OSHA Working on Cadmium Regulations

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Good Housekeeping Increases Safety

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Good housekeeping is more than just mopping up a spill at the end of the day. Housekeeping should be done throughout the workday and in all areas of the plant, including aisles, stairs, storage areas and employee facilities.

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Did You Know: Manufacturing Workers and Musculoskeletal Disorders (MSD)

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Workplace Injuries More Likely for Hispanic Construction Workers

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According to the Center for Construction Research, a construction worker has a 75 percent chance of suffering a disabling, work-related injury over the course of a 45-year career period, with Hispanic workers having a 20 percent greater risk of dying than white, non-Hispanic workers.

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Flexible Work Schedules - What Works and What is Illegal

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According to a report by Regus, 67 percent of Singapore employers claim that flexible working practices have helped increase their productivity. Sixty-six percent of the employers reported that "flexi-working" is directly linked to an increase in revenues.

Employers reported that flexible working practices make workers feel more energized and motivated. Globally, flexibility also enables organizations to reduce employee turnover because of improved worker morale and health. In fact, 58 percent of respondents say their employees feel healthier because of flexible working practices. Sixty-seven percent of employees are now working more on the move compared to the time when flexible working practices were not yet popular. At the same time, more employees are likely to work part-time at some point in their careers.

Despite the clear productivity benefits of flexible working practices, small businesses are accepting flexible working practices more readily than are large firms. The study shows that 80 percent of workers from small businesses work flexibly compared to only 60 percent of workers in large firms.

According to William Willems, regional vice president for Regus, Australia, New Zealand and Southeast Asia, technology and network improvements along with employee demands for a better work/life balance are making flexible working schedules the norm. "Flexible working practices increase productivity," business.asiaone.com (Feb. 13, 2012).

Commentary and Checklist

Compressed workweeks are one form of flexible scheduling. Other examples are staggered shifts or flexible daily hours.

The benefits of flexible scheduling are many: from boosting morale to reducing commute times to improving employee health and productivity. Furthermore, an employer providing flexible scheduling has a recruiting and retention advantage over employers not offering flextime.

Flexibility is a favorite employee benefit, and the productivity reward might make many employers want to establish a flextime policy. There are, however, some risks of having a flextime policy.

Consider the EEO risks associated with flexibility benefits. In particular, feelings of unfairness may arise in employees who are not allowed, or who are unable, to participate in a flexibility program. When feelings of unfairness exist, the employer faces a higher risk of discontent and discrimination claims. Employers offering flextime must evaluate the risks as well as the benefits of flextime.

A flexible work schedule is generally a matter of agreement between an employer and employee. The Department of Labor (DOL) has compiled a list of resources that addresses the subject. Go to Work Hours-Flexible Schedules to learn what the DOL has to say about flexible scheduling.

Employers considering flextime should review these suggestions:
  • Offer flextime to men and women equally.
  • Offer flextime to employees with or without families.
  • When selecting positions for flextime, make certain that other positions are not overly burdened when flextime is chosen.
  • Make certain that positions that do not have flextime as an option have other additional benefits that make the position attractive.
  • Consider coupling the flextime choice with a cost such as fewer vacation days or the choice of refusing flextime with a benefit such as a higher bonus potential.
  • Make certain that employees on flextime are monitored so that their production is consistent with their position and the benefit.
  • Before implementing a flextime policy, make certain to have an attorney review the policy.


This informational piece was published on April 4, 2012.

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Requesting Social Network Passwords - Invasion of Privacy or Due Diligence?

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Hiring managers have reviewed job applicants' and employees' public profiles since the widespread popularity of social media. But what happens when users set their profiles to private so that only selected people or certain networks can view them? The answer for some employers - ask the job applicant for his or her password or ask the applicant to "friend" the hiring manager so the manager can view the applicant's private posts.

In one example, a security guard at the Maryland Department of Public Safety and Correctional Services returned to his job after taking a leave for his mother's death. At his reinstatement interview, he was asked for his login and password. According to the agency, it checks employees' and applicants' social network posts for gang affiliations.

Although the man was surprised by the request, he complied. "I needed my job to feed my family. I had to." The American Civil Liberties Union (ACLU) complained about the practice, and the agency amended its policy. Hiring managers now ask job applicants to log in themselves during interviews. The case has inspired Maryland legislators to propose a law that forbids public agencies from asking for access to private social networks.

Meanwhile, in Illinois, the McLean County sheriff's office is one of several sheriffs' departments that ask applicants to sign into social media sites for screening. The practice has been part of the background check process since 2006. The chief deputy explained that applicants have a right to refuse, but no one has ever done so. When asked what sort of information would jeopardize job seekers, he said that it depends on the situation, but might include inappropriate pictures or relationships with people who are underage or other illegal behavior.

Some organizations, like the sheriff's department in Spotsylvania County, Virginia, ask applicants to "friend" background investigators for jobs at the 911 dispatch center or law enforcement positions. Other employers require new hires to sign non-disparagement agreements that prohibit them from posting negative comments about an employer on social media.

According to E. Chandlee Bryan, a career coach and co-author of the book The Twitter Job Search Guide, individuals seeking employment should always stay aware of what information is on their social media profiles and assume an employer is going to see it. Although Bryan is concerned about employers demanding login credentials, she feels that as long as an employer asks to see a social network profile through a "friend" request, there is no violation.

Giving out one's social media login information violates the social network's terms of service. But experts say that those terms do not have any real legal weight. The Department of Justice (DOJ) considers it a federal crime to enter a social networking site in violation of the terms of service. However, during recent congressional testimony, the DOJ admitted they would not prosecute violations. "Proposed laws would forbid employers from asking for job seekers' social media passwords," www.foxnews.com (Mar. 20, 2012).

Commentary

On March 23, 2012, Erin Egan, Chief Privacy Officer of Facebook, issued a statement regarding employers seeking access to profiles of job applicants. According to Egan:

This practice undermines the privacy expectations and the security of both the user and the user's friends. It also potentially exposes the employer who seeks this access to unanticipated legal liability. . . . We don't think employers should be asking prospective employees to provide their passwords because we don't think it's the right thing to do. But it also may cause problems for the employers that they are not anticipating. For example, if an employer sees on Facebook that someone is a member of a protected group (e.g. over a certain age, etc.) that employer may open themselves up to claims of discrimination if they don't hire that person.

While Facebook and others protest the practice based on privacy concerns and remind employers not to discriminate during the hiring process, employers, nevertheless, have a responsibility to perform due diligence when hiring. Employers have a right and duty to check job applicants' and employees' public posts as part of background checks to make sure they are hiring the right person for the job.

Furthermore, employers should check public postings on social networking sites on a regular basis to make sure that illegal discrimination and harassment does not occur. Just as an employer can incur liability for discrimination in hiring, discriminatory social media posts made by or against its employees may support EEO charges against the employer.

Currently, there is no law prohibiting private employers from asking to view job applicants' social media posts, public or private. The challenges described in the source article were referring to the tougher scrutiny public employers face when their policies and practices are challenged on privacy grounds.

Employers should watch closely in the future for proposed legislation, new laws, and developing case law on this issue. Most importantly, before asking for access, employers should ask for the opinion of an attorney to make sure that such requests are compliant with the law.


This informational piece was published on April 12, 2012.

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Serving Up Sexual Harassment at the Workplace - What Determines a Hostile Working Environment

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Written exclusively for Chubbworks

The former manager of a restaurant owned by a prominent Food Network chef and her brother has filed a lawsuit against the two owners, alleging an illegal hostile work environment. The white female manager claims that the chef's brother sexually harassed her after she started working at the restaurant in 2005.

The former manager claims that the brother targeted her for unwanted sexual advances soon after his sister appointed her manager of the restaurant. The brother watched pornography in the small office that he shared with the former manager, handed out sexually explicit pictures at an office meeting, and made frequent sexual innuendos.

Coupled with the sexual harassment allegations are complaints that the chef's brother physically intimidated black employees and made racial insults to them. Both owners allegedly used racial slurs. The brother demanded that black workers use a separate entrance from the one white workers used and that they were to use certain restrooms. The former manager also alleges that the brother physically shook a male black worker and challenged other workers to fight on other occasions.

The final straw came when the brother grabbed the former manager's face during a dinner for vendors stating, " I love you," and later screamed at her and spit in her face. The former manager, suffered panic attacks while at work, quit her job. "Paula Deen, brother sued for harassment," www.usatoday.com (Mar. 5, 2012).

Commentary and Checklist

This case involves both racial and sexual harassment. The Equal Employment Opportunity Commission (EEOC) defines racial harassment as racial slurs, offensive or derogatory remarks about a person's race or color, or the display of racially-offensive symbols.

Sexual harassment is unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature.

Under both forms of illegal harassment, an infrequent or casual offensive comment or joke may not rise to the level of actionable discrimination. However, either racial or sexual conduct may provide a basis for a hostile work environment claim when harassment is so frequent or severe that it creates a work environment that a reasonable person would consider intimidating, hostile, or abusive.

Whether the conduct in this case crosses the "frequent or severe" threshold has yet to be decided. However, employers should pay attention to the fact that the manager's race discrimination claims in this case are based on conduct directed at her black co-workers, not at her, a white woman. An employee can sue an employer for a hostile work environment even if the employee is not the direct target of the abusive conduct.

The costs of harassment are high for both victims and employers. Victims often suffer psychologically, physically and emotionally, and this case shows that the damage caused by harassment can spread beyond the direct victims of the harassment to the greater workforce. For the employer, the effects may be far-reaching - damaging workforce morale, loyalty and productivity while allowing a fear-based environment to grow.

Establishing a productive workplace involves strong anti-harassment policies along with a safe and effective way for employees to report harassing behavior.

Here are some guidelines for managers and supervisors dealing with harassment in the workplace:
  • When a person is making a complaint of harassment, make certain that he or she does so without the accused in the room.
  • Consider having a neutral witness, preferably another manager, hear the complaint as well.
  • Report the harassment immediately to human resources, or have the person make his or her complaint to human resources directly.
  • If at all possible, separate the complainant and the accused until the matter is resolved.
  • Make certain that other employees who are not part of or a witness to the complaint stay uninvolved.
  • Be watchful for any signs of retaliation after the complaint is made.
  • Continue to watch for retaliation after the complaint is resolved.
  • Make sure that witnesses and others who cooperate with an investigation of harassment do not experience retaliation, either.


This informational piece was published on April 10, 2012.

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Donning and Doffing Wage Claims Include Time Spent on Safety

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Former employees of a washer and dryer plant claim they were required to arrive 15 minutes before their shifts to put on protective equipment. They claim the employer failed to pay them for the time it took them to don armguards, gloves and other work safety gear.

The employer, who moved operations in March 2011 to Mexico, faces a class-action lawsuit on the alleged wage and hour violations that occurred between December 2008 and December 2011. Up to 1,500 former employees are expected to join the lawsuit, seeking back pay for the violations.

A U.S. district judge recently ordered the employer to produce the names and addresses of hourly production workers at the plant so they can be notified to join the case. About 1,000 former employees have already expressed interest. "More than 1,000+ workers to join Electrolux lawsuit," globegazette.com (Mar. 12, 2012).

Commentary

Employers should compensate employees for time spent doing work-related activities such as putting on and taking off their work clothing and safety equipment. Failure to compensate employees for even a few minutes can significantly add up over time when calculated for every shift and every employee.

The best practice is to require employees to clock in the moment they arrive at work and clock out after they have performed all work-related activities, including equipment removal. Requiring employees to clock in only after performing a duty that benefits the employer in some way invites scrutiny and possible lawsuits.

Other activities that may create wage and hour risk for employers if not compensated for include but are not limited to: time spent by an employee required to wait on a person or an activity to begin; time spent by an employee being on-call; lecture time, meetings and training time; rework time or time to correct mistakes, and travel time.

Wage and hour class actions are attractive to trial attorneys because proof is readily available. Attorneys seeking to prove wage and hour violations simply rely on records kept and definitive numbers, rather than on the subjective type of evidence required in other types of cases, such as those involving discrimination.

The FLSA Hours Worked Advisor provides guidance for specific situations that may affect your workplace.


This informational piece was published on April 10, 2012.

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Orientation Programs - The Missing Link for Preventing Workplace Problems

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Accountemps, a large temporary staffing service for finance professionals, recently released a survey about orientation programs for new employees. The study included responses from over 500 human resource (HR) managers working for employers with 20 or more employees.

The study revealed that a surprising 34 percent of those employers surveyed do not provide their new employees with any formal orientation. The respondents who work for employers that do provide orientation programs were asked to describe the biggest benefits of the programs.

Thirty-five percent of the HR managers claim that new employees who participate in orientation programs have a better understanding of the organization's values, guidelines, and expectations. Another 17 percent believe new employees are better prepared through orientation programs for long-term success in their jobs.

Nineteen percent of respondents claim new employees feel connected to the employer much faster because of orientation programs, and 20 percent claim orientation programs enable new employees to more quickly make positive contributions to the workplace.

According to Accountemps, orientation programs help ease the pressures of starting a new job and increase the likelihood that employees will perform at higher levels more quickly. Accountemps provides managers with five ideas for assisting new hires to quickly adjust to their new workplaces:
  1. Roll out the red carpet. On the first day, new employees are often nervous. Make a point of greeting them personally and letting them know how much you are looking forward to them joining your team.
  2. Aim to ease anxieties. Offer introductions and encourage any and all questions. Organize an informal meeting of co-workers during lunch or a scheduled break.
  3. Arrange day-in-the-life tours. In the first few weeks of the job, have new employees spend time with colleagues who they will work with in the future. This will allow the employees to learn the operation style of the organization and feel more connected to a wide range of co-workers.
  4. Provide a road map. Give new employees a clear idea of what to expect over the first few months, addressing job responsibilities, top priorities, and performance goals. Keep an open-door policy and meet with them regularly over this time.
  5. Make use of mentors. Assigning a co-worker to each new employee who can answer questions and offer advice and institutional knowledge will not only shorten the learning curve for the new employee, but also give him or her a stronger sense of belonging. "Accountemps Survey: One in Three Employers Lacks Orientation Program for New Hires," www.prnewswire.com (Mar. 20, 2012).
Commentary and Checklist

The Accountemps survey highlights the productivity benefits of orientation programs. Clearly, a new employee who is well informed and comfortable in the new workplace from the first day is better equipped to accomplish productivity goals. Furthermore, strong support systems from the outset foster loyalty, boost morale and reduce turnover.

Orientation programs are also important tools for risk management. Well-communicated and thorough loss prevention training during orientation can provide the basis to implement and enforce the employer's workplace policies and practices. In addition, training conducted routinely as part of orientation programs may help employers defend against claims of wrongdoing should they arise.

All new employees, regardless of their job responsibilities, should receive training on EEO polices as well as on issues of safety, social media usage, confidentiality, and ethics, for example. The first week on the job is the best time to educate employees about the organization's policies and practices. Not only does training during orientation prevent wrongdoing from occurring in the first place, it also allows for consistent enforcement of policies once new employees begin their job duties.

New hires should have ample opportunity during orientation to review your handbook of policies and procedures and ask questions so that they have a clear understanding of the workplace rules and expectations before they acknowledge them in writing.

Here are some things HR managers can do to make sure that employers are getting the most out of employee orientation programs:
  • Have managers and supervisors provide notice when they plan to hire and train new employees.
  • Ask managers to provide a written schedule for training.
  • Review the agenda and the materials before the training to make sure all necessary areas are covered.
  • Have participants rate the training and make suggestions for changes. Read and evaluate every comment.
  • Periodically attend orientation and training.
  • Document all employees' orientation and training.
  • When training is complete, make sure all questions have been answered, and have new employees acknowledge that all orientation materials and training are completed and understood.
  • Periodically update orientation and training content materials to address current issues.


This informational piece was published on April 9, 2012.

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How Robust is Your Plant's Safety Program?

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Did You Know: Construction Workers and Musculoskeletal Disorders (MSD)

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Work-related Injuries and Diseases: More Costly than Cancer or Diabetes

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The annual cost of occupational injuries and illnesses in the United States is approximately $250 billion, according to a recent study published in the Milbank Quarterly.

To put that staggering total in perspective, that is more than the yearly cost of cancer ($219 billion), diabetes ($174 billion), strokes ($62.7 billion) or coronary heart disease ($151.6 billion).

OSHA Extends Phase-in Period for Fall Safety

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The Occupational Health and Safety Administration (OSHA) has released the annual list of their top 10 most cited violations. The following were the top 10 most frequently cited standards in fiscal year 2011 (Oct 1, 2010 through Sept 30, 2011):

Implementing an Effective Hearing Conservation Program

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Loud noise can cause permanent hearing loss and contribute to workplace accidents and injuries by making it difficult for workers to hear warning signals.

Dangers of Falls from Roofs

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DID YOU KNOW?

More than one-third of fall deaths in residential construction are caused by falls from roofs.

Best Practices for Return to Work Detailed in DMEC Report

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To help control the rising cost of occupational accidents and injuries, the Disability Management Employers Coalition (DMEC) released a white paper identifying best practices for helping employees successfully return to work following disability leave.

Generator Safety: Prevent Carbon Monoxide Poisoning on the Construction Site

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Portable generators play a crucial role on the construction site, but, if used improperly, generators can cause serious illness or death. On average, about 170 people in the United States die every year from carbon monoxide (CO) produced by generators and other consumer products.

Guidance on Working Safely During Trenching Operations for Construction Workers

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Unprotected trenches are among the most dangerous hazards a construction worker can face; between 2003 and 2011, more than 200 workers have been killed in trench cave-ins. Hundreds more have been seriously injured. To help combat this problem, OSHA has produced a number of guidance documents aimed at keeping construction firms in compliance with OSHA 29 CFR 1926.651 and 1926.652 (as well as their counterparts from state-approved plans).

Protect Employees from Cold Stress

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Severe winter weather can jeopardize the health and safety of your employees and cost your company time and money if you do not take the proper precautions.

Cold, wet and windy conditions put outdoor workers at risk for cold stress, which can lead to dangerous and debilitating occupational afflictions such as frostbite, hypothermia, chilblains and trench foot.

As an employer, it is imperative that you take the proper steps to protect your employees from this wintertime threat.

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