foot in the door. Federal and state regulators are concerned that employers are abusing internships and using them, in a sense, for free labor.

In fact, the DOL plans to crack down on employers who offer unpaid internships, taking the position that interns are entitled to wages under the Fair Labor Standards Act (FLSA). And to support that position, the previously flexible interpretations of whether or not to pay interns are about to get much stricter.

"If you're a for-profit employer or you want to pursue an internship with a for-profit employer, there aren't going to be many circumstances where you can have an internship and not be paid and still be in compliance with the law," said Nancy J. Leppink, director of the Department's Wage and Hour Division.

In general, for an unpaid internship to be lawful under the FLSA, the intern must be properly classified as a "trainee" rather than an "employee." To help you determine this, the DOL has developed a six-factor test.

Interns are likely to be deemed “trainees” if:

1) The training is similar to what might be offered in an academic institution or vocational school.
2) The training is for the benefit of the trainees.
3) The trainees do not displace regular employees, but work under their close supervision.
4) The employer derives no immediate benefit from the training, and occasionally the employer's operations may be impeded by the training.
5) Trainees are not entitled to a job at the end of the training period.
6) The employer and trainees understand that the trainees are not entitled to wages for time spent in training.

In the meantime, legal experts offer this advice: Assume that all unpaid internships are unlawful, and carefully tailor your training programs for new or prospective employees to avoid liability.

Previous post:

Unpaid internships: A rip-off or legitimate resume booster?
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Are your job descriptions doing their job?

Job descriptions. You might not think they’re worth spending much time on, but that’s simply not true. Job descriptions are an important starting point when hiring and later, serve as your “road map” when managing the employee.

You don’t hire an employee based on generalities, so why should the description for a particular position be broad or vague? You’re looking for more than just a warm-blooded human who can read, write and sit through long-winded meetings, right? You have specific needs to be filled with each new position … and goals to be met by bringing that person on board … right?

An in-depth, carefully constructed job description lets you hone in on the skills, experience and education the job requires. With these details, your job postings will be more targeted, your interviews will be more targeted, and your selection process will be more targeted.

And down the road, you’ll save time and money letting a ho-hum employee go and replacing that person with someone more qualified – or investing in training to fill in the gaps and bring a ho-hum hire up to speed. Your appraisal process will be easier, too. When that first performance review rolls around, you can compare an employee’s contributions against the goals and objectives stated in the job description. There’s even the added benefit of legal protection, especially in cases where an employee may cry “that isn’t my job” when asked to do something.

Bottom line: An in-depth job description can help you make a better hire, while supporting the management and ongoing review of that hire.

So what does a well-written job description look like? Here are some guidelines:

Title. Give the job a title that fits the desired experience level and that indicates the rank within the company hierarchy (such as managerial, supervisory, clerical, etc.). Don’t use a title that is gender-specific. (For example, say “salesperson,” not “salesman.”)

Individual skills needed. Does the job require the use of certain equipment or computer programs — or some other specialized knowledge? List specific workplace qualifications, as well as broader qualities, such as “willingness to learn,” “customer service skills” and “team-playing skills.”

Responsibilities/duties. Describe the tasks the person will do routinely on the job, as well as the expected outcome. (For example, “Schedules building maintenance and repairs to ensure uninterrupted business operations.”)

Education or training requirements. Are specific degrees or certifications required for the job?

Minimum experience. What types of jobs will the ideal candidate have held previously? How many years of experience? Remember that more years of experience generally demand higher pay. Never refer to experience in terms of age. (For example, say “entry-level,” instead of “recent college graduate.”)

Work schedule. Will there be set hours? How many days a week? What type of flexibility is needed? Specify any environmental factors that may affect the position, too. (For example, excessive noise, high temperatures or outdoor work.)
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Hiring and firing and the latest legalities along the way

In the HR world, two activities demand a lot of your time and attention – bringing new people on board, and letting people go. And not surprisingly, the recent recessionary crunch and temperamental job market have led to some legal changes that affect your hiring and firing practices. Here are some of the latest legal considerations – and the paperwork you need to stay on track.

Hiring – Claiming the payroll tax exemption under the HIRE Act

In a move to encourage recession-weary employers to hire again, President Obama signed the Hiring Incentives to Restore Employment (HIRE) Act on March 18, 2010. Under HIRE, qualified employers will receive two important tax breaks for hiring and holding onto previously unemployed workers:

A payroll tax exemption — An exemption from the 6.2% share of Social Security tax on wages paid to qualifying employees from March 19, 2010 through December 31, 2010

A new hire retention credit — A general business tax credit, up to $1,000, for each qualified employee retained for at least a year

You can now use the recently issued “HIRE Act Employee Affidavit,” or “Form W-11” to claim the payroll tax exemption. The main purpose of this form is to get qualified employees to state, by a signed affidavit and under penalties of perjury, that they have not been employed for more than 40 hours during the 60 days prior to beginning employment with you.

Take advantage of this exemption for newly hired, eligible employees with our Downloadable Form W-11.

For more information about the HIRE ACT, check out our HIRE Act FAQs.

Firing - Another short-term COBRA subsidy extension is in effect

In a now-familiar move with the COBRA subsidy, President Obama pushed out the eligibility date again. The bill extends the 15-month, 65% federal premium subsidy to employees laid off from April 1 through May 31, 2010. (The previous extension expired March 31.)

At the same time, President Obama urged lawmakers to pass legislation that would extend the COBRA premium subsidy to eligible individuals through the end of the year. While the Senate has cleared such a measure (Tax Extender Act of 2009), the House has not yet acted on it.

Inform employees of their COBRA rights with our Downloadable ComplyRight™ Initial Notification.
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It's Earth Day! Tips for greening up your office

Today, April 22, 2010, is the 40th anniversary of Earth Day. The idea of devoting a special day to honor the planet began as a grassroots movement in the '60s and became an official U.S. observance in 1970.

For many of us, every day is Earth Day – an opportunity to reduce, recycle and reuse to lessen our impact on the planet. What’s more, the workplace can be just as much a setting for greater awareness and action as our homes, schools and communities.

To help turn your workplace into an eco-friendly oasis, let’s revisit some ideas we covered in a previous post:

Buy plants. Plants not only brighten up the workspace, but also improve the quality of the air in your building. Talk to your local nursery about which indoor plants would work best in your office.

Only print when necessary. Paper is one of the most wasted items in the workplace. When you want to print something, ask yourself if it is absolutely necessary to have a hard copy.

Print with eco-friendly ink. Soy-based toners offer an environmentally friendly alternative to the petroleum-based options. Using soy-based ink also increases the recyclability of paper, so that when you have to print, you know you’re doing it in the ‘greenest’ way possible.

Purchase recycled office supplies and products. From printer paper to the federal and state labor law posters on your walls, do your research and find the best recycled products on the market.

Consider using electronic forms. Electronic forms allow you to print out the documents you need, only when you need them. No more wasted stacks of unused forms the next time labor laws change.

Turn it off. Shutting off the lights when you leave a room is a simple way to make a positive impact on your energy costs. Take it a step further by shutting down your computer and switching appliances off when you leave the office at the end of the day.

Buy reusable utensils. Instead of going through boxes and boxes of plastic utensils every month, ask employees to bring their own from home or invest in a set of inexpensive silverware for the office. Switching to the real thing will not only reduce waste, but will also save you money.

Have any more ideas for going green at work? Leave a comment and let us know.
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You've got mail? Save it for later!

So how many e-mails do you receive in a day? And how much time do you devote to these and other electronic intrusions?

According to an msnbc.com article, "Blunt the e-mail interruption assault", the average desk-bound worker loses 2.1 hours of productivity every day to interruptions and distractions, largely in the form of e-mail alerts, instant messages, buzzing BlackBerrys and cell phones. And the intrusions are nearly constant. Based on research by RescueTime, a firm that develops time-management software, a typical office employee checks e-mail 50 times a day and uses instant messaging 70 times.

And you know the next part: Time is money. Some experts estimate that e-mail overload can cost large companies up to $1 billion a year in lost productivity. The interruptions pull employees from the task at hand, chipping away at their attention spans, increasing stress and diminishing job satisfaction and creativity.

Then there’s the myth of multitasking. It’s not always the sign of a hard-working, hyper-efficient employee. Rather, science tells us that trying to tackle two or more thinking tasks at once (such as reading e-mail while on the phone with a client) taxes the brain, causes mistakes and can lead to burnout.

So what can you do to slow down the electronic onslaught and encourage employees to step out of their electronic bubble? Here are some suggestions:

=> A high-tech software company created Quiet Time, where the engineers work alone for four hours in the morning, with no message and phone contact allowed.

=> Companies like U.S. Cellular and Deloitte & Touche promote less e-mail use, encourage more face-to-face contact and have developed programs like “no e-mail Friday”

=> Put yourself on an electronic diet, only checking e-mails manually at your desktop and only three or four times a day at prescribed hours

=> Ask your staff to communicate with you by phone and to think twice before sending e-mail unless it’s important that the information be in writing (if you’re only checking e-mail a few times a day, your staff will learn not to expect an instant reply)
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